Ministry of Agriculture Strategic Plan 2022-2026

Republic of Zambia MINISTRY OF AGRICULTURE STRATEGIC PLAN 2022-2026 MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ ii Prepared by: Ministry of Agriculture in collaboration with the Management Development Division Cabinet Office LUSAKA. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ iii TABLE OF CONTENTS ACRONYMS.................................................................................................................iv FOREWORD.................................................................................................................vii ACKNOWLEDGEMENTS.............................................................................................viii EXECUTIVE SUMMARY.................................................................................................ix CHAPTER.......................................................................................................................1 1. INTRODUCTION.......................................................................................................1 CHAPTER 2....................................................................................................................6 2. ENVIRONMENTAL ANALYSIS.................................................................................6 2.1 External Environmental Analysis...................................................................6 2.2 Internal Analysis...........................................................................................16 CHAPTER 3..................................................................................................................21 3. STRATEGIC DIRECTION.........................................................................................21 3.1. Vision....................................................................................................................21 3.2. Mission Statement............................................................................................22 3.3. Core Values......................................................................................................22 3.4. Strategic Themes and Strategic Results.........................................................24 3.5. Strategic Objectives, Intended Results, Measures, Targets and Strategies...................................................................................................................24 CHAPTER 4..................................................................................................................33 4. ENABLING FACTORS............................................................................................33 4.1. Pre – Conditions...................................................................................................33 4.2. Assumptions......................................................................................................33 CHAPTER 5..................................................................................................................34 5. PLAN IMPLEMENTATION......................................................................................34 5.1. RISK MANAGEMENT.........................................................................................34 CHAPTER 6..................................................................................................................35 6.1. MONITORING AND EVALUATION....................................................................35 1. 2022 - 2026 MINISTRY OF AGRICULTURE BALANCED SCORE CARD............36 MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ iv ACRONYMS ABM Agri-Business and Marketing ATIs Agriculture Training Institutions BSC Balance Score Card CATSP Comprehensive Agriculture Transformation Sup port Programme CDF Constituency Development Fund COVID Coronavirus Disease CSO Civil Society Organisation DOA Department of Agriculture DOF Department of Finance FISP Farmer Input Support Programme FRA Food Reserve Agency FTC Farmer Training Centre GDP Gross Domestic Product GWAN Government Wide Area Network HRA Human Resource Administration IA Institution Assessment ICT Information Communication Technology MoA Ministry of Agriculture M&E Monitoring and Evaluation MDD Management Development Division NDP National Development Plan NGO Non-Governmental Organisation OD Organisation Development PESTEL Political, Economic, Sociological, Technological, Environmental and Legal PPD Policy and Planning Department PQPS Plant Quarantine and Phytosanitary Services MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ v R&D Research and Development SCCI Seed Control and Certification Institute SWOT Strengths, Weaknesses, Opportunities and Threats SZI Smart Zambia Institute ZARI Zambia Agriculture Research Institute ZIAMIS Zambia Integrated Agriculture Management Infor mation System MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ vi TABLES AND FIGURES Tables Table 1 Clients and their Needs Table 2 Stakeholders and their Interest Table 3 Strategic Objectives Table 4 Strategic Themes, Strategic Results, Strategic Objectives, intended Results, Measures. Targets and Strategies( Initiatives) FIGURES Figure 1 SWOT Analysis MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ vii iv FOREWORD I am delighted to present to you the Strategic Plan for the Ministry of Agriculture for the period 2022-2026. The Plan highlights the Ministry’s strategic focus for the next five (5) years and it is aligned to the Eighth National Development Plan (8NDP) and Comprehensive Agriculture Transformation Support Programme (CATSP). The Strategic Plan is the Ministry’s operational document that aims to facilitate the implementation of Government’s Policies on agricultural development, crop production and productivity improvement, increasing agricultural exports, job creation and poverty reduction. The Strategic Plan also outlines the importance of enhancing public private partnerships and increased investment in agricultural research and development, extension and outreach, increased processing and access to markets. I wish to call upon all stakeholders including the private sector, the farmers and development partners alike, to take ownership of this Strategy Plan and actively participate in its implementation. It is my sincere hope that this Ministerial Strategic Plan for the period 2022-2026 will meet the expectations of all the players. I am confident that the successful implementation of this Strategic Plan, will have a positive impact on the farming community, traders, processors and other value chain players. Lastly, I wish to appeal for the continued commitment and dedication to service from the entire staff in the Ministry of Agriculture. Hon. Reuben R. Phiri Mtolo M.P. MINISTER OF AGRICULTURE FOREWORD I am delighted to present to you the Strategic Plan for the Ministry of Agriculture for the period 2022-2026. The Plan highlights the Ministry’s strategic focus for the next five (5) years and it is aligned to the Eighth National Development Plan (8NDP) and Comprehensive Agriculture Transformation Support Programme (CATSP). The Strategic Plan is the Ministry’s operational document that aims to facilitate the implementation of Government’s Policies on sustainable agricultural development, crop production and productivity improvement, increasing agricultural exports, job creation and poverty reduction. The Strategic Plan also outlines the importance of enhancing public private partnerships and increased investment in agricultural research and development, extension and outreach, increased processing and access to markets. I wish to call upon all stakeholders including the private sector, the farmers and development partners alike, to take ownership of this Strategic Plan and actively participate in its implementation. It is my sincere hope that this Ministerial Strategic Plan for the period 2022-2026 will meet the expectations of all the players. I am confident that the successful implementation of this Strategic Plan, will have a positive impact on the farming community, traders, processors and other value chain players. Lastly, I wish to appeal for continued commitment and dedication to service from the entire staff in the Ministry of Agriculture. Hon. Reuben R. Phiri Mtolo M.P. MINISTER OF AGRICULTURE MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ viii v ACKNOWLEDGEMENTS On behalf of the Management and Staff of the Ministry of Agriculture, we would like to thank all stakeholders who participated in the formulation of the Ministry’s Institutional Strategic Plan covering the period 2022-2026. In addition, you may wish to note that beyond the legal requirement, the Ministry of Agriculture views the implementation of the Strategic Plan 2022-2026 as a timely opportunity to actualize the policy and regulatory reforms as set out by the Government of the Republic of Zambia in the next five years. We would also like to extend a special thanks and acknowledgement to the staff from Management Development Division, Cabinet Office who provided guidance and technical support during the development of this Strategic Plan. We also wish to recognise the valuable contributions made by the technical staff in the Ministry of Agriculture during the development process of the Strategic Plan. Yvonne C. Mpundu Green Mbozi PERMANENT SECRETARY - ADMINISTRATION PERMANENT SECRETARY - TECHNICAL SERVICES MINISTRY OF AGRICULTURE. MINISTRY OF AGRICULTURE. ACKNOWLEDGEMENTS On behalf of the Management and Staff of the Ministry of Agriculture, we would like to thank all stakeholders who participated in the formulation of the Ministry’s Institutional Strategic Plan covering the period 2022-2026. In addition, you may wish to note that beyond the legal requirement, the Ministry of Agriculture views the implementation of the Strategic Plan 2022-2026 as a timely opportunity to actualise the policy and regulatory reforms as set out by the Government of the Republic of Zambia in the next five years. We would also like to extend a special thanks and acknowledgement to the staff from Management Development Division, Cabinet Office who provided guidance and technical support during the development of this Strategic Plan. We further wish to recognise the valuable contributions made by the technical staff in the Ministry of Agriculture during the development process of the Strategic Plan. Yvonne C. Mpundu Green Mbozi PERMANENT SECRETARY - ADMINISTRATION PERMANENT SECRETARY – TECHNICAL MINISTRY OF AGRICULTURE. MINISTRY OF AGRICULTURE. