Fisheries and Livestock Strategic Plan 2020 - 2021

REPUBLIC OF ZAMBIA MINISTRY OF FISHERIES AND LIVESTOCK STRATEGIC PLAN 2020-2021 FOREWORD milestone towards achieving the Seventh National Development Plan (7NDP). The plan articulates the strategic objectives that will be employed in the Fisheries and Livestock to address priorities set in the 7NDP and will be a building block for attaining Vision 2030. The agriculture sector has been identified as a key driver for the economic diversification and job creation. The fisheries and livestock subsector plays a key role in contributing to the agriculture Gross Domestic Product (GDP). The key positive developments that enhanced fisheries and livestock development include: , development of Second National Agricultural Policy (SNAP), and enhanced extension and advisory services. In 2018, the agriculture sector recorded the lowest annual GDP growth rate due to the worst drought recorded in four decades. The sector's annual growth rate has remained below the Comprehensive African Agriculture Development Programme (CAADP) target of 6%. The operations of the Ministry were affected by both internal and external factors such as political, economic, social, technological, environmental and legal developments. The key factors that affected fisheries and livestock development include: depleting fish stocks in natural water bodies, declining budgetary allocations and disbursements to the ministry, poor attitudes among farmers and fishers leading to low production and productivity, outbreak of animal diseases, and poor attitudes towards animal welfare. In an effort to achieve the vision and mission set in this Strategic Plan and to fulfil its mandate, the Ministry has formulated twelve (12) strategic objectives that will guide the implementation of the fisheries and livestock programmes. These interventions will be realised with close collaboration with all key stakeholders. It is, therefore, imperative that all stakeholders align their plans to conform to this document. I, therefore, wish to call upon all our stakeholders to take ownership of the Strategic Plan and its Balanced Scorecard (BSC) and actively participate in its implementation. Hon. Prof. Nkandu Luo, MP MINISTER OF FISHERIES AND LIVESTOCK The formulation of the Strategic Plan for the Ministry of Fisheries and Livestock is an important Ministry of Strong Political will towards fisheries and livestock development During the review period, the agricultural growth rate had declined significantly from positive 7.8% in 2011 to negative 31.9% in 2018 mainly due to the effects of climate change. ipage STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 ACKNOWLEDGEMENTS Since the expiry of the Strategic Plan for the Ministry of Agriculture and Cooperatives in 2009, the Ministry of Fisheries and Livestock (MFL) has been operating th without a Strategic Plan since its creation on 18 September 2015. To this end, MFL prioritised the development of the Strategic Plan and other Policy documents anchored on the aspirations of the Vision 2030. The development of this Strategic Plan was necessitated by the urgent need for the MFL to operate with a strategic direction and to address emerging issues in the fisheries and livestock subsector. Further, the Strategic Plan provides the Ministry with guidance for the implementation of fisheries and livestock programmes in line with Government national priorities as outlined under Pillar I – Economic diversification and Job creation, and Pillar II – Poverty and Vulnerability in the 7NDP. The development of the 2020 – 2021 Strategic Plan and Balanced Scorecard (BSC) was based on wider consultations with all key stakeholders at National, Provincial and District levels. I wish to acknowledge the invaluable contribution of our key stakeholders during the Institutional Assessment and the feedback obtained that informed the development of the Plan and the BSC. I would also like to acknowledge the support rendered to the Ministry by the Management Development Division (MDD) under the Cabinet Office. I wish to take this opportunity to extend my gratitude to all Development Partners for the valuable input into the process and their financial and technical assistance. Lastly, I wish to thank the management and staff of the Ministry who, in many and varied ways contributed to the formulation of the Strategic Plan and BSC. It is my hope that this Strategic Plan and BSC will serve as a blueprint for the execution of the Ministry's programmes during the period 2020 to 2021 and its contribution to the realisation of the development outcomes as outlined in the 7NDP and Vision 2030. Dr. Benson Mwenya, PhD Permanent Secretary MINISTRY OF FISHERIES AND LIVESTOCK iipage STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 TABLE OF CONTENTS FOREWORD i ACKNOWLEDGEMENT ii LIST OF TABLES AND FIGURES v ACRONYMS vi EXECUTIVE SUMMARY ix CHAPTER 1 1 1. INTRODUCTION 1 1.1. Background 1 1.2. Statutory Mandate 1 1.3. Functions 1 1.4. Management and Operational Structure 2 1.5. Strategic Operational Linkages 2 1.6. Rationale for Developing the 2020– 2021 Strategic Plan and Balanced Scorecard 3 1.7. Methodology 3 CHAPTER 2 5 2. ENVIRONMENTAL ANALYSIS 5 2.1. External Environmental Analysis 5 2.1.1. Political Developments 5 2.1.2. Economic Developments 6 2.1.3. Social Developments 8 2.1.4. Technological Developments 9 2.1.5. Ecological/Environmental Developments 10 2.1.6. Legal Developments 11 2.1.7. Stakeholder and Client Analysis 12 2.2. Internal Environmental Analysis 15 2.2.1. Past Performance 15 2.2.2. Capability Assessment 15 CHAPTER 3 20 3. STRATEGIC DIRECTION 20 3.1. Strategic Themes and Strategic Results 20 3.1.1. Fisheries and Livestock Development for optimal fisheries and livestock production and productivity 21 3.1.2. Fisheries and Livestock agribusiness and marketing development 21 3.1.3. Animal Health excellence for healthy animal population 21 3.1.4. Operational Excellence for High quality services. 21 3.2. Strategic Objectives, Intended Results, Measures, Targets and Strategies ...................................................................................................................... .................................................................................................... .................................................................................... ....................................................................................................................... .................................................................................................. ....................................................................................................................... ...................................................................................................... .............................................................................................. .................................................................................. .................................................................................................. ........................................... ............................................................ ....................................................................... ............................................................................................ ....................................................................................................................... .............................................................................. ......................................................... .......................................................................... ....................................................................... ............................................................................. ................................................................ .......................................... ............................................................................... .......................................................... ......................................................... ................................................................................... ........................................................................... ....................................................................................................................... ....................................................................................... ........................................... ........................ ......................................................................... ................ ............................ ...................................................................... 21 iiipage STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 3.2.1. Strategic Objective 1: To enhance sustainable fisheries and livestock production and productivity ............................................... 22 3.2.3. Strategic Objective 3: To strengthen fisheries and livestock Research and Development (R&D) ........................................... 22 3.2.4. Strategic Objective 4: to enhance fisheries and livestock extension and a dvisory service delivery .................................. 22 3.2.5. Strategic Objective 5: to enhance animal health management .................................................................................. 22 3.2.6. Strategic Objective 6: to Improve Animal Welfare ................................... 23 3.2.7. Strategic Objective 7: To Enhance Fisheries and Livestock Value Chain ............................................................................... 23 3.2.8. Strategic Objective 8: To Improve access to finance for Production and Export ......................................................................... 23 3.2.9. Strategic Objective 9: To Strengthen the Policy and legislative framework ......................................................................... 23 3.2.10. Strategic Objective 10: To improve Institutional and operational capacity ........................................................................... 23 3.2.11. Strategic Objective 11: To improve Infrastructure and equipment ........................................................................................... 23 3.2.12. Strategic Objective 12: To enhance the Fisheries and Livestock Information Management System ........................................... 24 ....................................................................................................................... ............................................................................................ ......................................................................................... ............................................................................................ ....................................................................................................................... ...................... ....................................................................................................................... ........................................................................................................... ........................................................... ..................................................................................................... ............................................................................... CHAPTER 4 35 4. ENABLING FACTORS 35 4.1. Pre-Conditions 35 4.2. Assumptions 35 CHAPTER 5 37 5. LINKING THE STRATEGIC PLAN TO THE BUDGET PROCESS 37 CHAPTER 6 39 6. STRATEGIC PLAN IMPLEMENTATION, MONITORING AND EVALUATION 39 6.1. Monitoring – Processes and Tools 39 6.2. Evaluation 39 Annex 1: The Balanced Scorecard for the Ministry of Fisheries and Livestock 41 ivpage STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 LIST OF TABLES Table 1: Clients and their needs .................................................................................... 12 Table 2: Stakeholders and their Interests .................................................................... 14 Table 3: Strengths and optimising measures .............................................................. 16 Table 4: Weaknesses and mitigating measures ......................................................... 17 Table 5: Opportunities and optimising measures ..................................................... 17 Table 6: Threats and mitigating measures ................................................................. 18 Table 7: Translation of Strategic Themes into Strategic Objectives ....................... 21 Table 8: The table outlining Fisheries and Livestock Development Strategic themes, strategic results, strategic objectives, intended results, measures, targets and strategies for achieving the objectives ............... 24 Table 9: The table outlining Animal Health Excellence strategic themes, strategic results, strategic objectives, intended results, measures, targets and strategies for achieving the objectives ......................................................... 27 Table 10: The table outlining Fisheries and Livestock Agribusiness and Marketing Development Strategic theme, strategic results, strategic objectives, intended results, measures, targets and strategies for achieving the objectives ........................................................................................................... 29 Table 11: Strategic themes, strategic results, strategic objectives, intended results, measures, targets and strategies .................................................. 31 LIST OF FIGURES Figure 1: Agriculture sector growth rate (percentage change at constant 2010 prices for the period 2011 – 2018). .................................................. 6 Figure 2: Livestock growth and diversification for the period 2012 and 2018 ..... 6 Figure 3: Authorised budgetary provisions for the Ministry of Fisheries and Livestock. .......................................................................................................... 7 vpage STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 ACRONYMS 7NDP Seventh National Development Plan AMR Antimicrobial Resistance BSC Balanced Scorecard CAADP Comprehensive Africa Agriculture Development Programme CBPP Contagious Bovine Pleuropneumonia CGIAR Consultative Group for International Agricultural Research CPD Continuous Professional Development CSO Central Statistical Office ECF East Coast Fever EUS Epizootic Ulcerative Syndrome FISP Farmer Input Support Programme FMD Foot and Mouth Disease IA Institutional Assessment ISKNV Infectious Spleen and Kidney Virus LCMS Living Conditions and Monitoring Survey MAL Ministry of Agriculture and Livestock MDD Management Development Division MFL Ministry of Fisheries and Livestock MOA Ministry of Agriculture MPSA Ministries, Provinces and Spending Agencies NAIP National Agricultural Investment Plan NAPA National Appropriate Plan of Action NPCC National Policy on Climate Change OD Organisational Development R-SNDP Revised Sixth National Development Plan SNAP Second National Agricultural Policy SNDP Sixth National Development Plan SZI Smart Zambia Institute PEA Participatory Extension Approach PESTEL Political, Economic, Social, Technological, Environmental and Legal PPP Public-Private Partnership TiLV Tilapia Lake Virus ZAEDP Zambia Aquaculture Enterprise Development Project ZDHS Zambia Demographic Health Survey ZINDC Zambia Intended National Determined Contribution vipage STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 EXECUTIVE SUMMARY The Ministry of Fisheries and Livestock (MFL) was created on 18 September, 2015 to make the delivery of agricultural programmes more responsive to the needs of the nation. The effective implementation of programmes in the Ministry has been constrained by the lack of a Strategic Plan and this raised a lot of concern by various stakeholders. Following the development of the 7NDP, the Ministry prioritised the development of the Ministerial Strategic Plan. The plan provides the Ministry with guidance for the implementation of government priority programmes for the fisheries and livestock subsector. The development of the Strategic Plan was based on the Integrated Institutional Assessment (IA), Organisational Development (OD), and Balanced Score Card (BSC) Strategic Planning Process. The process is based on the WWWH2model which uses a systematic method of planning to bring a desired future for the Ministry. The Ministry's overall average performance set against its strategic objectives was 51.86% with an overall Rating of 2. The Ministry performed well on its core objectives when compared to its supportive objectives. This performance was attributed to a number of enabling factors based on Government’s good policies which included improved aquaculture and livestock production, livestock stocking and restocking, and improved animal disease prevention and control measures. During the period 2015 to 2018, the operations of the Ministry was affected by Political, Economic, Social, Technological, Environmental and Legal developments. The key developments that affected the operations of the Ministry were: depleting fish stocks in natural water bodies leading to a fish deficit, declining budgetary allocations and disbursements to the Ministry, poor attitudes among farmers and fishers leading to reduced production and productivity, outbreaks of animal diseases, and poor attitudes to animal welfare. In order to optimise on the above developments, the Ministry has set out an operational framework to guide the future execution of its mandate. The ministry envisions: “A smart and value-centred Ministry of Fisheries and Livestock” Consistent with this vision, the Ministry is committed to: “ facilitate the development of fisheries and livestock to contribute to sustainable food, nutrition security and income generation” To attain its vision, the Ministry commits to upholding six (6) core values and has identified four (4) strategic themes. To accomplish its Mission, it will in the next two years (2020 - 2021) commit to pursuing twelve (12) strategic objectives with their associated intended results, measures, targets and strategies. These are: 1. To enhance sustainable fisheries and livestock production and productivity; 2. To promote fisheries and livestock stocking and restocking; 3. To strengthen fisheries and livestock Research and Development (R&D); 4. To enhance fisheries and livestock extension and advisory service delivery; 5. To enhance animal health management; 6. To improve animal welfare; 7. To enhance fisheries and livestock value chains; 8. To improve access to finance for production and export; 9. To strengthen the policy and legislative framework; 10. To improve institutional and operational capacity; 11. To improve infrastructure and equipment; and 12. To enhance the Fisheries and Livestock Information Management System. viipage STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 CHAPTER ONE 1. INTRODUCTION 1.1. Background The agricultural sector has been operating without a Strategic Plan since the expiry of the Ministry of Agriculture and Cooperatives (MACO) Strategic Plan in 2009. During this period, two National Development Plans (NDPs) namely: Sixth National Development Plan (SNDP) and the Revised Sixth National Development Plan (R-SNDP); and the two National Agriculture Policies namely; National Agricultural Policy (NAP) and the Second National Agriculture Policies (SNAP) have guided the implementation of priority programmes in the agricultural sector. Additionally, Government developed the National Agriculture Investment Plan (NAIP) to guide the implementation of Agriculture within the framework of the Comprehensive Africa Agriculture Development Plan (CAADP). NAIP was aligned to SNAP and the R-SNDP and expired in 2018. The lack of a Strategic Plan for the Ministry of Fisheries and Livestock raised a lot of concern by various stakeholders. Following the development of the 7NDP, the Ministry of Fisheries and Livestock prioritised the development of the Strategic Plan for the Ministry of Fisheries and Livestock (2020 – 2021). This Strategic Plan is aligned to the 7NDP and SNAP and will serve as a building block for the attainment of vision 2030. It will also be the basis for the development of the next generation of NAIP and the Agriculture Chapter in the Eighth National Development Plan (8NDP). 1.2. Statutory Mandate The Ministry of Fisheries and Livestock (MFL) was created on 18 September, 2015 following the Presidential directive to realign the then Ministry of Agriculture and Livestock (MAL) to make the delivery of agricultural programmes more responsive to the needs of the nation¹. The realignment was aimed at promoting synergies in planning, implementation, monitoring, evaluation, and coordination of agricultural programmes. In addition, it was aimed at fostering private sector participation in the implementation of fisheries and livestock programmes and for the private sector to compliment government efforts to find alternative ways to financing fisheries and livestock development. MFL is responsible for the development and management of fisheries and livestock subsector in Zambia. The Ministry is responsible for the following areas in fisheries and livestock: policy and legal development, production and productivity, animal health, Research and Development, agribusiness and export, extension and advisory services, vocation, technical, and life learning skills. The portfolio functions of the Ministry are outlined below. 