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ ix EXECUTIVE SUMMARY The mandate of the Ministry of Agriculture is to facilitate the development of a sustainable and diversified agricultural sector for food and nutrition security and income generation. The purpose for the development of the Strategic Plan is to provide the strategic direction and framework to enable the Ministry of Agriculture effectively execute its mandate. The methodology used to develop the 2022-2026 Strategic Plan involved a two phased approach comprising of the Institutional Assessment and Organisational Development underpinned by the Balanced Scorecard principles. The Institutional Assessment involved undertaking the Performance Assessment and conducting an internal capability assessment to establish Ministry of Agriculture’s distinctive competencies, as well as, analysing the macro-environment. The McKinsey 7s Model, Lewin’s Simple Change Management Model, Objective and Problem Trees, SWOT and PESTEL Analyses were used in the assessment. Based on these analyses the Ministry of Agriculture has set out a strategic operational framework for the period 2022-2026 comprising of the following: “A Smart and Value-Centred Ministry ensuring Food, Nutrition and Income Security”. To realise the vision, the Ministry of Agriculture has identified three (3) themes. The thematic areas of focus and their related strategic results are as follows: a) Agricultural Production and Productivity resulting into Sustainable Agricultural Growth b) Partnerships resulting into Effective Stakeholder Coordination c) Operational Excellence resulting into Effective and Efficient Service Delivery To ensure that the Ministry of Agriculture performs well in the three (3) thematic areas, it has set for itself a Mission, which is “To facilitate Agriculture Production and Productivity for a diversified, competitive and sustainable agricultural sector”. In executing the mission, Ministry of Agriculture has committed to observing the following Core Values, namely; Excellence, Integrity, Transparency, Accountability, Team work, and Impartiality The following Strategic Objectives will be used to improve Service delivery: MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ x 1. Improve Agricultural Production and Productivity; 2. Improve Agribusiness; 3. Improve Agriculture Research and Development; 4. Improve Stakeholder Coordination; 5. Improve Financial Management; 6. Improve Operational Management Systems; 7. Improve Human Capital; and 8. Improve Institutional Infrastructure, Tools and Equipment. To facilitate implementation, the Strategic Plan will be operationalised through costed Annual Departmental and Individual Work Plans. In order to ensure successful implementation and realisation of the desired impact, the implementation of the Plan will be monitored continuously, to undertake necessary interventions. At the end of the Strategic Plan period, a final review will be undertaken to establish the extent of the implementation of the Strategic Plan and its impact. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 1 CHAPTER 1 1. INTRODUCTION The formulation of the Ministry of Agriculture Strategic Plan 2022 – 2026, has been necessitated by the structural adjustments and major developments that have occurred in the internal and external environments under which the Ministry exe cutes its mandate. The Eighth National Development Plan (8NDP) was launched in 2022, and the document includes a number of policy and regulatory shifts which Government Institutions, such as the Ministry were required to incorporate in its programming. 1.1. Background The agriculture sector continues to provide livelihoods to more than 70 percent of Zambia’s population. However, the sector growth has continued growing at a lower rate than the annual national population growth rate of 2.8 percent, in spite of it being the mainstay of the larger population. As a result, the incomes of households that are dependent on this sector have been declining.1 In addition, the sector has been constrained by low productivity, limited mechanisation, inadequate agriculture infrastructure, skills gap, inadequate research and development, limited access to affordable finance, inadequate specialised staff and dependence on rainfall. The Agriculture sector has been identified as one of the drivers in the economic transformation agenda. In the short to medium term, the Ministry of Agriculture is pursuing programmes that will promote sustainable agriculture development 1 Eighth National Development Plan 2022 - 2026 MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 2 and improvement of the livelihoods of vulnerable agricultural households. The programmes to be implemented include promotion of agricultural diversification and commercialisation, increased production and productivity, agriculture risk management including climate change adaptation and mitigation, sustainable utilisation of the resource base, agro-processing and value addition, agriculture research and innovations, facilitation of partnerships with agricultural households to promote wealth creation and increase exports. The Strategic Plan therefore outlines all the programmes that will help the Ministry in contributing to the 8NDP development outcomes. 1.2. Statutory Mandate The Ministry of Agriculture derives its mandate from Government Gazette No tice No. 1123 of 2021, which is to facilitate the designing, implementation and management of government’s activities in the agricultural sector. The portfolio functions for the Ministry are as follows: i. Agricultural Credit; ii. Agricultural Development; iii. Agricultural Marketing Policy; iv. Agricultural Research and Specialist Services; v. Agricultural Training; vi. Agriculture Policy; vii. Agriculture Extension Field Services; viii. Food Security; MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 3 ix. Irrigation Development; x. Plant Quarantine and Phytosanitary Services; xi. Seeds; and xii. Seeds, Standards and Grades. The Ministry is responsible for the following statutory bodies and institutions: i. Cotton Board of Zambia; ii. Food Reserve Agency; iii. Coffee Board of Zambia; iv. Tobacco Board of Zambia; v. Cotton Development Trust; vi. Golden Valley Agriculture Research Trust; vii. Agriculture Consultative Forum; viii. Agricultural Institute of Zambia; ix. Warehouse Licensing Authority; and x. Agriculture Colleges and Training Institutions. 1.3. Management and Operational Structure Strategic oversight is provided by the Minister, who is assisted by two Permanent Secretaries. The Permanent Secretary Administration is the Controlling Officer and runs the day to day operations of the Ministry, whereas the Permanent Sec retary Technical Services is responsible for supervising the operations of the tech nical departments in the Ministry. The Ministry consists of nine departments as follows: 1. Department of Agriculture (DoA); 2. Zambia Agricultural Research Institute (ZARI); 3. Seed Control and Certification Institute (SCCI); 4. Plant Quarantine and Phytosanitary Services Department (PQPS); MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 4 5. Agribusiness and Marketing (ABM) Department; 6. Human Resource and Administration (HRA); 7. Department of Finance (DoF); 8. Policy and Planning Department (PPD); and 9. Internal Audit Department. In addition to the Departments, the Ministry comprises of Procurement and Sup plies Unit. The Ministry’s headquarters is based in Lusaka and it has presence in all the 10 Provincial Centres and 116 Districts. 1.4. Strategic Operational Linkages The operational strategic linkages relate to the interaction between the Ministry and its stakeholders. The Ministry collaborates with various institutions, among them are other Line Ministries, Parastatals and Quasi-Government Institutions, Non-Governmental Organisations (NGOs), Civil Society Organisations and Bilateral and Multilateral Cooperating Partners. The areas of collaboration include extension service delivery, the dissemination of technologies, research and development, and agribusiness promotion and development. 1.5. Rationale for Developing the 2022-2026 Strategic Plan The development of the 2022-2026 Strategic Plan was necessitated by the expiry of the 2019 to 2021 Strategic Plan and the need to realign the Plan to the Eighth National Development Plan (8NDP). Therefore, the Strategic Plan provides an operational framework to effectively execute the MoA mandate. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 5 1.6. Methodology The strategic planning approach used to develop the 2022-2026 Strategic Plan is the integrated Institutional Assessment/Organisation Development – Balanced Scorecard (IA/OD-BSC). The IA/OD BSC is a two-phased approach that took into consideration a critical analysis of the Ministry of Agriculture’s operations including its achievements and challenges with proposed recommendations for improved performance. In the first phase, the Institutional Assessment (IA) involved conducting an internal capability assessment to establish the Ministry’s distinctive competencies, as well as, analysing the macro-environment. The various tools applied were the McKinsey 7s Model; Simple Change Management Model; Objective and Problem Trees; Strengths, Weaknesses, Opportunities and Threats (SWOT); and Political/ Policy, Economic, Sociological, Technological, Environmental/Ecological and Legal (PESTEL) Analyses. In addition, various stakeholders were engaged to solicit for information on the current and future outlook of the Ministry and to suggest areas of focus to enhance the execution of the Institution’s mandate. In the second phase, the Organisation Development (OD) involved determining the strategic direction of the Ministry. The information collected from the Institutional Assessment facilitated the Organisational Development process of determining the strategic direction for the Ministry of Agriculture for the period 2022-2026 in relation to its Vision, Mission, Core Values, Strategic Themes and Strategic Objectives. The strategic direction was based on the Balanced Scorecard (BSC) principles, which takes a holistic approach in mapping the strategic direction and will provide a framework for measuring the performance of the Ministry. The Strategic Plan was developed with technical support from Management Development Division of Cabinet Office and spearheaded by a Core Team composed of members of staff from all the Departments/Units in the Ministry of Agriculture. MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 6 CHAPTER 2 2. ENVIRONMENTAL ANALYSIS 2.1. External Environmental Analysis a) Political/Policy Developments The analysis of the Ministry of Agriculture’s external environment focused on the Political/Policy, Economic, Sociological, Technological, Environmental/ Ecological and Legal (PESTEL) developments that had or may have an impact on the operations of the institution. The analysis also considered stakeholders’ interests and the needs of various clients. 1. Approval of the 8NDP 2022-2026 The Eighth National Development Plan (8NDP) 2022-2026 provides the transformation agenda of the country through the four Strategic Development Areas: i. Economic Transformation and Job Creation; ii. Human and Social Development; iii. Environmental Sustainability; and iv. Good Governance Environment. The agriculture sector, and in particular, the Ministry is among the key institutions contributing to the objectives under the Strategic Development Areas 1: Economic Transformation and Job creation; and 3: Environmental Sustainability. This provides an opportunity for the Ministry to focus and direct resources to the implementation of critical programmes and reforms in the agriculture sector. The following measures will be undertaken to optimise the existing opportunities: i. Strengthen Stakeholder Coordination; and ii. Leverage on the provisions of the 8NDP to execute the mandate. 2. Instability in the Global Environment The instability in the global environment in some parts of the world resulted in disruptions in the supply chain of imported agricultural commodities (wheat, sunflower) and inputs (fertilizer). To mitigate the negative impacts of this instability, the Ministry will undertake the following measures: i. Promote local production of food and non-food commodities; ii. Enhance the productivity of local producers; iii. Promote the use of organic fertilizer and other environmentally friendly and low-cost inputs to reduce overdependence on imported fertilizers; and iv. Enhance Research and Development. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 7 3. Increase in the allocation of Constituency Development Funds (CDF) The increase in the allocation of CDF from K1.6 million per constituency prior 2022 to K25.7 million per constituency from 2022, has presented an opportunity for financing, for rehabilitation and construction of agricultural infrastructure and increase in enrolments in Agricultural Training Institutions. To optimise the development from increased allocations of CDF, MoA will undertake the following measures: i. Strengthen collaboration with stakeholders, especially at grass root level; ii. Strengthen the monitoring mechanism; iii. Enhance technical support to farmers /farmer groups in accessing CDF grants and empowerment opportunities; and iv. Engage the Ministry of Finance and National Planning for increased resources. b) Economic Developments 1. Fluctuating Inflation and Exchange rates The average exchange rate of the Kwacha against the US dollar depreciated from K12.91/ 1 USD in 2019 to K20.05/ 1 USD in 2021. The average inflation rate also rose from 9.1 percent in 2019 to 22.1 percent in 2022.2 The fluctuations in the inflation and exchange rates contributed to the increase in the cost of operations and high cost of imported food and agricultural inputs. This negatively affected delivery of services by MoA. The fluctuations have also contributed to the increase in the cost of production in different value chains. To mitigate this negative impact, the MoA will rationalise the use of resources and prioritise Programmes. 2 BoZ 2022 MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 8 2. High Fuel Prices The agriculture sector is among the largest consumers of diesel in Zambia. The rise in fuel prices has also contributed to the increase in the cost of production in the agriculture sector. The domestic fuel pump prices per litre increased from K15.59 in December, 2020 to K20.15 in December, 2021. In the same period under review, the petrol pump price increased from K17.62 in December, 2020 to K21.16 in December, 2021.3 To address these challenges, the MoA will promote green and fuel-efficient technologies in the production and processing of crop based commodities. c) Social Developments 1. Increase in farmer population The number of farmers registered in the Zambia Integrated Agriculture Management Information System (ZIAMIS) increased from 1,564,000 to 2,988,409 between 2019 and 2021. The rise in the farmer population has resulted in the increase in the demand for agriculture services across the country. To optimise the development, MoA will invest in agriculture infrastructure to enhance extension service delivery. In addition, MOA will undertake a comprehensive review of the organisational structure to ensure adequate staffing and capacity to deliver critical services to clients. 3 Ministry of Finance and National Planning 2021 Annual Economic Report MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 9 2. Increase in the use of social media The increase in the use of social media by the public, has created an opportunity for the Ministry to disseminate accurate and timely agriculture related information through electronic media. To optimise the development, MoA will develop and implement a communication strategy and will increase outreach on social media and other digital platforms. 3. COVID -19 Pandemic The COVID-19 pandemic negatively affected the Ministry as it led to disruptions in programme implementation and loss of staff. To mitigate the impact of the COVID – 19 and other pandemics, MoA will strengthen adherence to health guidelines and promote innovations and the use of Information and Communication Technology (ICT) in the delivery of services. d) Technological Developments 1. Advancement in technology Government has introduced a number of ICT platforms and innovations, such as the ZIAMIS, electronic farmer register, electronic single window system and the e-extension portal. These ICT platforms have reduced the cost of providing services and enhanced revenue collection and trade facilitation. In addition, advancement in technologies has led to an increase in the use of solar powered agricultural equipment. To optimise the measures being undertaken, MoA will engage Smart Zambia Institute (SZI) to migrate additional services and manual systems to electronic platforms. The Ministry will also promote use of solar powered agricultural equipment for small-scale farmers. MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 10 2. Environmental/ Ecological/ Developments 2.1 Adverse effects of Climate Change Climate change has adversely affected the performance of the agriculture sector. The most pronounced manifestations of climate change are: changes in rainfall pattern, leading to floods and more frequent droughts and dry spells, de layed onset of the rain season and increased incidences of pests and diseases. The impacts of climate change have resulted in low crop yields and food inse curity. To mitigate these effects, MoA will enhance adaptive research, promote cli mate smart Agriculture and develop and promote the adoption of climate resil ient technologies and practices. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 11 e) Legal Developments During the period under review, the following legislation was enacted, which has a bearing on the agriculture sector. 1. The Food Safety Act No. 7 of 2019 The Food Safety Act provides for the protection of the public against health hazards and fraud in the manufacture, sale and use of food. The Ministry will leverage on the provisions of the Act to facilitate and support the production of quality food, which is safe for human consumption. 2. The Food and Nutrition Act No. 3 of 2020 The Act provides for the implementation of the National Food and Nutrition Programme. The Ministry will leverage on the provisions of the Act to promote the production of nutrient dense foods and promote crop diversification, food processing, preservation, storage and utilisation ensure the production of safe food. 3. The Food Reserve Act of 2020 The Act continues the existence of Food Reserves Agency and redefines its functions. The Act enhances the functions of the agency to collect data for purposes of national food security and to inspect and verify stock levels of the designated agricultural commodities. The Act also has designated storage facilities as restricted areas. To optimise this, the Ministry will leverage on the Act to enhance decision making on stock position and enhance security of storage facilities. MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 12 4. The Cannabis Act No. 3 of 2021 The Act provides for the regulation of the cultivation, manufacture, production, storage, distribution, import and export of cannabis for medicinal, scientific or research purposes. MoA will review requisite legislation to incorporate the cannabis Act’s requirement and enhance institutional capacities to respond to the requirements of the Act. 5. Industrial Hemp Act No. 34 of 2021 The Industrial Hemp Act provides for the licensing of growers, processors, distributors, buyers, exporters and researchers of industrial hemp. The Act also provides the production and multiplication of seed and import and export of industrial hemp. The Ministry will review the requisite legislation to incorporate the Industrial Hemp Act’s requirement and enhance institutional capacities to respond to the requirements of the Industrial Hemp Act. 2.1.1. Stakeholder and Client Analysis a) Clients and their needs An analysis of the clients’ needs was undertaken. Clients are individuals/groups of individuals/ or Institutions that MoA was primarily created to provide a service to in order to meet their needs. The following are the clients of the MoA: TABLE: 1 CLIENTS AND THEIR NEEDS S/N Client Cluster Needs 1. Seed Companies - Up to date Policy and Legal framework Seed certification services Agricultural training and relevant information Seed variety testing and release Plant variety protection Phytosanitary certificates Import and Export Permits Specialized agricultural and extension services Agriculture inputs and implements Agriculture credit and financing Adequate supply of Early Generation Seed/ foundation seeds MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 13 S/N Client Cluster Needs 2. Agriculture Com modities Exporters Up to date Policy and Legal framework Seed certification services Agricultural training and relevant information Plant variety protection Phytosanitary certificates Import and Export Permits Food Safety Standards Facilitation of linkages among producers, aggregators and processors 3. Farmers - Extension services; Agriculture inputs and implements Agriculture credit and financing Agriculture public infrastructure including feeder roads; Agricultural specialized services Agricultural information Agro-processing Facilitation of out grower schemes Facilitation of Public Private Partnerships (PPPs) Facilitation of environmental impact assessment Up to date Policy guidelines Facilitation of market linkages 4 Plant Breeders/ Seed Growers Plant variety protection Phytosanitary certificates Up to date Policy and Legal framework Seed certification services Agricultural training and relevant information Seed varieties Testing 5 Agriculture Com modity Importers Up to date Policy and Legal framework Seed certification services Agricultural training and relevant information Seed varieties Testing Plant variety protection Phytosanitary certificates Import and Export Permits Food Safety Standards Facilitation of market linkages 6 Local Traders / Farm Input Suppli ers Facilitation of access to agriculture finance and credit Agricultural services (markets, transport, laboratory ser vices, and permits) Sanitary and Phytosanitary services Certification services Up to date Policy guidelines Agricultural information Commodity marketing infrastructure Agriculture Market information MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 14 S/N Client Cluster Needs 7 Farmer Associations/ Organisations Extension services Agriculture inputs and implements Facilitation of timely payments Agriculture public infrastructure Agricultural specialized services Agricultural information Facilitation of out grower schemes Facilitation of Public Private Partnerships Facilitation of access to agriculture credit and finance 8 Researchers and Students Agricultural information Facilities for research and attachment Facilitation of training Infrastructure and equipment Curricular review and development Financing Facilitate protection of intellectual property right 9 Food Processors/ Manufacturing Companies Facilitation of access to agriculture finance and credit Agricultural services (markets, transport, laboratory services, and permits) Sanitary and Phytosanitary services Certification services Up to date Policy guidelines Agricultural information Commodity marketing infrastructure Agriculture Market information 10 Non Governmental Organisations Up to date Policy guidelines Agricultural information Facilitation of training Extension services b) Stakeholders and their interests In addition to clients and their needs, an analysis of the stakeholders and their interests was undertaken. Stakeholders are individuals/groups of individuals/ institutions that have an interest/stake/claim in the operations of MoA and are affected by decisions made by the MoA. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 15 The stakeholder analysis identified the stakeholders and their areas of interest as presented below: TABLE: 2 STAKEHOLDERS AND THEIR NEEDS S/N Stakeholder Cluster Area of Interest 1. Line Ministries - Prudent utilisation of resources Collaborate on the following: • Dissemination of agriculture news and information • Formulation of policies and legislation • Promotion of green and climate smart agriculture • Effective implementation of policies • Agro processing and trade • Food and nutrition • Sustainable use of natural resources • Development of agriculture Small and Medium Enterprises • Agriculture technology • Trade facilitation • Development of agriculture value chains • Development of water resources, such as irrigation, dams and weirs • Production of healthy and nutritious foods • transportation of agricultural commodities MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 16 S/N Stakeholder Cluster Area of Interest Academia Collaboration in: Research in the agriculture sector Capacity building and trainings of staff in the agriculture sector. Training Needs Assessments Dual Training i.e. Industry and Colleges Research Institutions - Collaboration in Research in the agriculture sector 2. Development/ Cooperating Partners Collaboration in: Agriculture development in infrastructure, value chain and policy Effective implementation of programmes in food and nutrition security, capacity building and agro processing In entrepreneurship development and credit 5. Non-Governmental Organisation Collaboration on the agriculture development in the following: • extension and financial support; • policy development • agribusiness • irrigation development 6. Financial Institutions - Collaboration in the provision of credit guarantee for agriculture sector and entrepreneurship development and credit. 7. Associations/ Farmer Organisations Collaboration in provision of extension service, capacity building and agriculture inputs 2.2 Internal Analysis 2.2.1 Past Performance A performance analysis of MoA’s 2019-2021 Strategic Plan was conducted to determine the extent of achievement of set targets and ultimately establish the overall institutional performance. A three-tier rating was used to classify the performance of the Ministry as highlighted below: • Code 1 - Red for Below Average Performance (0% to 49.9%); • Code 2 - Yellow for Average Performance (50% to 79.9%); and • Code 3 - Green for Above Average Performance (80% to 100%). The Performance is based on the MoA’s 2019-2021 Strategic Plan. During the 2019-2021 Strategic Plan, MoA recorded a below average performance of MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 17 16.22% with a rating of 1 as shown in the table below. OVERALL INSTITUTIONAL PERCENTAGE RATING 16.22 RATING AND COLOUR CODE 1 AVERAGE PECENTAGE RATING FOR SUPPORT OBJECTIVES 9.92 RATING AND COLOUR CODE 1 AVERAGE PECENTAGE RATING FOR CORE OBJECTIVES 28.82 RATING AND COLOUR CODE 1 The above performance was affected by a number of constraining factors which included the following: i. Inadequate funding; ii. Inadequate staffing levels; iii. Poor marketing infrastructure; iv. Limited access to value chain financing and poor marketing arrangements; v. Unfavourable weather conditions; vi. Outbreaks of pests and diseases; vii. Delayed issuance of farming inputs; viii. Policy inconsistencies on maize marketing; ix. Limited access to quality and affordable inputs (Seeds and fertilizer); x. Use of old seed varieties; xi. Reduced interest in growing some crops by farmers due to low market prices; xii. Low uptake of some crops by farmers; xiii. Low demand for some commodity; xiv. Prolonged use of recycled seed; xv. Limited access to improved planting materials; xvi. Limited processing facilities and limited access to markets; xvii. Low adoption of good agronomic practices; xviii. Low supply of seed and planting materials of nutrient Dense Crop Varieties; xix. Inadequate sensitization on nutrient dense crop varieties; xx. Weak linkages between research and extension staff; xxi. Limited access to the Nutrient Dense Crop varieties; xxii. Inadequate transport to undertake phytosanitary inspections countrywide; xxiii. Absence of guidelines to govern the establishment of PPPs with priority commodity value chains; xxiv. Low uptake of improved varieties due to lack of awareness activities; xxv. Low number of released varieties in some crops; xxvi. Lack of mechanisms to track delivery of services on the Service Charter; xxvii. Non appraisal of staff due to lack of appreciation of the appraisal system; xxviii. Non-review of the organisational structure; xxix. Lack of an electronic database for all assets; and xxx. Lack of an Asset Maintenance Plan. MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 18 2.2.2 Institutional Capability Assessment The Institutional Capability Assessment conducted, provided an in-depth analysis of the MoA’s internal capacity. The Internal analysis identified the gaps and provided appropriate interventions as input into the preparation for the 2022 2026 Strategic Plan. The analysis was based on the Mckinsey’s 7s Model, which established challenges in the seven areas relating to the Strategy, Structure, Systems, Staff, Skills, Shared values and Style of leadership and management. The identified challenges will need to be addressed for MoA to effectively implement its Strategic Plan. Further, a SWOT analysis was conducted. The analysis identified factors within the Ministry in respect of Strengths and Weaknesses that would facilitate or hinder the implementation of the identified interventions. In addition, the analysis identified factors outside the Ministry in respect of Opportunities and Threats that would facilitate or hinder the implementation of the identified interventions. The analysis revealed the following: Table 3: SWOT ANALYSIS Strengths i. Qualified and specialised staff at all levels ii. Existence of Agricultural Training Institutions (ATIs), Farmer Training Centres (FTCs) and Farm Institutes in all provinces iii. Ministry presence at National, Provincial, District, Block and Camp levels iv. Existence of National Agricultural Information Services v. Existence of Research stations in all provinces Opportunities i. Goodwill from stakeholders and cooperating partners to support the development and implementation of agricultural development programmes and activities. ii. Political will to implement reforms in the agriculture sector. iii. Existence of regional and international markets for agriculture products. iv. Existence of financing mechanism such as the enhanced Constituency Development Funds (CDF). v. Regional and International financing agreements and facilities. vi. Advanced technology MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 19 Weaknesses i. Inadequate operational System ii. Inadequate skilled staff iii. Inadequate transport iv. Inadequate M&E Framework v. Weak inter-departmental coordination. vi. Limited digitisation of management systems vii. Inadequate and dilapidated agriculture infrastructure e.g. camp and block houses, research laboratories and equipment, office blocks, and training facilities. viii. Inadequate numbers of staff Threats i. Inadequate and skewed funding from treasury towards FISP and FRA ii. Effects of Climate Change iii. Unpredictable Environment in the Global Economy. iv. Outbreak of crop pests and diseases. v. Poor state of Market Support Infrastructure i.e. feeder roads, storage facilities, processing facilities, bulking centres and market centres. Pandemics such as COVID-19 Following the analysis of the internal and external environment within which MoA operates, strategic issues/ major challenges were identified which form part of the basis of the Strategic Direction. The following were the key issues identified: 1) Poor and inadequate agriculture infrastructure; 2) Poor state of market support infrastructure; 3) Limited access to value chain financing; 4) Unfavourable weather conditions; 5) Outbreaks of pests and diseases; 6) Pandemics such as COVID-19; 7) Late delivery of farming inputs; 8) Erratic and inadequate supply of farming inputs; 9) Policy inconsistencies on crop marketing; 10) Inadequate statistics for decision making; 11) Inadequate financial resources; 12) Low adoption of improved technologies and good agronomic practices; 13) Low market prices for agriculture products; 14) Limited access to quality and affordable inputs (Seeds and fertilizer) and planting material; 15) Unavailability of the Nutrient Dense Crop varieties; 16) High cost of Nutrient Dense Crop varieties; 17) Limited processing facilities; 18) Limited access to agricultural markets; 19) Inadequate information on improved technologies among the small holder farmers; 20) Weak linkages between research, training and extension services; 21) Inadequate market information; 22) Inadequate extension services; 23) Low production and productivity; 24) Inadequate investments in agricultural research and development; MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 20 25) Inadequate legal and policy frameworks; 26) Ineffective management of Farmer Input Support Programme; 27) Inadequate mechanisms for graduating farmers from one level to another; 28) External interference; 29) Inadequate specialised skills; 30) Soil fertility loss; 31) High dependence on rain-fed agriculture; 32) Low youth participation in farming; 33) Inadequate sector coordination; 34) Inadequate and obsolete equipment and furniture (laboratory, office); 35) Inadequate operational and management systems); and 36) Inadequate leadership skills. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 21 CHAPTER 3 3. STRATEGIC DIRECTION In the Eighth National Development Plan 2022-2026, MoA contributes to the Strategic Development Area 1: Economic Diversification and Job Creation; Development Outcome 1- An Industrialised and Diversified Economy and Strategic Development Area 3: Environmental Sustainability outcome, Development Outcome 1 – Enhance Mitigation and Adaptation of Climate Change. MoA will focus on the following national strategies: a) Increase agricultural production and productivity; b) promote agriculture value chains; c) strengthen climate change adaptation; and d) strengthen climate change mitigation. MoA has therefore set out an operational framework to guide the execution of its Mandate in the next five (5) years. This framework will guide the Ministry’s programmes, decision-making and resource allocation during the period 2022 2026 as follows: 3.1 Vision The Ministry of Agriculture’s Vision is: “A Smart and Value-Centred Ministry ensuring food, nutrition and income security”. The Vision entails the Ministry finding new ways of delivering services, focusing on research and development, learning and adopting better methods of service delivery. In addition, the Ministry will enhance the support for small-scale farmers and create conditions for them to more effectively contribute to the growth of the agriculture sector. This is aimed MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 22 at increasing food production, quality of the food produced and incomes of households that are dependent on the agriculture sector. 3.2 Mission Statement To realise the vision and achieve the strategic results, MoA commits itself to the following mission statement: “To facilitate Agriculture Production and Productivity for a diversified, competitive and sustainable agricultural sector”. Through the mission, the Ministry will enhance provision of inputs, extension service support, access to finance, support to value-addition, storage and logistics. Tree crop production and irrigation development will also be promoted. The Ministry will also focus on development of improved varieties and breeds of crops; promote climate smart agriculture and agriculture as a business among small scale farmers. MoA will attain agriculture growth by promoting the uptake of improved technologies and practices, crop and dietary diversification, and enhancing extension service delivery, among others. 3.3 Core Values The operations of MoA and conduct of staff for the Strategic Plan period will be anchored on the following Six (6) core values: 1. Excellence: We perform our duties with the highest professional standards and ethics. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 23 2. Integrity: We are honest and credible in the execution of our mandate 3. Transparency: We carry out our duties in an open manner. 4. Accountability: We are responsible for all our decisions and actions in the execution of our mandate 5. Team Work: We embrace team spirit in the execution of the mandate and we collaborate with our stakeholders in programme implementation. 6. Impartiality: We Implement Government Policies and Programmes in an equitable manner. 3.4. Strategic Themes and Strategic Results To realise its Vision, MoA has identified the following three (3) areas of focus (themes) and associated strategic results: a) Agricultural Production and Productivity resulting into Sustainable Agricultural Growth b) Partnerships resulting into Effective Stakeholder Coordination c) Operational Excellence resulting into Effective and Efficient Service Delivery d) 3.3.1 Agricultural Production and Productivity In order to enhance crop production and productivity, MoA will promote the uptake of Improved Technologies and Practices; Enhance Training Institutions capabilities, enhance extension service delivery; Enhance promotion of irrigation; Strengthen Early Warning Systems; Promote Agriculture Mechanization; and Promote Farm Block Development. This will result in Sustainable Agricultural Growth. MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 24 3.3.1 Operational Excellence In order to attain operational excellence, MoA will strengthen performance man agement; review and operationalise organisational structure; develop and implement a resource mobilisation strategy; strengthen internal controls; develop and reengineer operational and management systems; and develop and implement a culture-remod elling programme. This will result in effective and efficient service delivery. 3.3.2. Partnerships In order to enhance partnerships, MoA will improve stakeholder coordi nation, by strengthening monitoring mechanisms and the establishment an Agriculture Sector Advisory Groups. This will result in effective stakeholder coordination. 3.5 Strategic Objectives, Intended Results, Measures, Targets and Strategies In the next five (5) years, MoA commits to implement Eight (8) Strategic Ob jectives with their associated intended results, measures, targets and strategies (initiatives). The strategic objectives demonstrate the continuous improvements that MoA will need to make to achieve the desired results in the areas of focus as follows: Table: 4 Strategic Objectives S/N STRATEGIC OB JECTIVE STRATEGIC OBJECTIVE DESCRIPTION Improve Agricul tural Production and Productivity The Ministry will through this objective promote strategies that will increase production of crops and seed such as Maize, Cotton, Rice, Soya, Sorghum, Millet, Mixed beans, among others. The Ministry will also promote and implement initiatives that will increase the yield per hectare. Improve Agribusi ness Improving Agribusiness will entail focus on im proving the agriculture value chains. This will be attained through the following initiatives: a) Strengthen Agricultural marketing b) Strengthen the legal Framework Improve Agri culture Research and Development MoA will focus on improving agriculture research and development. This will be done through the following initiatives: • Strengthen research and development. • Strengthen the legal Framework MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 25 Improve Stake holder Coordina tion MoA will focus on improving Stakeholder Coordination. This will be achieved through the following initiatives: a) Strengthen implementation of the CATSP b) Strengthen Monitoring Mechanisms c) Establish the Agriculture Sector Advisory Group d) Develop the Sector Development Plan Agree ments Improve Financial Management MoA of Agriculture will improve Financial Management through the following initiatives: a) Develop and implement a Resource Mobilisation Strategy b) Strengthen Internal Controls c) Develop and implement Fraud and Risk Management Policy Improve Opera tional Manage ment System MoA will ensure that systems are operating effectively and efficiently in ensuring that goals are attained. This will be done through the following initiatives: a) Reengineer operational and management systems b) Develop and implement an ICT Strategy c) Enhance implementation of the Service Charter d) Enhance Agriculture Mass Media Programmes Improve Human Capital MoA will ensure a workforce that is high performing and has a positive work culture for improved service delivery. This will be realised through the following initiatives: a) Develop and implement a comprehensive training programme b) Strengthen performance management c) Review and operationalise organisational structure d) Develop and implement a culture-remodelling programme e) Operationalize the Integrity Committee Improve Institutional Infrastructure, Tools and Equipment MoA will create a conducive work environment with adequate and appropriate equipment. This will be achieved through the following initiatives: a) Develop and implement an Asset Maintenance Plan b) Develop Infrastructure Development and Maintenance Plan MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 26 The detailed 2022-2026 MoA’s Strategic Plan Log Frame is shown below: TABLE 4: Strategic Themes, Strategic Results, Strategic Objectives, Intended Results, Measures, Targets and Strategies 36 TABLE 4: Strategic Themes, Strategic Results, Strategic Objectives, Intended Results, Measures, Targets and Strategies Strategic Theme Agricultural Production and Productivity Strategic Result Agricultural Growth Strategic Objective 1: Improve Agriculture Production and Productivity Intended Results Measures Baseline 2021 Targets Strategies/Initiative s Increased Production Production in Metric Tonnes 3,620,245 Maize Production increased to 4,000,000 by 2026. • Promote uptake of Improved Technologies and Practices. • Enhance extension Service Delivery • Enhance promotion of irrigation • Strengthen Post Harvest Management • Promote Crop and Dietary Diversification • Strengthen Early Warning Systems • Promote Agriculture Mechanization • Strengthen the Farmer Input Support Promote farm Block Development 31,859 Cotton (Seed) production increased to 50,000 by 2026 65,876 Rice (Paddy) Production increased to 94,420 by 2026 411,115 Soya beans Production increased to 500,000 by 2026 18,372 Sorghum Production increased to 25,000 by 2026. 34,702 Millet Production increased to 40,000 by 2026 3,799,459 Cassava root production increased to 4,000,000 by 2026. 54,679 Mixed Beans production increased to 60,000 by 2026. 9,637 Burley Tobacco production Increased to 10,000 by 2026. 15,756 Virginia Tobacco production increased to 20,000 by 2026. 175,329 Ground Nuts production increased to 200,000 by 2026. 79,816 Sunflower production increased to 100,000 by 2026 62,358 Irish potato increased to 80,000 by 2026. 213,567 Sweet potatoes production increased to 300,000 by 2026. 205,882 Wheat production increased to 300,000 by 2026 8,556 Barley increased to 10,000 by 2026. 12,452 Cowpeas Production increased to 20,000 by 2026 Seed Production in Metric tonnes 142,301 Maize Seed Production increased to 300,000 by 2026. 32,822 Soya Bean Seed Production increased to 60,000 by 2026 16,735.0 Barley Seed Production increased to 60,000 by 2026 MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 27 37 232.49 Rice Seed Production increased to 30,000 by 2026 12,313 Wheat Seed Production increased to 60,000 by 2026 8,418 Groundnuts seed production increased to 30,000 by 2026 1,305 Beans seed production increased to 30,000 by 2026 578 Cowpeas seed production increased to 30,000 by 2026 375 Irish potato seed production increased to 10,000 by 2026 Increased yields Average Yield Per Crop (MT/Ha) 2.14 Maize productivity increased to 3 by 2026 0.65 Cotton Seed Productivity increased to 1 by 2026 1.26 Soya Beans Productivity increased to 2 by 2026 1.33 Rice (Paddy) productivity increased to 2 by 2026 0.42 Sorghum productivity increased to 1 by 2026 0.59 Millet productivity increased to 1 by 2026 0.58 Mixed Beans productivity increased to 1 by 2026 1.62 Burley Tobacco productivity increased to 3 by 2026 1.83 Virginia Tobacco Productivity increased to 3 by 2026 0.63 Ground Nuts productivity increased to 1 by 2026. 0.45 Sunflower Productivity increased to 1 by 2026 23.09 Irish potato Productivity increased to 30 by 2026 3.07 Sweet Potatoes Productivity increased to 5 by 2026 6.79 Wheat Productivity increased to 10 by 2026. 