1.3. Functions The portfolio functions of MFL are enshrined in Gazette Notice No. 836 of 2016² and outlined as follows: i) Animal Health ii) Animal Identification 1 Speech for the official opening of the fifth session of the eleventh nation Assembly by His Excellency, the President of the Republic of Zambia, Mr. Edgar Chagwa Lungu, on Friday, 18 September, 2015 1page 2 G No. 76, Gazette Notice No. 836 of 2016 - The Statutory Functions , portfolios and Composition of Government. overnment Gazette No. 6526, Volume LII, STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 iii) Dairy Industry Development iv) Field Services v) Fisheries and Livestock Credit vi) Livestock Development vii) Livestock Policy viii) Fisheries Development ix) Fisheries Policy x) Fisheries and Livestock Extension xi) Fisheries and Livestock Marketing Policy xii) Fisheries and Livestock Research and Specialist Services xiii) Veterinary and Fisheries Training xiv) Veterinary and Tsetse Control Services In addition, the Ministry supervises the following Statutory Bodies/Institutions: i) Animal Diseases Control Fund ii) Dairy Industry Development Board iii) Fisheries and Livestock Training Institutions iv) Livestock Development Trust v) Golden Valley Agriculture Research Trust – Batoka vi) Veterinary Council of Zambia 1.4. Management and Operational Structure In order to execute its mandate, MFL has seven (7) Departments namely; i) Department of Fisheries ii) Department of Livestock Development iii) Department of Veterinary Services iv) Fisheries and Livestock Marketing Department v) Department of Human Resource and Administration vi) Policy, Planning and Information Department vii) Department of Finance In Addition, the Ministry has the following support units: i) Technical Services Branch (TSB) ii) National Agriculture Information Services (NAIS) iii) Internal Audit iv) Procurement and Supplies Unit (PSU) The Ministry has a network of 10 Provincial and 116 District offices spread across the country. Within the Districts, the Ministry has a network of veterinary and fisheries extension camps. 1.5. Strategic Operational Linkages MFL collaborates with other line Ministries, Development Partners, Universities, NGOs, Research Institutions, International Standards Setting Bodies, professional bodies, and other international organisations. 2page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 The main areas of collaboration include: policy development, fisheries and livestock development, Research and Development, Animal Health, Extension and advisory service delivery, Animal Health Identification and Traceability, Fisheries and Livestock and marketing, Human Resource Development and Training, Life learning and skills development. 1.6. Rationale The Ministry of Fisheries and Livestock has been operating without a Strategic Plan since its creation. This made the implementation of fisheries and livestock priority programmes as outlined in the 7NDP a challenge. To this end, the Ministry prioritised the development of the Strategic Plan to guide the implementation of its programmes in line with the 7NDP, SNAP and other international protocols and agreements. This plan aims at addressing emerging issues in the fisheries and livestock subsector and provides guidance on national priorities in fisheries and livestock subsector in line with Pillar I – Economic diversification and Job creation; and Pillar II – Poverty and Vulnerability reduction as espoused in the 7NDP. 1.7. Methodology The formulation of the Plan was based on the integrated Institutional Assessment (IA), Organisational Development (OD), and Balanced Score Card (BSC) Strategic Planning Process. The process is based on the WWWH2³ model which uses a systematic method of planning to bring a desired future and the assessment. The IA determined the past performance of Ministry. The assessment was conducted through a performance assessment, review of literature, and by conducting a Clients/ Stakeholders Survey. The performance assessment was based on McKinney 7s⁴ framework which used tools such as PESTEL5, GAP and SWOT6 analysis to identify challenges, causes and effects, gaps in order to develop a common vision for MFL. The major outcomes of the Mckinsey's analysis were developed into strategic issues. This process facilitated the Organisational Development to determine the strategic direction for the Ministry for the period 2020 – 2021. 3 The WWWH2 model is outlined as follows: W Determines where the institution is; W – Assess Why the institution is where it is ; W – Determines Where the institution wants to be ; H – Determines How the institution will get to the desired future. 4 McKinney 7s – The McKinney 7s framework that ensures that all parts of the organization work in harmony. These are the 7S – Structure, Systems, Strategy, Skills, Staff, Style and Shared vision. 5 PASTEL – analyzed the MFL for the Political, Economic, Social, Technological, Environmental and Legal environment. 6 SWOT – Analyzed MFL for the Strengths, Weakness, Opportunities and Threats and the optimization and mitigation measures. 3page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 CHAPTER 2 2. ENVIRONMENTAL ANALYSIS 2.1. External Environmental Analysis The analysis of the Ministry's external environment focused on Political, Economic, Social, Technological, Environmental and Legal (PESTEL) developments that had or may have an impact on the operations of the Ministry. The Ministry's external environment was affected as follows: 2.1.1. Political Developments Zambia is a land-linked country and has enjoyed relative political stability since independence. The country's ranking on the Mo Ibrahim Index of African Governance has dropped from 9th in 2016 to 18th out of 54 African countries in 2018 . The stable political environment makes the country an attractive destination for agricultural investment. There has been a strong political will to support aquaculture and livestock development through programmes such as the Zambia Aquaculture Enterprise Development Programme (ZAEDP) and restocking and stocking programme. This also led to the creation of the Ministry of Fisheries and Livestock. Further, the Government is implementing the National Decentralisation Policy that aims at bringing services closer to local communities as well as encouraging local participation in national development. Agriculture remains the major economic activity and employs over 80% in rural areas. To enhance fisheries and livestock development, Government is implementing the Second National Agricultural Policy (SNAP 2016) and the 7NDP. During the implementation of SNAP and 7NDP, several issues have emerged in the fisheries and livestock subsector and to address these issues, Government is developing four standalone agricultural policies. Zambia is also a signatory to the 2014 Malabo Declaration and has also adopted regional and international agricultural protocols under the United Nations (UN), African Union (AU), Common Market for Eastern and Southern Africa (COMESA), and Southern African Development Community (SADC) that aim at promoting agricultural development in Africa. The country maintains a liberalised economy and a zero rating on most agricultural inputs and implements to enhance agricultural development. However, trade restrictions may be imposed on fisheries and livestock products to mitigate against the threat of introduction of animal diseases from neighbouring countries. Similarly, livestock movement and fishing bans may be imposed within the country to prevent the spread of animal diseases and to allow for the breeding of fish in natural waters. In order to optimize on these developments, MFL will undertake the following interventions: i. Enhance sustainable fisheries, aquaculture, and livestock development to enhance agriculture diversification; ii. Develop and operationalise four standalone policies to govern fisheries and livestock subsector; iii. Promote the development of agriculture within the framework of CAADP and in line with other regional and international agreements; iv. Promote regional and international cooperation; v. Implement fisheries and livestock policies in line with the National Decentralisation Policy; 5page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 vi. Adhere to international animal health best practices to enhance fisheries and livestock trade; and vii. Promote harmonisation of fishing bans in transboundary waters. 2.1.2. Economic Developments The Performance of the fisheries and livestock subsectors Figure 1: Agriculture sector growth rate (Percentage Change in constant 2010 prices for the period 2011 – 2018). Source: (Zambia Statistics Agency, 2019) In the last eight years, the country's economic growth has been declining mainly due to the low copper prices and climate change. Figure 1 shows the declining agricultural growth rate from 7.8% 2011 to the lowest ever recorded negative 31.9% in 2018 . This was attributed to the impact of the 2017 – 2018 drought. Despite the declining agriculture growth, the performance of the fisheries and livestock subsectors continued on a positive trajectory. This was measured through a percent change in the livestock population, growth in the production of livestock products, and an increase in Figure 2: Figure : Livestock growth and diversification for the period 2012 and 2018. Source: PHS – 2012, 2013, 2014 and 2015), Aquaculture and Livestock census (2017/2018) and the Annual Economic Report 2018 6page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 aquaculture production. The increase in the ruminant population (fig 2) was attributed to favourable Government policies such the stocking and restocking, enhanced extension services, improved animal disease control, and the introduction of climate smart breeds. The high demand for livestock products and other market drivers in urban areas and regional markets have also contributed to the increase in livestock population. The growth is also attributed to the increase in the number of agricultural households (72%) participating in aquaculture, apiculture, and livestock production . Analysis of the budgetary allocations and disbursements to the Ministry of Fisheries and Livestock (2015 – 2018) Since the creation of the Ministry of Fisheries and Livestock (MFL) in 2015, the allocations to the agriculture sector have been below CAADP target of 10%. Figure 3 shows that the budget allocations to the MFL has also been declining from 1.3% in 2016 to 0.9 in 2018. On the other hand, the actual disbursements to the Ministry significantly declined from 1.3% to 0.3% between the period 2015 to 2018 . The declining allocations and disbursements to the Ministry has led to delays in completing fisheries and livestock infrastructure development such as regional laboratories, dip tanks, checkpoints, livestock breeding centres, satellite artificial insemination centres, development of aquapark, and milk collection centres among others. Further, fisheries and livestock development programmes such as improvement of breeds, animal disease control, and aquaculture development programmes have only been partially implemented. Outputs from these programmes remained behind delivery impacting on the agricultural sector diversification agenda. Fisheries and livestock development programmes' overall impact on agricultural sector growth rate, job creation, and poverty reduction has been below the 7NDP expectation. This is attributed to challenges related to slow implementation of major fisheries and livestock programmes and limited resource allocation and declining disbursements. On the other hand, fisheries and livestock programmes remain relevant to the government Figure 3: Authorised budgetary provisions of the Ministry of Fisheries and Livestock. Source: Financial Report for the Government of the Republic of Zambia for the years 2015, 2016, 2017 and 2018 7page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 economic diversification agenda and are also key to rural development given the abundant natural resource in the country. The Government recognises the limited resource allocation to the fisheries and livestock subsector and will create an enabling business environment to promote private sector investment. To optimize on these developments, the Ministry shall: i. Advocate for increased funding to the Ministry of Fisheries and Livestock to meet the 10% CAADP target; ii. Create an enabling business environment to enhance private sector investment in the fisheries and livestock subsectors; iii. Enhance sustainable fisheries and livestock production and productivity; iv. Modernise fisheries and livestock extension and advisory service delivery; v. Enhance animal health services; vi. Promote one livestock unit per rural household programme; and vii. Enhance fisheries and livestock marketing promotion, value addition, and exports. 2.1.3. Social Developments The population of Zambia is estimated to increase to 17,885,422 by 2020 . This provides an opportunity for increased fisheries and livestock development to meet the increasing demand for fisheries and livestock products. On the other hand, an increased population leads to unsustainable use of natural resources such as fish stocks in the natural waters and grazing lands resulting in over-exploitation of natural resources. Overdependence on natural resources by fishers for their livelihood and low compliance levels to fisheries regulations remain the main challenge to conservation of fish in natural water bodies. The main challenge is the use of destructive fishing methods and mosquito nets leading to destruction of fish habitats and breed areas. Additionally, the poor attitude to adopt alternative means of livelihood during fishing bans has led to conflicts with authorities. Overcrowding in fishing camps and low levels of hygiene has led to outbreak of diseases such as Cholera and other diarrhoeal diseases. Associated to population growth is the increase in the number of households participating in fisheries and livestock production due to good government policies such as stocking and restocking and promotion of aquaculture development. However, participation of women still remains low. Further, the high HIV/AIDS prevalence rate for the ages between 15 to 49years remains the main social challenge in the implementation of fisheries and livestock development programmes. Although the country has recorded a reduction in HIV/AIDS prevalence rates, from 15.6% in 2001 to 11.1% in 2018, the prevalence rates still remains high among women . With regard to livestock production, poor agricultural practices such as mixing of diseased animals in communal grazing lands, moving animals to near game areas in search of water, opening of carcases of diseased animals, and poor biosecurity preventative measures has led to outbreak of animal diseases such as Foot and Mouth Disease (FMD), Contagious Bovine Plural Pneumonia (CBPP) and anthrax. Additionally, non-adherence to primary animal health practices such as adhering to dipping, vaccination schedules, and obtaining permits for livestock movement has exacerbated the spread of management diseases such as tickborne diseases. Poor attitudes towards animals results in mistreatment of animals used in research, entertainment, slaughter, animal draught power, and pets. Poor transportation of animals, lack of housing facilities, non-construction, and poor nutritional practices have significantly contributed 8page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 to the poor health of animals making the non-responsive veterinary treatment during disease outbreaks. To mitigate against these developments, the Ministry shall: i. Enhance sensitisation of sustainable fisheries and livestock management practices; ii. Sensitize and educate fishers and livestock farmers on biosecurity measures, animal welfare, and alternative forms of livelihood; iii. Enhance sensitization on HIV/AIDS and other cross cutting issues; iv. Enhance primary animal health care; v. Mainstream nutrition in fisheries and livestock with the National Nutrition Policy; and vi. Mainstream Gender in fisheries and livestock development programmes in line with the National Gender policy. 2.1.4. Technological Developments Technology is key in the advancement of fisheries and livestock development and is important in research and development, extension service delivery, surveillance systems, laboratory and diagnostic, information management and early warning systems. There is general increase in the penetration and use of information, technology and communication services as evidenced by increased mobile phone use, computers and other devices by the population during the period 2013 to 2018. To improve public services delivery, the Government established Smart Zambia Institute (SZI) in 2015 with a mandate to coordinate and implement electronic government (E Government) for the citizens, businesses, and within government for improved service delivery. The MFL has been working with the MOA and SZI to establish the Zambia Agriculture Integrated Management Information System (ZAIMIS), an application for establishment of the electronic farmer registration and to improve operations of the Farmer Input Support Programmes (FISP). Further, SZI is working with the Ministry to establish the e-extension and the web-based Animal Health Identification and Traceability (AITS) system. These systems will improve extension service delivery to fisheries and livestock farmers and will enhance trade of fisheries and livestock products by establishing a trace back system. The Ministry is also working with cooperating partners to utilize technology to enhance production and productivity in fisheries and livestock development. In particular, efforts are underway to enhance productivity through Artificial Insemination (AI), embryo transfer, animal disease diagnosis, surveillance, control of animal diseases, fingerling production, laboratory services, production of drugs and vaccines, animal breeding, and research and development. Despite these efforts, the low adoption of fisheries and livestock technologies remains a major constraint due to poor quality of extension service delivery to small scale farmers. The major factors affecting extension service delivery include low extension officers to farmers ratio (1:2,000 for Veterinary, Fisheries and Livestock), inadequate understanding and conflicting extension methodologies, lack of extension planning tools, inadequate and underperforming livestock service centres, inadequate in-service training for front line staff, lack of clarity of farmer categories, poor coordination of extension service providers, and lack of extension facilities for front line staff . To address these challenges, the Government developed the National Agricultural Extension and Advisory Strategy (NAESS - 2017 – 2020) to improve extension service delivery to farmers. The strategy aims at providing various stakeholders in extension service delivery with a framework within which to deliver effective pluralistic extension service in order to accelerate agricultural transformation. 9page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Another area the Ministry is exploring is the utilization of technology in information management system, climate change adoption and resilience, monitoring and evaluation, financial management, and early warning systems. The main challenge in technological development is limited competencies among staff, high cost of equipment and obtaining technologies, and low levels of research and development. To optimise on these positive developments, the Ministry shall: i. Enhance collaboration with Smart Zambia Institute and other Development Partners in technological development; ii. Develop and operationalise an e-extension system and Web-based Animal Identification and Trraceability System (AITS); iii. Invest in fisheries and livestock research and development; iv. Construct, rehabilitate and operationalise provincial laboratories; v. Establish a Department of Research and Development (R&D); vi. Enhance partnerships with regional and local universities and research institutions to promote (R&D); vii. Promote Private sector participation in fisheries and livestock R&D; viii. Promote climate-smart fisheries and livestock production and productivity technologies; ix. Establish Fisheries and Livestock information management and early warning systems; and x. Enhanced fisheries and livestock extension and advisory service delivery. 2.1.5. Ecological/Environmental Developments Zambia is endowed with abundant natural resources for agricultural development. The abundant natural water bodies and rangelands offer the country an immense opportunity for fisheries and livestock development. The distribution of the natural resources differs across the three agroecological zones with the Northern regions being endowed with abundant rains, water resources and grazing lands, while the Central, Eastern, Southern and Western regions are semi arid to arid. The major threat to sustainable fisheries and livestock development is climate change. The country has been experiencing climate induced hazards which include drought and dry spells, seasonal and flash floods and extreme temperatures. Some of these hazards, especially droughts and floods have increased in frequency and intensity over the past few decades and have adversely impacted food and water security, water quality, and livelihoods of the people, especially in rural communities. Zambia experienced the worst drought in four decades in the 2017 – 2018 farming season . The catastrophe curbed hydropower generation at the Kariba Dam, affecting over 81 per cent of electricity generation, as well as nearing the world-famous Victoria Falls one step closer to drying up. The drought adversely affected agriculture production leading to the worst recorded agriculture sector annual growth rate of -31.9%. The drought mostly affected the Southern parts of the country leading to food insecurity, death of livestock, water shortages, and destruction of fish habitats in natural waters. Recent climate trends based on records from 1960 to 2003 indicate that mean annual temperature has increased by 1.3ºC, since 1960, an average rate of 0.34ºC per decade. On the other hand, the mean rainfall over Zambia has decreased by an average rate of 1.9 mm/month (2.3%) per decade since 1960. The future trends in the country are towards a higher average temperature, a possible