7.34 Barley Productivity increased to 8 by 2026 0.45 Cowpeas Productivity increased to 1 by 2026. Strategic Objective 2: Improve Agribusiness Intended Results Measures Baseline 2021 Targets Strategies/Initiative s Increased market access Number: Commodity Markets 1 12 Commodity Markets established by 2026 • Strengthen Agricultural marketing • Strengthen the legal Framework Number: Market Access agreements signed. 3 10 Local and International Market access agreements signed by 2026. MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 28 38 Number: Plant Import Permits Issued. 36,499 331,515 Plant Import Permits Issued by 2026. Number: Phytosanitary certificates Issued. 32 162 Phytosanitary certificates Issued by 2026. Number: Pest Controllers Licenses issued. 85 322 Pest Controllers Licenses issued by 2026. Strategic Objective 3: Improve Agricultural Research and Development Intended Results Measures Baseline 2021 Targets Strategies/Initiative s Improved product quality Number: Crop Varieties Developed 15 16 varieties developed by 2026 • Strengthen research and development. • Strengthen the legal Framework Number: crop Varieties Released for Commercialis ation 21 181 varieties released for commercialisation by 2026 Improved Technologies Number: Climate smart agricultural technologies and practice developed. 5 20 climate Smart Agricultural Technologies and Practices Developed by 2026 Number: Plant varieties protected 170 60 Plant varieties protected by 2026 Strategic Objective 4: Improve Stakeholder Coordination Intended Results Measures Baseline (2021) Targets Strategies/Initiatives Harmonised Programme Implementation Number: Joint Sector Reviews 4 1 joint sector review undertaken annually • Strengthen Implementation of CATSP • Strengthen Monitoring and evaluation Mechanisms • Establish the Agriculture Sector Advisory Group Number: Sector Development Plan Agreements 0 4 sector development plan agreements conducted by 2026  Develop the Sector Development Plan agreements. Strategic Theme: Operational Excellence Strategic Result: Effective and Efficient Service Delivery Strategic Objective 5: Improve Financial Management MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 29 39 Intended Results Measures Baseline (2021) Targets Strategies/Initiative s Increased Financial Resources Base Percentage of National budget allocated to agriculture annually 6% 10% percent of the National budget allocated to agriculture annually • Develop and Implement Resource Mobilisation Strategy. • Strengthen Internal Controls • Strengthen Risk Management % operational budget 7% 10% operational budget against the total agriculture budget annually Number: Audited Financial Statements Produced 1 5 Audited Financial Statements Produced by 2026 Increased Accountability % Audit queries addressed 88% 100% Audit queries addressed annually Number: Audit reports achieved 1 1 unqualified audit report achieved annually Strategic Objective 6: Improve Operational and Management systems Intended Results Measures Baseline (2021) Targets Strategies/Initiative s Effective Service Delivery Percentage services digitalised 50 90% of services digitalised by 2026 • Reengineer operational and management systems • Develop and implement an ICT Strategy • Enhance implementation of the Service Charter • Enhance Agriculture Mass Media Programmes Percentage systems integrated 60 90 % systems integrated by 2026 Percentage Provincial offices connected to GWAN 30 100 % Provincial offices connected to Government Wide Area Network (GWAN) by 2026. Percentage District Offices connected to GWAN 0 50 % of District Offices connected to GWAN by 2026 Percentage Agriculture Training Institutions connected to GWAN 0 100 % Agriculture training institutions connected to GWAN by 2026. Standard of service delivered 80 100 % of services delivered according to the Service Charter by 2026. Increased Service Coverage Number: Districts accessing Lima Radio. 3 7 Districts accessing Lima radio programmes by 2026 Strategic Objective 7: Improve Human Capital Intended Results Measures Baseline (2021) Targets Strategies/Initiative s High Staff Performance Percentage staff performance 0 100% of staff performing on target annually. • Develop and implement a comprehensive training programme. MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 30 40 • Strengthen performance management Optimal Staffing Levels Percentage staff establishment 89% 95% staff establishment filled by 2026.  Review and operationalise the organisational structure Ratio extension staff to farmers 1:1200 1:800 extension staff to farmers by 2026 Positive Work Culture Percentage adherence to core values 0 100% staff adherence to core values annually • Develop and implement a culture remodelling programme. • Operationalise the integrity committee. Strategic Objective 8: Improve Institutional Infrastructure, Tools and Equipment Intended Results Measures Baseline (2021) Targets Strategies/Initiative s Conducive work environment Percentage staff satisfaction 0 70 % staff satisfaction on work environment annually  Develop and Implement an Asset Maintenance Plan. Adequate Agricultural infrastructure Number: office Buildings constructed 0 8 office buildings constructed by 2026  Develop Infrastructure Development and Maintenance Plan. Number: office Buildings rehabilitated 2 2 office buildings rehabilitated by 2026 Number: Lecture theatres constructed 4 3 Lecture theatres Constructed by 2026. Number: Lecture theatres rehabilitated 0 3 Lecture theatres rehabilitated by 2026. Number: Laboratories Constructed 0 10 Laboratories Constructed by 2026. Number: Laboratories rehabilitated 0 8 Laboratories rehabilitated by 2026. Number Classroom blocks constructed 0 7 Classroom blocks constructed at agricultural training colleges by 2026. Number: Classroom Ablution blocks constructed 0 7 Classroom blocks constructed at agricultural training colleges by 2026. Number: Classroom Ablution blocks rehabilitated 0 14 Ablution blocks rehabilitated at agricultural training colleges by 2026. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 31 41 Number Kitchen /Dinning hall constructed 0 2 Kitchen /Dinning hall Constructed at agricultural training colleges by 2026. Number: Farm structures constructed 0 14 farm structures Constructed and rehabilitated at agricultural training colleges by 2026. Number: library/ computer rooms constructed 0 7 library/ computer rooms constructed and rehabilitated at agricultural training colleges by 2026. Number: irrigation infrastructure constructed 1 2 Irrigation infrastructure constructed by 2026. Number: Irrigation infrastructure rehabilitated 5 5 Irrigation infrastructure rehabilitated by 2026. Number: Agricultural Training staff houses Constructed 10 10 Agricultural Training staff houses constructed by 2026. Number: Agricultural Training staff houses rehabilitated 0 20 Agricultural Training staff houses rehabilitated by 2026. Number: Research Screen Houses constructed 15 20 Research Screen Houses constructed by 2026 Number: Research Screen houses rehabilitated 15 15 Research Screen Houses rehabilitated by 2026 Number of Green Houses constructed 0 1 Green House constructed by 2026 Number: research irrigation facilities constructed 3 5 research irrigation facilities constructed by 2026 Number: Research Irrigation Facilities rehabilitated 5 5 research Irrigation Facilities rehabilitated by 2026 Number: Research Station constructed 0 1 Research Station constructed by 2026 Number: Research Laboratory facilities rehabilitated 10 8 research Laboratory facilities rehabilitated by 2026 Number: Research station with water reticulation systems rehabilitated 11 11 research stations with water reticulation systems rehabilitated by 2026 MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 32 42 Number: Research Staff houses rehabilitated 1310 500 research Staff houses rehabilitated by 2026 Number: Research Staff houses constructed 0 12 research Staff houses constructed by 2026 Number: Research Stations access roads constructed 5 5 Research Stations access roads constructed by 2026 Kilometres Farm Block feeder roads rehabilitated 353 5750 Kilometres of feeder roads in farm blocks constructed and rehabilitated by 2026. Number: Farm Blocks electrified 2 8 Farm Blocks electrified by 2026. Number: Bridges constructed 3 60 bridges constructed by 2026. Number: Bridges rehabilitated 3 60 rehabilitated by 2026. Number: Post Entry Quarantine facilities established 0 2 Post entry quarantine facilities established by 2026. CHAPTER 4 4. ENABLING FACTORS The successful implementation of this Strategic Plan is, to a large extent, dependent on the following pre-conditions and assumptions: 4.1. Pre – Conditions Pre-conditions are the critical success factors that MoA will need to put in place to ensure the successful implementation of the 2022-2026 Strategic Plan. The following are the pre conditions: i. Effective and visionary leadership at all levels; ii. Linking of Annual Work Plan and Budgets to the Strategic Plan; iii. Adequate qualified and competent personnel; iv. Favourable working environment; and v. Effective and efficient departmental coordination. 4.2. Assumptions These are critical success factors outside the control of the Ministry that should prevail for the successful implementation of the Plan. The following are the assumptions: 1. Timely and adequate funding from the Ministry of Finance and National Planning; 2. Favourable climate and weather conditions throughout the Strategic Plan period; 3. Availability of consistent and predictable policy and legal framework; MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 33 CHAPTER 4 4. ENABLING FACTORS The successful implementation of this Strategic Plan is, to a large extent, dependent on the following pre-conditions and assumptions: 4.1 Pre – Conditions Pre-conditions are the critical success factors that MoA will need to put in place to ensure the successful implementation of the 2022-2026 Strategic Plan. The following are the pre-conditions: i. Effective and visionary leadership at all levels; ii. Linking of Annual Work Plan and Budgets to the Strategic Plan; iii. Adequate qualified and competent personnel; iv. Favourable working environment; and v. Effective and efficient departmental coordination. 4.2 Assumptions These are critical success factors outside the control of the Ministry that should prevail for the successful implementation of the Plan. The following are the assumptions: 1. Timely and adequate funding from the Ministry of Finance and National Planning; 2. Favourable climate and weather conditions throughout the Strategic Plan period; 3. Availability of consistent and predictable policy and legal framework; 4. Continued goodwill and support from stakeholders. 