decrease in total rainfall, and some indication of heavy events of rainfall 10page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 To address these challenges of climate change, the Government adopted the National Policy on Climate Change (NPCC) in 2016. The same year, the Government produced Zambia Intended Nationally Determined Contribution (ZINDC), which focuses its priority adaptation actions on building resilience in seven key economic sectors namely: agriculture, water, forestry, energy, wildlife, infrastructure and health. Further, the country adopted the National Adaptation Plans which focuses on mainstreaming Climate Change in Agriculture activities and the National Appropriate Plans of Action (NAPA). Currently, the Government is implementing the 7NDP which is aligned to the NPCC, Vision 2030, regional and international protocols on Climate Change. To this effect, all programmes in the Ministry of Fisheries and Livestock have mainstreamed climate change. The successful implementation of Zambia's ZINDC will result in an estimated total emission reduction of 38,000Gg CO2eq which translates to 47% (internationally supported efforts) against 2010 as a base year . To mitigate against these developments, the Ministry shall: i. Mainstream climate change in fisheries and livestock policies in line with the NPCC; ii. Implement fisheries and livestock programmes in line with the ZINDC; iii. Promote climate smart fisheries and livestock investments and increasing climate change adaptive capacity of fishers and livestock farmers; iv. Enhance the capacity building on climate change adaptation for livestock farmers and fishers; and v. Develop mechanisms for climate change financing among livestock and fish farmers. 2.1.6. Legal Developments The main principle legislature that govern fisheries and livestock development are the Animal Health Act No. 27 of 2010, Animal Identification Act No. 28 of 2010 and Fisheries Act No. 22 of 2011. Livestock development is governed by several pieces of legislature which include prevention of Cruelty of Animals Act No. 13 of 1994, Tsetse Control Act No. 13 of 1994, and Dairy industry Act No. 22 of 2010. Apart from most Livestock Development legislature being outdated, there is no comprehensive legal framework to govern the livestock development. The Ministry is currently developing fisheries, livestock and animal health regulations to enforce the legal framework in the sub-sector. The Ministry also implements fisheries and livestock development programmes in line with Food Safety legislature and local authority by-laws. In order to optimize on these developments, MFL will undertake the following interventions: i. Develop the National Livestock Development Act to serve as the principal Act for the livestock subsector; ii. Develop and amend the fisheries and livestock regulations; iii. Collaborate with the Ministry responsible for health to implement the food safety legislation; iv. Implement fisheries and livestock development programmes in line with local authority by-laws; and v. Enhance the export of fisheries and livestock products in line with national trade legislation. 11page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 2.1.7. STAKEHOLDERS AND CLIENTS ANALYSIS Clients and their needs The Ministry has identified in table 1 the following major clients in the implementation of its Strategies: Table 1: Clients and their needs S/N Clients Needs 1. Farmers 1. Fisheries and livestock advisory and extension services 2. Fisheries and livestock supplies, agribusiness, market input linkages and trade facilitation 3. Financial management services 4. Fisheries and livestock public infrastructure 5. Fisheries and livestock specialised services 6. Facilitation of Public Private Partnerships (PPPs) 7. Facilitation of environmental impact assessments 8. Information on policy and legislative guidelines 9. Animal Health and veterinary services 10. Sanitary and Phytosanitary services 11. Food safety information and services 12. Animal Identification and Traceability services 13. Up to date technology development 2. Fishers 1. Information on policy and legislative guidelines and enforcement of regulations 2. Fisheries advisory and extension services 3. Fisheries regulations enforcement 4. Devolution of responsibilities to co-management structures 5. Processing facilities and landing sites 6. Approved designs of fishing equipment and accessories 7. Trade facilitation 8. Sanitary and Phytosanitary services 3. Bee-Keepers 1. Certification and registration services 2. Apiculture advisory and extension services 3. Market support and value addition services 4. Bee - keeping equipment and accessories 5. Animal Identification and Traceability services 6. Sanitary and Phytosanitary services 12page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 13page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 S/N Clients Needs 7. Laboratory Testing services 8. Eco system management 4. Traders and Processors 1. Financial support 2. Livestock and fisheries support services 3. Sanitary and Phytosanitary services 4. Certification services 5. Up to date Policy framework 6. Fisheries and livestock information 7. Commodity marketing infrastructure 8. Traceability services 9. Product testing services 10. Market Linkages and credit facilities 11. Private Public Partnership (PPP) guidelines for cooperation 5. Cooperatives, Farmers and Fishers Associations, Clubs and Groups 1. Fisheries and livestock advisory and extension services 2. Facilitate registration of co-operatives 3. Fisheries and livestock input and implement 4. Financial support 5. Fisheries and livestock public infrastructure 6. Fisheries and livestock specialised services 7. Fisheries and livestock information 8. Facilitation of out grower schemes 9. Facilitation of Public Private Partnerships 10. Facilitation of access to financial services 11. Sanitary and Phyto-sanitary services 12. Market linkages 13. Up to date technology development 7. Pasture and forage Seed Companies 1. Up to date Policy and Legislative framework 2. Facilitation of seed testing, variety protection and certification services 3. Training and information on pasture production 4. Facilitation of Phyto-sanitary certificates, import and export permits 5. Specialised pasture extension services 6. markets Commodity Trade in Eastern and Southern Africa (ACTESA) agreed regulations Export facilitation regional under the Alliance for Stakeholders and their interests Regarding stakeholders, the analysis revealed their major interests/concerns as presented in table 2: Table 2: Stakeholders and their Interests S/N Stakeholders Interests 1. Ministries, Provinces, and Spending Agencies (MPSAs) 1. Effective and efficient implementation of programmes related to Fisheries and Livestock 2. Fisheries and Livestock information 3. Collaborative support 4. Technical Assistance 13. Higher Learning Institutions 1. Collaboration and support in research and development 2. Appropriate Innovations 3. Fisheries and Livestock Information 2. Cooperating Partners 1. Adherence to international agreements and national plans 2. Efficient financial management 3. Fisheries and Livestock information 4. Good governance systems 5. Women and Youth representation 6. Mainstreaming Environmental sustainability 3. Non Governmental Organizations (NGOs) 1. Adherence to international agreements and national plans 2. Efficient and effective financial management 3. Fisheries and Livestock information 4. Good governance systems 5. Women and Youth representation 6. Environmental, social and economic sustainability mainstreaming 4. Consultative Group for International Agricultural Research (CGIAR) 1. Increased funding for research activities 2. Retention of research staff 3. Demand-Driven Research 5. Professional Bodies (e.g. Veterinary Association of Zambia) 1. Adherence to standards 2. Fisheries and Livestock information 3. Expansion of their membership 4. Facilitate licensing 5. Accreditation of members 14page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 2.2. INTERNAL ENVIRONMENTAL ANALYSIS This section highlights the past performance and analyses the internal capabilities of the Ministry to establish the strengths, weaknesses, opportunities and threats, and provide for optimisation and mitigation measures. 2.2.1. Past Performance This section highlights the Ministry's performance during the period 2015 - 2018. The rating was based on a 3-tier rating system, with the respective colour codes as follows: i) Green Code 3 - for above-average performance; ii) Yellow Code 2 - for average performance; and iii) Red Code 1 - for below-average performance. The overall average performance of the Ministry against the set objectives was 51.86% with an overall Rating of 2. This performance was attributed to a number of enabling factors which, among others, included effective management and provision of administrative and logistical support services, improved fisheries and livestock production and productivity due to enhanced prevention and control of diseases, vectors and pests, sustainable domestic and foreign markets and improved sustainable natural resource base arising from the development and utilization of appropriate fisheries and livestock practices. The following are some of the challenges that affected the performance of the ministry: inadequate and obsolete legal framework, inadequate skills and staffing, inadequate infrastructure and equipment, lack of a monitoring and evaluation system, low private sector participation and investment, underdeveloped farmer organisations, high production costs for farmers and fisheries, inadequate extension services, lack of information and early warning systems, high frequency of animal disease outbreaks, and inadequate enforcement of fish surveillance systems. 2.2.2. Capability Assessment The Ministry also conducted the Institutional Capability Assessment which provided an in-depth analysis of the institution's internal status, identified gaps, and provided appropriate interventions for input into the preparation for the 2020 – 2021 Strategic Plan and Balanced Scorecard. It was established that the MFL had challenges in the seven areas relating to the 6. International Fisheries and Livestock Organisations 1. Adherence to international standards for products, trade, procedures and regulations 2. Fisheries and Livestock information 7. International Standard Setting Bodies 1. Adhere to international standards 2. Participation in international standards-setting 3. Fisheries and Livestock information 8. Importers/ Exporters 1. Sanitary and phytosanitary services 2. Policy and Regulatory guidelines 3. Traceability Services 4. Laboratory Services 5. Market Support Services 6. Food Safety Certification Services 15page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Strategy, Structure, Systems, Staff, Skills, Shared values and Style of leadership and management. The identified challenges will need to be addressed by the Ministry to effectively implement its Strategic Plan. A SWOT analysis further identified the factors within and outside the Ministry that would facilitate or hinder the implementation of the identified interventions. The analysis revealed the following: Strengths MFL staff and management identified the strengths or factors within the Ministry that would facilitate the implementation of the proposed interventions to address the identified challenges. The following are the strengths and related optimization measures: Table 3 : Strength and Optimising measures Weaknesses Despite having the strengths highlighted above, the Internal Analysis also identified weaknesses or factors within the MFL that would hinder the implementation of the proposed interventions to address the identified challenges. The following are the weaknesses and related mitigation measures: S/N Strengths Optimization Measures i. Existing decentralised structure that is operational up to sub-district Level Utilise the exiting organisational structure in the organisation structure review process ii. Availability of skilled and experienced human resource to develop and implement programmes Enhance the performance management system Develop and implement Continuous Professional Development (CPD) programmes iii. Availability of staff training institutions for the implementation of training programmes Strengthen such institutions for the enhancement of human resource development iv. Availability of strategic basic ITC infrastructure for requisite systems Develop, automate, re-engineer and integrate requisite systems v. Willingness of employees to have well documented shared values Establish and operationalise the Integrity Committee vi. Management support to implement programmes Continuously engage leadership and management for support 16page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Table 4: Weakness and mitigating measures Opportunities The assessment also identified opportunities or factors outside MFL that may facilitate the implementation of the identified interventions. These factors, if optimized, will improve the performance of the Ministry. The following are the opportunities and related optimization measures: Table 5: Opportunities and Optimisation measures S/N Weaknesses Mitigation Measures i. Inadequate Human Resource Review the structure to make it more responsive to the human resource needs of the fisheries and livestock sector ii. Inadequate Specialized Skills Develop and implement a comprehensive skills capacity building programme iii. Inadequate equipment to effectively carryout its mandate Prioritise the provision of adequate equipment iv. Weak Monitoring and Evaluation (M&E) System Develop and implement an effective M&E system v. Weak Statistics and information management systems Re-engineer, automate and integrate requisite systems vi. Resistance to change Develop and implement a change management programme at National, Provincial, District and Camp level vii. Weak linkages with institutions of higher learning and other stakeholders Enter into MoUs with various institutions to work together. viii. Operated without strategic plan Ensure at the end of every strategic plan, the next plan is immediately developed. ix. Inadequate budget allocations and fiscal decentralisation Advocate for more funding to the Ministry S/N Opportunities Optimisation Measures i. Supportive stakeholders in programme implementation Develop and implement a stakeholder engagement and management plan ii. Advancements in ICT Leverage on existing ICT platforms for dissemination of information iii. Availability of training institutions for capacity building Engage available training institutions for implementation of the capacity building programme iv. Political will Continue to engage the political leadership for further support 17page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Threats In addition to the opportunities, there are threats or factors outside the control of MFL that may affect the implementation of the proposed interventions. The threats identified and their related mitigation measures are presented below: Table 6: Threats and mitigating measures S/N Threats Mitigation Measures i. Biosecurity threats increases the risk of transmission of diseases and pest despite existing systems Develop a robust inspection mechanism Enhance collaboration with relevant stakeholders ii. Climate Change threats to both fisheries and livestock development Implement fisheries and livestock programmes in line with NPCC 18page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 CHAPTER 3 3. STRATEGIC DIRECTION Having analysed the internal and external environments within which the Ministry is operating, and may be expected to operate in the near future, the Ministry has set out an operational framework to guide the execution of its mandate as follows: Vision The Ministry envisions: “A smart and value-centred Ministry of Fisheries and Livestock” Mission Statement Consistent with the vision, the Ministry commits: Core Values To attain the vision, the Ministry commits to uphold the following six (6) Core values: i. Integrity We put the obligations of the public service above personal interest and conduct ourselves in a manner that is beyond reproach. ii. Accountability We are responsible to Government and the public for decisions and actions taken, and submit to whatever scrutiny is appropriate to us. iii. Transparency We are open about the decisions and actions taken regarding public service delivery. iv. Objectivity We are open and base our advice and decisions on unbiased and rigorous analysis of evidence. v. Innovation; We apply new ideas and methods for better solutions in our execution of public service. vi. Team-work We collaborate to achieve a common goal in the most efficient and effective manner. 3.1. Strategic Themes and Strategic Results The Ministry has identified four (4) strategic themes (areas of focus) to address the identified challenges. This will lead to specific strategic results being realised once the challenges in the respective themes have been addressed. The focus in the four areas will ultimately lead to the attainment of the vision for the Ministry. “ facilitate the development of fisheries and livestock to contribute to sustainable food, nutrition security and income generation” 20page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 The strategic themes and the corresponding strategic results are as follows: 3.1.1. Fisheries and Livestock Development for optimal production and productivity Under this theme, the Ministry will enhance the promotion of fisheries and livestock development, which will culminate into optimal fisheries and livestock production and productivity. 3.1.2. Fisheries and Livestock agribusiness and marketing development Under this theme, the Ministry will enhance the promotion of Livestock and Fisheries agribusiness and marketing development. This will culminate into enhanced fisheries and livestock value chain development, market linkages for small scale farmers, and increase exports. 3.1.3. Animal Health Excellence for healthy animal population The Ministry commits to the provision of quality animal health and veterinary services. This will be achieved by improving animal health management. These interventions will result in a healthy animal population. 3.1.4. Operational Excellence for high quality services. The Ministry commits to addressing the key internal challenges by improving financial management systems, operational processes and procedures, human resources capabilities as well as infrastructure and equipment. These interventions will result in efficient and effective service delivery. 3.2. Strategic Objectives, Intended Results, Measures, Targets and Strategies To accomplish its Mission, Strategic Results and Vision, the Ministry will in the next two years (2020 - 2021) commit to pursuing Twelve (12) strategic objectives with their associated intended results, measures, targets and strategies. The strategic objectives demonstrate the continuous improvements that the Ministry will need to undertake to get the desired results in the areas of focus as follows: Table 7: Translation of strategic themes into strategic objectives 21page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 S/N Strategic Theme Strategic Result Strategic Objective 1. Fisheries and Livestock Development Optimal fisheries and livestock production i) To enhance sustainable fisheries and livestock production and productivity ii) To promote fisheries and livestock stocking and restocking iii) To Strengthen fisheries and livestock Research and Development (R&D) iv) To enhance fisheries and livestock extension and advisory service delivery 2. Animal health excellence Healthy Animal Populations v) To enhance animal health management vi) To Improve Animal Welfare 3. Fisheries and Livestock agribusiness and marketing development Increase fisheries and livestock trade and exports vii) To enhance Fisheries and Livestock Value Chain viii) To Improve access to finance for production and export 4. Operational Excellence High Quality Services ix)To strengthen the Policy and legislative framework x) To Improve Institutional and operational capacity xi)To improve Infrastructure and equipment xii) To enhance Fisheries and Livestock Information Management System 3.2.1. Strategic Objective 1: To enhance sustainable fisheries and livestock production and productivity Strategies: i. Enhancing livestock and sustainable fisheries production; ii. Promotion of non – conversional livestock production; iii. Promoting sustainable apiculture; iv. Enhancing aquaculture production; v. Promoting sustainable capture fisheries production; vi. Enhancing production of fisheries and livestock products and by-products vii. Enhancing investment in fisheries and livestock production systems; viii. Enhancing fisheries and livestock productivity; and ix. Promoting agricultural input supply management. 3.2.2. Strategic Objective 2: to Promote fisheries and livestock stocking and restocking Strategies: i. Promote the "one livestock unit per rural household programme"; ii. Promoting the “pass on the gift “Concept; and iii. Promoting stocking of fisheries protected areas. 3.2.3. Strategic Objective 3: To strengthen fisheries and livestock Research and Development (R&D) Strategies: i. To Establish Department of animal Research and Development; ii. To establish regional animal Research and Development stations; iii. Enhancing livestock technology development; iv. Enhancing Fisheries R&D; v. Enhancing Animal Health R&D; vi. Promoting genetic resource conservation; vii. Enhancing Animal Health Research and Development; viii. Promoting adaptive animal R&D; and ix. Developing Climate smart technologies. 3.2.4. Strategic Objective 4: to enhance fisheries and livestock extension and advisory service delivery Strategies: i. Strengthening technology dissemination; ii. Promoting coordination among stakeholders in extension and advisory services; iii. To strengthen participatory Extension approaches (PEA); iv. To strengthen farmer registration and categorisation; v. To strengthen farmer -research and extension linkages; and vi. Enhancing ICT in agricultural extension and advisory services. 