5. Adoption of climate smart agricultural practices by farmers; and 6. Pandemic free environment. MINISTRY OF AGRICULTURE / STRATEGIC PLAN 2022-2026 Page/ 34 CHAPTER 5 5. PLAN IMPLEMENTATION To operationalise the Strategic Plan, a costed Implementation (Operational) Plan will be broken down into annual work plans and individual work plans, with SMART targets and schedules of activities, taking into account available resources. The Policy and Planning Directorate will be responsible for developing and implementing the Operational Plan and submitting progress reports to Management by December every year. The Operational Plan will be the basis for monitoring and evaluating the performance of MoA at three (3) levels, namely; Individual, Departmental and Institutional. 5.1. RISK MANAGEMENT The Ministry will ensure the timely identification of risks which will be efficient ly managed during the implementation of the 2022-2026 Strategic Plan. The pre-conditions, assumptions and other factors that may affect the successful implementation of the plan will be monitored regularly. Therefore, a risk management framework/system will be put in place to ensure proper management of risks. MINISTRY OF AGRICULTURE / STRATEGIC PLAN2022-2026 Page/ 35 CHAPTER 6 6 MONITORING AND EVALUATION Monitoring and Evaluation (M&E) of the Strategic Plan will be vital for effective implementation and ascertaining its impact. The M&E framework will be developed to track progress and evaluate performance against set strategic results, strategic objectives, intended results and targets as well as institute corrective measures timely. The M&E will be undertaken at individual, departmental and institutional levels. Accordingly, quarterly and annual progress reports on the implementation of the Plan will be coordinated by the Monitoring and Evaluation Unit under the Policy and Planning Department. The Policy and Planning Department will ensure that all Directorates prepare progress reports and submit to Management for consideration. At individual level, the Performance Management System will be strengthened to monitor and evaluate the performance on a continuous basis. At Directorate level, M&E will be carried out on a quarterly basis while at Institutional level it will be carried out annually. A mid-term review will be undertaken midway through the implementation of the Plan. The review will identify challenges, if any, encountered during implementation and recommend appropriate measures for addressing the challenges where necessary. Consequently, a terminal review will be undertaken at the end of the Plan period to determine the full extent of implementation and the overall impact. The terminal review will inform the preparation of the next Strategic Plan. 46 1. 20 22 20 26 M IN IS TR Y O F A G RI C UL TU RE B A LA N C ED S C O RE C A RD Vi sio n A S m a rt a nd V al ue C en tre d M in ist ry e ns ur in g fo od , n ut rit io n an d in co m e se cu rit y C or e Va lu es Ex ce lle nc e, P ro fe ss io na lis m , I nt eg rit y, T ra ns pa re nc y, A cc ou nt a bi lit y, T ea m w or k, Im pa rti al ity M iss io n To fa ci lit a te A gr ic ul tu re P ro d uc tio n an d Pr od uc tiv ity fo r a d iv er sif ie d , c om p et iti ve a nd su st ai na bl e a gr ic ul tu ra l s ec to r St ra te gi c Th em es A gr ic ul tu ra l P ro du ct io n a nd P ro d uc tiv ity Pa rtn er sh ip s O p er a tio na l E xc el le nc e St ra te gi c Re su lts A gr ic ul tu re G ro w th Ef fe ct iv e St a ke ho ld er C oo rd in a tio n Ef fic ie nt a nd E ffe ct iv e Se rv ic e D el iv er y Pe rs pe ct iv e St ra te gi c O bj ec tiv es a nd S tra te gy M ap M ea su re s Ta rg et s St ra te gi es /In iti a tiv es C us to m er / St ak eh ol de r  Pr od uc tio n in M et ric To nn es  Se ed P ro d uc tio n in M et ric to nn es  M a ize P ro d uc tio n in cr ea se d to 4 ,0 00 ,0 00 b y 20 26 .  C ot to n (S ee d ) p ro d uc tio n in cr ea se d to 5 0, 00 0 b y 20 26  Ri ce (P a d d y) P ro d uc tio n in cr ea se d to 9 4, 42 0 b y 20 26  So ya b ea ns P ro d uc tio n in cr ea se d to 5 00 ,0 00 b y 20 26  So rg hu m P ro d uc tio n in cr ea se d to 2 5, 00 0 b y 20 26 .  M ille t P ro d uc tio n in cr ea se d to 4 0, 00 0 b y 20 26  C a ss a va ro ot p ro d uc tio n in cr ea se d to 4 ,0 00 ,0 00 b y 20 26 .  M ixe d B ea ns p ro d uc tio n in cr ea se d to 6 0, 00 0 b y 20 26 .  Bu rle y To b a cc o p ro d uc tio n  In cr ea se d to 1 0, 00 0 b y 20 26 .  V irg in ia T ob a cc o p ro d uc tio n in cr ea se d to 2 0, 00 0 b y 20 26 .  G ro un d N ut s p ro d uc tio n in cr ea se d to 2 00 ,0 00 b y 20 26 .  Su nf lo w er p ro d uc tio n in cr ea se d to 1 00 ,0 00 b y 20 26  Iri sh P ot a to in cr ea se d to 8 0, 00 0 b y 20 26 .  Sw ee t P ot a to es p ro d uc tio n in cr ea se d to 3 00 ,0 00 b y 20 26 .  W he a t p ro d uc tio n in cr ea se d to 3 00 ,0 00 b y 20 26  Ba rle y in cr ea se d to 1 0, 00 0 b y 20 26 .  C ow p ea s P ro d uc tio n in cr ea se d to 2 0, 00 0 b y 20 26  M a ize S ee d P ro d uc tio n in cr ea se d to 3 00 ,0 00 b y 20 26 .  So ya B ea n Se ed P ro d uc tio n in cr ea se d to 6 0, 00 0 b y 20 26  Ba rle y Se ed P ro d uc tio n in cr ea se d to 6 0, 00 0 b y 20 26  Ri ce S ee d P ro d uc tio n in cr ea se d to 3 0, 00 0 b y 20 26  W he a t S ee d P ro d uc tio n in cr ea se d to 6 0, 00 0 b y 20 26  G ro un d nu ts se ed p ro d uc tio n in cr ea se d to 3 0, 00 0 b y 20 26  Be a ns se ed p ro d uc tio n in cr ea se d to 3 0, 00 0 b y 20 26  Pr om ot e up ta ke o f Im p ro ve d T ec hn ol og ie s a nd P ra ct ic es .  En ha nc e ex te ns io n Se rv ic e D el iv er y  En ha nc e p ro m ot io n of irr ig a tio n  St re ng th en P os t-H a rv es t M a na ge m en t  Pr om ot e C ro p a nd D ie ta ry D iv er sif ic a tio n  St re ng th en E a rly W a rn in g Sy st em s  Pr om ot e A g ric ul tu re M ec ha ni za tio n  St re ng th en th e Fa rm er In p ut S up p or t  Pr om ot e Fa rm B lo ck D ev el op m en t Fi na nc e/ St ew ar ds hi p In te rn al Pr oc es se s O rg an isa tio n C ap ac ity Im pr ov e A gr ib us in es s Im pr ov e A gr ic ul tu re Pr od uc tio n an d Im pr ov e A gr ic ul tu re R es ea rc h an d Im pr ov e St ak eh ol de r C oo rd in at io n Im pr ov e Fi na nc ia l M an ag em en t Im pr ov e O pe ra tio na l M an ag em en t Im pr ov e H um an C ap ita l Im pr ov e In st itu tio na l In fra st ru ct ur e, 47 2. 20 22 20 26 M IN IS TR Y O F A G RI C UL TU RE B A LA N C ED S C O RE C A RD Vi sio n A S m a rt a nd V a lu e C en tre d M in ist ry e ns ur in g fo od , n ut rit io n a nd in co m e se cu rit y C or e Va lu es Ex ce lle nc e, P ro fe ss io na lis m , I nt eg rit y, T ra ns pa re nc y, A cc ou nt a b ilit y, T ea m w or k, Im p a rti al ity M iss io n To fa ci lit a te A gr ic ul tu re P ro d uc tio n a nd P ro d uc tiv ity fo r a d iv er sif ie d , c om p et iti ve a nd su st a in a b le a gr ic ul tu ra l s ec to r St ra te gi c Th em es A g ric ul tu ra l P ro d uc tio n a nd P ro d uc tiv ity Pa rtn er sh ip s O p er a tio na l E xc el le nc e St ra te gi c Re su lts A g ric ul tu re G ro w th Ef fe ct iv e St a ke ho ld er C oo rd in a tio n Ef fic ie nt a nd E ffe ct iv e Se rv ic e D el iv er y Pe rs pe ct iv e St ra te gi c O b je ct iv es a nd S tra te gy M a p M ea su re s Ta rg et s St ra te gi es /In iti at iv es C us to m er / St ak eh ol de r  Se ed P ro du ct io n in M et ric to nn es  A ve ra ge Y ie ld P er C ro p (M T/ Ha )  N um be r: C om m od ity M a rk et s  N um be r: M a rk et A cc es s a gr ee m en ts sig ne d .  N um be r: Pl an t Im p or t P er m its Iss ue d .  N um be r: Ph yt os an ita ry ce rti fic a te s I ss ue d .  N um be r: Pe st C on tro lle rs Lic en se s iss ue d .  Be a ns se ed p ro d uc tio n in cr ea se d to 3 0, 00 0 b y 20 26  C ow p ea s s ee d p ro d uc tio n in cr ea se d to 30 ,0 00 b y 20 26  Iri sh P ot a to se ed p ro d uc tio n in cr ea se d to 10 ,0 00 b y 20 26  M a ize p ro d uc tiv ity in cr ea se d to 3 b y 20 26  C ot to n Se ed P ro d uc tiv ity in cr ea se d to 1 b y 20 26  So ya B ea ns P ro d uc tiv ity in cr ea se d to 2 b y 20 26  Ri ce (P a d d y) p ro d uc tiv ity in cr ea se d to 2 b y 20 26  So rg hu m p ro d uc tiv ity in cr ea se d to 1 b y 20 26  M ille t p ro d uc tiv ity in cr ea se d to 1 b y 20 26  M ixe d B ea ns p ro d uc tiv ity in cr ea se d to 1 b y 20 26  Bu rle y To b a cc o p ro d uc tiv ity in cr ea se d to 3 b y 20 26  V irg in ia T ob a cc o Pr od uc tiv ity in c re a se d to 3 b y 20 26  G ro un d N ut s p ro d uc tiv ity in cr ea se d to 1 b y 20 26 .  Su nf lo w er P ro d uc tiv ity in cr ea se d to 1 b y 20 26  Iri sh P ot a to P ro d uc tiv ity in cr ea se d to 3 0 b y 20 26  Sw ee t P ot a to es P ro d uc tiv ity in cr ea se d to 5 b y 20 26  W he a t P ro d uc tiv ity in cr ea se d to 1 0 b y 20 26 .  Ba rle y Pr od uc tiv ity in cr ea se d to 8 b y 20 26  C ow p ea s P ro d uc tiv ity in cr ea se d to 1 b y 20 26 .  12 C om m od ity M a rk et s E st a b lis he d b y 20 26  10 L oc a l a nd In te rn a tio na l M a rk et a cc es s a gr ee m en ts s ig ne d b y 20 26 .  3 31 ,5 15 P la nt Im p or t P er m its Is su ed b y 20 26 .  16 2 Ph yt os a ni ta ry c er tif ic a te s I ss ue d b y 20 26 .  32 2 Pe st C on tro lle rs L ic en se s i ss ue d b y 20 26 .  Pr om ot e up ta ke o f Im p ro ve d T ec hn ol og ie s a nd P ra ct ic es .  En ha nc e ex te ns io n Se rv ic e D el iv er y  En ha nc e p ro m ot io n of irr ig a tio n  St re ng th en P os t-H a rv es t M a na ge m en t  Pr om ot e C ro p a nd D ie ta ry D iv er sif ic a tio n  St re ng th en E a rly W a rn in g Sy st em s  Pr om ot e A g ric ul tu re M ec ha ni za tio n  St re ng th en th e Fa rm er In p ut S up p or t  Pr om ot e fa rm B lo ck D ev el op m en t  St re ng th en A g ric ul tu ra l m a rk et in g  St re ng th en th e le ga l Fr a m ew or k Fi na nc e/ St ew ar ds hi p In te rn al Pr oc es se s O rg an isa tio n C ap ac ity Im pr ov e A gr ib us in es s Im pr ov e A gr ic ul tu re Pr od uc tio n an d Im pr ov e A gr ic ul tu re R es ea rc h an d Im pr ov e St ak eh ol de r C oo rd in at io n Im pr ov e Fi na nc ia l M an ag em en t Im pr ov e O pe ra tio na l M an ag em en t Im pr ov e H um an C ap ita l Im pr ov e In st itu tio na l In fra st ru ct ur e, 48 3. 20 22 2 02 6 M IN IS TR Y O F A G RI C UL TU RE B A LA N C ED S C O RE C A RD Vi sio n A S m a rt a nd V a lu e C en tre d M in ist ry e ns ur in g fo od , n ut rit io n a nd in co m e se cu rit y C or e Va lu es Ex ce lle nc e, P ro fe ss io na lis m , I nt eg rit y, T ra ns pa re nc y, A cc ou nt a b ilit y, T ea m w or k, Im p a rti al ity M iss io n To fa ci lit a te A gr ic ul tu re P ro d uc tio n a nd P ro d uc tiv ity fo r a d iv er sif ie d , c om p et iti ve a nd su st a in a b le a gr ic ul tu ra l s ec to r St ra te gi c Th em es A g ric ul tu ra l P ro d uc tio n a nd P ro d uc tiv ity Pa rtn er sh ip s O p er a tio na l E xc el le nc e St ra te gi c Re su lts A g ric ul tu re G ro w th Ef fe ct iv e St a ke ho ld er C oo rd in a tio n Ef fic ie nt a nd E ffe ct iv e Se rv ic e D el iv er y Pe rs pe ct iv e St ra te gi c O b je ct iv es a nd S tra te gy M a p M ea su re s Ta rg et s St ra te gi es /In iti at iv es C us to m er / St ak eh ol de r  N um b er : C ro p V a rie tie s D ev el op ed  N um b er : c ro p V a rie tie s Re le a se d fo r C om m er ci a lis a tio n  N um b er : C lim a te sm a rt a gr ic ul tu ra l t ec hn ol og ie s a nd p ra ct ic e d ev el op ed .  