3.2.5. Strategic Objective 5: to enhance animal health management Strategies: i. Enhancing disease prevention and control; ii. Enhancing surveillance systems; iii. Enhancing Bio-security Programmes; iv. Develop and implement Animal identification and traceability system (AITS); 22page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 v. Enhancing Animal drugs and vaccines Production; iv. Enhancing Animal Disease diagnosis; vii. Enhancing Food Safety and Zoonotic Disease control programme; viii. Develop and implement an Anti-Microbial Resistance (AMR); and ix. Enhancing Application of Indigenous Knowledge and Practices (IKP). 3.2.6. Strategic Objective 6: to Improve Animal Welfare Strategies: i. Strengthening Institutional cooperation on animal welfare; ii. Improving public awareness of animal welfare; iii. Improving compliance and enforcement levels; and iv. Improving Animal Movement and treatment. 3.2.7. Strategic Objective 7: To Enhance Fisheries and Livestock Value Chain Strategies: i. Promoting Agro and forest-based processing and manufacturing; ii. Providing Agri-business development services; iii. Promoting Value Chain linkages; and iv. Promoting fisheries and livestock product diversification. 3.2.8. Strategic Objective 8: To Improve access to finance for Production and Export Strategies: i. Develop agricultural finance product; ii. Promoting export financing and insurance; and iii. Enhancing Product standardisation and quality. 3.2.9. Strategic Objective 9: To Strengthen the Policy and legislative framework Strategies: i. Develop stand-alone policies for Fisheries, Livestock and Animal Health; ii. Review and harmonise the legal framework for Fisheries and Animal Health; and iii. Develop the Livestock Development Act. 3.2.10. Strategic Objective 10: To improve Institutional and operational capacity Strategies: i. Improving financial accountability; ii. Broadening financial resource base; iii. Improving operational effectiveness and efficiency; iv. Review organisational structure; v. Strengthening performance management system; vi. Establish Integrity Committee; and vii. Strengthening staff training and development. 3.2.11. Strategic Objective 11: To improve Infrastructure and equipment Strategies: i. Develop office blocks; ii. Develop and operationalise the Fisheries and livestock infrastructure; iii. Develop Aqua-Parks; 23page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 iv. Develop quarantine facilities; v. Develop and operationalise regional laboratories; and vi. Develop Fish Markets. 3.2.12. Strategic Objective 12: To enhance the Fisheries and Livestock Information Management System Strategies: i. Enhancing the National Livestock Epidemiology and Information Management systems; ii. Establish fisheries and livestock information management systems; and iii. Establish fisheries and livestock early warning systems. 3.2.3. Logical Framework and Balanced Scorecard The Logical Framework (Tables 8-10) outlines the detailed relationship of the strategic themes, strategic results, strategic objectives, intended results, measures, targets and strategies. On the other hand, the Balanced Scorecard outlines the strategic map and gives the visual presentation of the vision, core values, strategic themes, strategic results, mission and summerises the measures, targets and strateges. Annex 1 outlines the Balaned Scorecard for the Ministry of Fisheries and Livestock Table 8: The table outlining Fisheries and Livestock Development Strategic Theme, Strategic Results, Strategic Objectives, Intended Results, Measures, Targets and Strategies for achieving the objectives 24page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 STRATEGIC THEME: Fisheries and Livestock Development STRATEGIC RESULT: Optimal Fisheries and Livestock Production and Productivity No Intended Result Measure Plan target Strategy 1 STRATEGIC OBJECTIVE 1: To enhance sustainable fisheries and livestock production and productivity OUTCOME: Sustained increase in production and productivity of all livestock and fisheries species Increased Livestock population Percentage increase of livestock population 20% increase of cattle population by 2021 Enhanced Livestock production 25% increase of goat population by 2021 30% increase of pig population by 2021 15% increase of Sheep population by 2021 30% increase of Poultry population by 2021 Increased non – conversional livestock population Percentage increase of non convectional livestock population 15% increase of non convectional livestock population by 2021 Promotion of non – conversional Livestock production Increased number of bee hives Percentage increase of bee hives 15% increase of bee hives by 2021 Promote sustainable apiculture 25page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Improved investment in livestock production support services Percentage increase of livestock support services 30% increase in Livestock production support services by 2021 Enhanced investment in livestock production Systems Improved yields of fisheries and livestock units Percentage increase in productivity 30% increase in fisheries and livestock productivity by 2021 Enhanced fisheries and livestock productivity Increased access of farmers to fisheries and livestock and fisheries inputs Percentage increase in farmers and fishers accessing inputs 30% increase of Fisheries and Livestock Farmers accessing inputs by 2021 Agricultural input supply management 2 SPECIFIC OBJECTIVE 2: To promote Fisheries and Livestock stocking and restocking OUTCOME: Enhanced access by smallholder farmers to quality and affordable foundation stock Increased access to livestock among small scale farmers Percentage increase in farmers accessing improved livestock breeds 20% increase to access to livestock by small-scale farmers by 2021 Promote the "one livestock unit per rural household programme" Increased number of Households trained in “pass on the gift” Number of farmers trained 1,000,000 Households trained in pass on the gift Promote the “pass on the gift” concept Increased population of protected fish species Increase in population of protected fish species 20% increase of protected fish species by 2021 Stocking fisheries protected areas promotion Increased aquaculture production Increase in population of fish Fish production from Aquaculture increased from 32,888Mt to 60,000MT by 2021 Enhanced aquaculture production Sustainable production of fish in natural water bodies Increase in population of fish Fish population increased from 85,000 MT to 120,000 MT by 2021 Sustained capture fisheries production Sustainable Increase in quality livestock products and by products Percentage increase of livestock product 15% increase in beef production by 2021 Enhanced Livestock products and by-products production 30% increase in Dairy products by 2021 15% increase in leather products by 2021 15% increase of goat products by 2021 15% increase of sheep products by 2021 15% increase of poultry products by 2021 15% increase honey by 2021 15% increase in non convectional livestock products by 2021 STRATEGIC THEME: Fisheries and Livestock Development STRATEGIC RESULT: Optimal Fisheries and Livestock Production and Productivity No Intended Result Measure Plan target Strategy 26page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 4 SPECIFIC OBJECTIVE 4: To enhance fisheries and livestock extension and advisory service delivery OUTCOME: Improved application fisheries and livestock knowledge and practices by small scale farmers Improved yield by small scale farmers Percentage increase in yields 25% increase in fisheries and livestock yields by 2021 Strengthen technology dissemination Improved coordination in extension service delivery Number of platforms 10 public private extension service delivery platforms established by 2021 Coordination among stakeholders in extension and advisory services strengthened PEA strengthened Number of approaches PEA strengthened by 2021 Participatory Extension approaches (PEA) strengthened Fisheries and livestock farmers registered and categorised Number of farmers registered 2,500,000 farmers registered and categorised by 2021 Farmer registration and categorisation strengthened improved farmer research and extension linkages platforms Number of platforms 5 research – extension platforms created by 2021 Farmer -research and extension linkages strengthened e-extension established Number of ICT platforms established e-extension established by 2021 Enhance ICT in agricultural extension and advisory services species species 3 SPECIFIC OBJECTIVE 3: To strengthen fisheries and livestock Research and Development (R&D) OUTCOME: Improved production and productivity of livestock through the practical application of technologies Department of Animal Research and Development established Number of Departments established Department of Animal R&D established by 2021 Establishment of the Department of animal Research and Development Regional Animal R&D stations established Number of Regional Research stations established Three regional Animal R&D established by 2021 Establishment of regional animal Research and Development stations Increased Livestock technologies Percentage increase in technologies 20% increase in fisheries and livestock technologies by 2021 Enhanced fisheries, animal health and Livestock R&D Enhanced Preservation of indigenous genetic resources Percentage increase in indigenous breeds 30% conservation of indigenous breeds Promote Genetic Resource conservation Increase in adoption of animal research technologies Percentage increase farmers adopting animal research technologies 20% increase in adoption of animal R&D Promote adaptive animal R&D Increased climate smart technologies Number of climate smart technologies 12 climate Smart technologies developed by 2021 Promote development of climate smart technologies STRATEGIC THEME: Fisheries and Livestock Development STRATEGIC RESULT: Optimal Fisheries and Livestock Production and Productivity Intended Result Measure Plan target Strategy 27page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Table 9: Animal Health Excellence Strategic Theme, Strategic Results, Strategic Objectives, Intended Results, Measures, Targets and Strategies for achieving the objectives STRATEGIC THEME: Animal Health Excellence STRATEGIC RESULT: Healthy Animal Populations No Intended Result Measure Plan target Strategy 5 STRATEGIC OBJECTIVE 5: To enhance animal health management OUTCOME: Reduced Occurrences of animal diseases Reduced incidences of animal disease Percentage reduction of disease incidences 60% reduction in incidences of Diseases of National Economic Importance (DNEI) by 2021 Enhance disease prevention and control Percentage reduction of disease incidences 60% reduction in incidences of Management Diseases by 2021 Percentage reduction of disease incidences 60% reduction