N um b er : P la nt v a rie tie s p ro te ct ed  Pe rc en ta ge o f N a tio na l b ud ge t a llo ca te d to a gr ic ul tu re a nn ua lly  % o p er a tio na l b ud ge t  N um b er : A ud ite d F in a nc ia l St a te m en ts P ro d uc ed  % A ud it q ue rie s a d d re ss ed  N um b er : A ud it re p or ts a ch ie ve d  Pe rc en ta ge se rv ic es d ig ita lis ed  Pe rc en ta ge sy st em s in te g ra te d  Pe rc en ta ge P ro vi nc ia l o ffi ce s co nn ec te d to G W A N  Pe rc en ta ge D ist ric t O ffi ce s co nn ec te d to G W A N  Pe rc en ta ge A g ric ul tu re Tr a in in g In st itu tio ns c on ne ct ed to G W A N  St a nd a rd o f s er vi ce d el iv er ed  N um b er : D ist ric ts a cc es sin g Lim a R a d io .  16 v ar ie tie s d ev el op ed b y 20 26  18 1 va rie tie s r el ea se d fo r co m m er ci al isa tio n by 2 02 6  20 C lim at e Sm ar t A gr ic ul tu ra l Te ch no lo gi es a nd P ra ct ic es D ev el op ed by 2 02 6  60 P la nt V ar ie tie s p ro te ct ed b y 20 26  10 % P er ce nt o f t he N at io na l b ud ge t al lo ca te d to a gr ic ul tu re a nn ua lly  10 % O pe ra tio na l B ud ge t a ga in st th e to ta l ag ric ul tu re b ud ge t a nn ua lly  5 A ud ite d F in an ci al S ta te m en ts P ro d uc ed by 2 02 6  10 0% A ud it qu er ie s a d dr es se d a nn ua lly  1 Un qu al ifi ed a ud it re po rt ac hi ev ed an nu al ly  90 % o f s er vi ce s d ig ita lis ed b y 20 26  90 % sy st em s i nt eg ra te d b y 20 26  10 0 % P ro vi nc ia l o ffi ce s c on ne ct ed to G ov er nm en t W id e A re a N et w or k (G W A N ) by 2 02 6.  50 % o f D ist ric t O ffi ce s c on ne ct ed to G W AN b y 20 26  10 0 % A gr ic ul tu re tr ai ni ng in st itu tio ns co nn ec te d to G W AN b y 20 26 .  10 0 % o f s er vi ce s d el iv er ed a cc or di ng to th e Se rv ic e C ha rte r b y 20 26 .  7 D ist ric ts a cc es sin g Lim a ra di o pr og ra m m es b y 20 26  Pr om ot e up ta ke o f Im p ro ve d Te ch no lo g ie s a nd Pr a ct ic es .  En ha nc e ex te ns io n Se rv ic e D el iv er y  En ha nc e p ro m ot io n of irr ig a tio n  St re ng th en P os t H a rv es t M a na ge m en t  Pr om ot e C ro p a nd D ie ta ry D iv er sif ic a tio n  St re ng th en E a rly W a rn in g S ys te m s  Pr om ot e A g ric ul tu re M ec ha ni za tio n  St re ng th en th e Fa rm er In p ut S up p or t  Pr om ot e fa rm B lo ck D ev el op m en t  St re ng th en A g ric ul tu ra l m a rk et in g  St re ng th en th e le ga l Fr a m ew or k Fi na nc e/ St ew ar ds hi p In te rn al Pr oc es se s O rg an isa tio n C ap ac ity Im pr ov e A gr ib us in es s Im pr ov e A gr ic ul tu re Pr od uc tio n an d Im pr ov e A gr ic ul tu re R es ea rc h an d Im pr ov e St ak eh ol de r C oo rd in at io n Im pr ov e Fi na nc ia l M an ag em en t Im pr ov e O pe ra tio na l M an ag em en t Im pr ov e H um an C ap ita l Im pr ov e In st itu tio na l a, T oo ls an d Eq ui pm en t 49 4. 20 22 20 26 M IN IS TR Y O F A G RI C UL TU RE B A LA N C ED S C O RE C A RD Vi sio n A S m a rt a nd V a lu e C en tre d M in ist ry e ns ur in g fo od , n ut rit io n a nd in co m e se cu rit y C or e Va lu es Ex ce lle nc e, P ro fe ss io na lis m , I nt eg rit y, T ra ns pa re nc y, A cc ou nt a bi lit y, T ea m w or k, Im pa rti al ity M iss io n To fa ci lit a te A gr ic ul tu re P ro d uc tio n an d Pr od uc tiv ity fo r a d iv er sif ie d , c om p et iti ve a nd su st ai na bl e a gr ic ul tu ra l s ec to r St ra te gi c Th em es A gr ic ul tu ra l P ro du ct io n a nd P ro d uc tiv ity Pa rtn er sh ip s O p er a tio na l E xc el le nc e St ra te gi c Re su lts A gr ic ul tu re G ro w th Ef fe ct iv e St a ke ho ld er C oo rd in at io n Ef fic ie nt a nd E ffe ct iv e Se rv ic e D el iv er y Pe rs pe ct iv e St ra te gi c O bj ec tiv es a nd S tra te gy M ap M ea su re s Ta rg et s St ra te gi es /In iti a tiv es C us to m er / St ak eh ol de r  Pe rc en ta ge s ta ff p er fo rm a nc e  Pe rc en ta ge s ta ff es ta b lis hm en t  Ra tio e xt en sio n st a ff to fa rm er s  Pe rc en ta ge a d he re nc e to c or e va lu es  Pe rc en ta ge s ta ff sa tis fa ct io n  N um b er : o ffi ce B ui ld in gs c on st ru ct ed  N um b er : o ffi ce B ui ld in gs re ha b ilit a te d  N um b er : L ec tu re th ea tre s co ns tru ct ed  N um b er : L ec tu re th ea tre s re ha b ilit a te d  N um b er :  La b or a to rie s C on st ru ct ed  N um b er :  La b or a to rie s re ha b ilit a te d  N um b er C la ss ro om b lo ck s co ns tru ct ed  N um b er : C la ss ro om A b lu tio n b lo ck s co ns tru ct ed  N um b er : C la ss ro om A b lu tio n b lo ck s re ha b ilit a te d  N um b er K itc he n /D in in g H a ll co ns tru ct ed  N um b er : F a rm s tru ct ur es c on st ru ct ed  N um b er : lib ra ry / co m p ut er ro om s co ns tru ct ed  N um b er : i rri ga tio n in fra st ru ct ur e co ns tru ct ed  N um b er : I rri ga tio n in fra st ru ct ur e re ha b ilit a te d  10 0% o f s ta ff pe rfo rm in g on ta rg et an nu al ly  95 % S ta ff es ta bl ish m en t f ille d b y 20 26  1: 80 0 ex te ns io n st af f t o fa rm er s b y 20 26  10 0% st af f a d he re nc e to c or e va lu es an nu al ly  70 % st af f s at isf ac tio n on w or k en vi ro nm en t a nn ua lly  8 of fic e bu ild in gs c on st ru ct ed b y 20 26  2 of fic e bu ild in gs c on st ru ct ed b y 20 26  3 Le ct ur e th ea tre s C on st ru ct ed b y 20 26 .  3 Le ct ur e th ea tre s r eh ab ilit at ed b y 20 26 .  10 L ab or at or ie s C on st ru ct ed b y 20 26 .  8 La bo ra to rie s  re ha bi lit at ed b y 20 26 .  7 C la ss ro om b lo ck s c on st ru ct ed a t ag ric ul tu ra l t ra in in g co lle ge s b y 20 26 .  7 C la ss ro om b lo ck s c on st ru ct ed a t ag ric ul tu ra l t ra in in g co lle ge s b y 20 26 .  14 A bl ut io n bl oc ks re ha bi lit at ed a t ag ric ul tu ra l t ra in in g co lle ge s b y 20 26 .  2 Ki tc he n /D in in g Ha ll C on st ru ct ed a t ag ric ul tu ra l t ra in in g co lle ge s b y 20 26 .  14 F ar m st ru ct ur es C on st ru ct ed a nd re ha bi lit at ed a t a gr ic ul tu ra l t ra in in g co lle ge s b y 20 26 .  7 Lib ra ry / co m pu te r r oo m s c on st ru ct ed an d re ha bi lit at ed a t a gr ic ul tu ra l tra in in g co lle ge s b y 20 26 .  2 Irr ig at io n in fra st ru ct ur e co ns tru ct ed b y 20 26 .  5 Irr ig at io n in fra st ru ct ur es re ha bi lit at ed by 2 02 6.  D ev el op a nd im pl em en t a co m p re he ns iv e tra in in g p ro gr a m m e.  St re ng th en p er fo rm an ce m a na ge m en t  Re vi ew a nd op er at io na lis e th e or ga ni sa tio na l st ru ct ur e  D ev el op a nd im pl em en t a c ul tu re re m od el lin g p ro gr am m e.  O p er a tio na liz e th e in te gr ity c om m itt ee .  D ev el op a nd Im pl em en t a n A ss et M ai nt en a nc e Pl a n.  D ev el op In fra st ru ct ur e D ev el op m en t a nd M ai nt en a nc e Pl a n. Fi na nc e/ St ew ar ds hi p In te rn al Pr oc es se s O rg an isa tio n C ap ac ity Im pr ov e A gr ib us in es s Im pr ov e A gr ic ul tu re Pr od uc tio n an d Im pr ov e A gr ic ul tu re R es ea rc h an d Im pr ov e St ak eh ol de r C oo rd in at io n Im pr ov e Fi na nc ia l M an ag em en t Im pr ov e O pe ra tio na l M an ag em en t Im pr ov e H um an C ap ita l Im pr ov e In st itu tio na l In fra st ru ct ur e, T oo ls an d Eq ui pm en t 50 5. 20 22 20 26 M IN IS TR Y O F A G RI C UL TU RE B A LA N C ED S C O RE C A RD Vi sio n A S m a rt a nd V al ue C en tre d M in ist ry e ns ur in g fo od , n ut rit io n an d in co m e se cu rit y C or e Va lu es Ex ce lle nc e, P ro fe ss io na lis m , I nt eg rit y, T ra ns pa re nc y, A cc ou nt a bi lit y, T ea m w or k, Im pa rti al ity M iss io n To fa ci lit a te A gr ic ul tu re P ro d uc tio n an d Pr od uc tiv ity fo r a d iv er sif ie d , c om p et iti ve a nd su st ai na bl e a gr ic ul tu ra l s ec to r St ra te gi c Th em es A gr ic ul tu ra l P ro du ct io n a nd P ro d uc tiv ity Pa rtn er sh ip s O p er a tio na l E xc el le nc e St ra te gi c Re su lts A gr ic ul tu re G ro w th Ef fe ct iv e St a ke ho ld er C oo rd in at io n Ef fic ie nt a nd E ffe ct iv e Se rv ic e D el iv er y Pe rs pe ct iv e St ra te gi c O bj ec tiv es a nd S tra te gy M ap M ea su re s Ta rg et s St ra te gi es /In iti a tiv es C us to m er / St ak eh ol de r  N um be r o f A gr ic ul tu ra l T ra in in g st af f h ou se s C on st ru ct ed  N um be r: A gr ic ul tu ra l T ra in in g st af f h ou se s C on st ru ct ed  N um be r: Re se ar ch S cr ee n Ho us es c on st ru ct ed  N um be r: Re se ar ch S cr ee n ho us es re ha bi lit at ed  N um be r o f G re en H ou se s co ns tru ct ed  N um be r: re se ar ch ir rig at io n fa ci lit ie s c on st ru ct ed  N um be r: Re se ar ch Ir rig at io n Fa ci lit ie s r eh ab ilit at ed  N um be r: Re se ar ch S ta tio n co ns tru ct ed  N um be r: Re se ar ch L ab or at or y fa ci lit ie s r eh ab ilit at ed  N um be r: Re se ar ch st at io n w ith w at er re tic ul at io n sy st em s re ha bi lit at ed  N um be r: Re se ar ch S ta ff ho us es re ha bi lit at ed  N um be r: Re se ar ch S ta ff ho us es co ns tru ct ed  N um be r: Re se ar ch S ta tio ns ac ce ss ro ad s c on st ru ct ed  Ki lo m et re s F ar m B lo ck fe ed er ro ad s r eh ab ilit at ed  N um be r: Fa rm B lo ck s e le ct rif ie d  N um be r: B rid ge s c on st ru ct ed  N um be r: B rid ge s r eh ab ilit at ed  N um be r: P os t E nt ry Q ua ra nt in e fa ci lit ie s e st ab lis he d  10 A gr ic ul tu ra l T ra in in g st af f ho us es c on st ru ct ed b y 20 26 .  20 A gr ic ul tu ra l T ra in in g st af f ho us es re ha bi lit at ed b y 20 26 .  20 R es ea rc h Sc re en H ou se s co ns tru ct ed b y 20 26  15 R es ea rc h Sc re en H ou se s re ha bi lit at ed b y 20 26  1 G re en H ou se s c on st ru ct ed b y 20 26  5 Re se ar ch ir rig at io n fa ci lit ie s co ns tru ct ed b y 20 26  5 Re se ar ch Ir rig at io n Fa ci lit ie s re ha bi lit at ed b y 20 26  1 Re se ar ch S ta tio n co ns tru ct ed by 2 02 6  8 Re se ar ch L ab or at or y fa ci lit ie s re ha bi lit at ed b y 20 26  11 R es ea rc h st at io ns w ith w at er re tic ul at io n sy st em s r eh ab ilit at ed by 2 02 6  50 0 Re se ar ch S ta ff ho us es re ha bi lit at ed b y 20 26  12 Re se ar ch S ta ff ho us es co ns tru ct ed b y 20 26  5 Re se ar ch S ta tio ns a cc es s r oa d s co ns tru ct ed b y 20 26  57 50 K ilo m et re s o f f ee de r r oa d s i n fa rm b lo ck s c on st ru ct ed a nd re ha bi lit at ed b y 20 26 .  8 Fa rm B lo ck s e le ct rif ie d b y 20 26 .  60 b rid ge s c on st ru ct ed b y 20 26 .  60 R eh ab ilit at ed b y 20 26 .  2 Po st e nt ry q ua ra nt in e fa ci lit ie s es ta bl ish ed b y 20 26 .  D ev el op a nd Im pl em en t a n A ss et M ai nt en a nc e Pl a n.  D ev el op In fra st ru ct ur e D ev el op m en t a nd M ai nt en a nc e Pl a n Fi na nc e/ St ew ar ds hi p In te rn al Pr oc es se s O rg an isa tio n C ap ac ity Im pr ov e A gr ib us in es s Im pr ov e A gr ic ul tu re Pr od uc tio n an d Im pr ov e A gr ic ul tu re R es ea rc h an d Im pr ov e St ak eh ol de r C oo rd in at io n Im pr ov e Fi na nc ia l M an ag em en t Im pr ov e O pe ra tio na l M an ag em en t Im pr ov e H um an Ca pi ta l Im pr ov e In st itu tio na l In fra st ru ct ur e,