in incidences of Aquatic Animal Diseases by 2021 Percentage of awareness of animal disease and prevention and control 50% increase in awareness of animal disease prevention and control by 2021 Percentage of responsiveness to disease outbreak 80% responsiveness to diseases outbreak Developed by 2021 Percentage reduction in livestock movement control 50% reduction in livestock movement controls by 2021 Percentage reduction in transboundary animal diseases 60% reduction in transboundary animal incidences by 2021 Enhanced identification and reporting of animal diseases Percentage increase in animal disease identification 50% increase in animal Disease identification by 2021 Enhance surveillance systems Enhance transboundary control of animal disease vectors Number of border control points established 20 border control points established by 2021 Bio-security Programmes enhanced Number of quarantine facilities established 20 quarantine facilities established by 2021 Number of water bath established 120-wheel bath established on main ways by 2021 Number of on farm bath established 1000 on farm wheel baths established by 2021 Functional AITS Number of operational AITS AITS operational by 2020 Animal identification and traceability system (AITS) developed and implemented 28page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 STRATEGIC THEME: Animal health excellence STRATEGIC RESULT: Healthy Animal Populations No Intended Result Measure Plan target Strategy Sustainable production of animal drugs and vaccines Percentage increase in production of drugs 50% increase in the production of Drugs and vaccines by 2021 Animal drugs and vaccines Production Enhanced improved animal health disease facilities Percentage increase of animal health facilities operationalised 50% of the animal Health facilities operationalised by 2021 Animal Disease diagnosis enhanced Number of animal health clinics established 120 Animal Health Clinics Established by 2021 Enhanced food safety and Zoonotic Disease control Percentage reduction in the incidences of zoonosis 30% reduced incidences of zoonotic diseases Food Safety and Zoonotic Disease control programme enhanced Reduced risk of AMR Percentage of AMR level below the maximum AMR below maximum residue level (limit in at least 90% of samples tested annually) Develop and implement an Anti-Microbial Resistance (AMR) Improved use of Indigenous Knowledge and Practices (IKPs) Percent increase in the use of IKPs 30% increase in use of IKPs by 2021 Application of IKP enhanced 6 STRATEGIC OBJECTIVE 6: To improve animal welfare OUTCOME: Improved Quality of fish and Livestock and their products Enhanced institutional collaboration in animal welfare Percentage increase in institutional collaboration 50% enhancement in Institutional Collaboration by 2021 Institutional cooperation on animal welfare Strengthened Increase public awareness on animal welfare Percentage increase in awareness in animal welfare 50% increase in awareness in animal welfare by 2021 Improve public awareness of animal welfare Enhance compliance in animal welfare Percentage increase in compliance levels in animal welfare 50% increase in compliance in animal welfare by 2021 Improve compliance and enforcement levels Improved treatment of animals Percentage improvement in treatment of 50% improvement in treatment f animals by 2021 Animal Movement and treatment enhanced animals 29page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Table 10: Fisheries and Livestock Agribusiness and marketing Development Strategic Theme, Strategic Results, Strategic Objectives, Intended Results, Measures, Targets and Strategies for achieving the objectives STRATEGIC THEME: Fisheries and Livestock Agribusiness and Marketing Development STRATEGIC RESULT: Export oriented Fisheries and Livestock sub-sector No Intended Result Measure Plan target Strategy 7 STRATEGIC OBJECTIVE 7 : To enhance Fisheries and Livestock value chains OUTCOME: Increased number of small-scale farmers participating in fisheries and livestock value chains Fisheries and livestock-based processing and manufacturing capacity strengthened Percentage increase in Fisheries and livestock SME agro processing and manufacturing 40% increase in Fisheries and Livestock SME agro processing and manufacturing by 2021 Fisheries and livestock-based processing and manufacturing promotion Access to Agri business development Services by small and medium scale farmers increased Percentage increase agribusiness accessing marketing services 50% agribusiness accessing marketing services by 2021 (Disaggregated by type of agri-business, male/female owners) Agri-business development services provision Smallholder farmers integrated into commercial value chains Percentage of small holder farmers integrated into commercial value chains improved 50% smallholder farmers integrated into commercial value chains by 2021 Value Chain linkages promotion Product range in fish and livestock increased Percentage of small holder farmers diversifying into fisheries and livestock products 50% small-scale farmers diversifying into fisheries and livestock products by 2021 Fisheries and livestock product diversification 8 STRATEGIC OBJECTIVE 8: To improve access to finance for production and export OUTCOME: Increased fisheries and livestock exports Access to agricultural finance services expanded Percentage increase in agricultural financing 50% increase in agricultural financing services by 2021 (disaggregated by gender, age, region and commodity) Agricultural finance product development Access to agricultural export finance and insurance increased Percentage increase in fisheries and livestock exporter accessing finance 20% increase of fisheries and livestock exporters accessing finance by 2021 (Disaggregated by small, medium and large-scale enterprises) Export financing and insurance promotion Percentage increase in fisheries and livestock exporter accessing insurance 20% increase of fisheries and livestock exporters accessing insurance by 2021 (Disaggregated by small, medium and large scale enterprises) STRATEGIC THEME: Fisheries and Livestock Agribusiness and Marketing Development STRATEGIC RESULT: Export oriented Fisheries and Livestock sub-sector No Intended Result Measure Plan target Strategy Conformity to standards improved Percentage increase in fisheries and livestock aware of domestic and export standards 50% of fisheries and livestock farmers aware of domestic and export standards by 2021 Training of farmers, traders, exporters in sanitary, phytosanitary and export requirements Percentage increase in fisheries and livestock traders complying to sanitary and phytosanitary standards 20% of fisheries and livestock traders complying to sanitary and phytosanitary standards by 2021 Percentage increase in fisheries and livestock farmers complying with export quality requirements 20% of fisheries and livestock farmers complying with export quality requirement by 2021 30page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Table 11: Operational Excellence Strategic Themes, Strategic Results, Strategic Objectives, Intended Results, Measures, Targets and Strategies 31page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 STRATEGIC THEME: Operational Excellence STRATEGIC RESULT: High Quality Services No Intended Result Measure Plan target Strategy 9 STRATEGIC OBJECTIVE 9: To strengthen the policy and legislative framework OUTCOME: An enabling environment for the Fisheries and Livestock subs-ectors Improved policy framework Number of standard alone policies developed Four (4) stand-alone policies and Implementation Plans (IPs) developed and operationalised by 2021 Fisheries, Livestock and animal health Policy Framework Developed Fisheries and Livestock legislative and regulatory framework Improved Livestock Development Act enacted The Livestock Development Act enacted by 2021 Development, review and harmonization of Fisheries and livestock legislative and regulatory framework Number of fisheries regulations developed The Fisheries Regulations of 2012 amended by 2021 Number of Animal Health regulation developed 5 Animal Health Regulations developed by 2021 Number of AITS regulations developed 1 Animal Identification and Traceability Regulations Developed by 2021 10 STRATEGIC OBJECTIVE 10: To improve institutional and operational capacity OUTCOME : Enhanced Institutional capacity and Efficient and effective operations Audit queries Reduced Percentage reduction in audit queries Unqualified Audit annually Financial accountability enhanced Increases financial resources to the Ministry Percentage increase in financial resources 30% increase in financial resources from alternative sources by 2021 Development of a Financial Resource strategy Standard of service improved Percentage increase in compliance to services in the Client Service Delivery Charter 80% of services offered according to the service delivery charter annually Operationalisation of the Client Service Delivery Charter Enhanced organisational performance Number of Ministerial functional reviews conducted Ministerial Functional review conducted by 2021 Conducting of organisational functional review Staff performance enhanced Percentage of staff performance appraisals conducted 100% Staff Performance appraisal conducted annually Performance management system strengthened Positive work culture developed percentage increase in adherence to Ministerial core values 100% adherence to Ministerial core values annually Integrity Committee established Vocational and skills development enhanced Percentage of staff trained 20% staff trained annually Staff training and development strengthened STRATEGIC THEME: Operational Excellence STRATEGIC RESULT: High Quality Services No Intended Result Measure Plan target Strategy 11 STRATEGIC OBJECTIVE 11: To improve infrastructure and equipment OUTCOME: Operational facilities at all levels enhanced Office accommodation at all levels improved Headquarters building developed 1 Headquarters building developed by 2021 Office block Development Number of provincial offices developed 10 Provincial offices developed by 2021 Number of district offices developed 120 district offices developed by 2021 Service coverage increased Number of livestock breeding centres developed 45 livestock breeding centres constructed by 2021 Fisheries and livestock infrastructure developed and operationalised Number of GRZ fish hatcheries rehabilitated 110 GRZ fish hatcheries rehabilitated by 2021 Number of livestock service centres operationalised 117 livestock service centres operationalised by 2021 Number of fish freezing facilities constructed 55 Fish freezing facilities constructed by 2021 Number of Dip tanks constructed and rehabilitated 235 Dip Tanks construction and rehabilitation by 2021 Aquaculture development enhanced Number of Aqua parks developed 5 Aqua-parks developed by 2021 Aqua-park Development Biosecurity measures enhanced Number of Quarantine facilities developed 20 Quarantine facilities developed Development of Quarantine facilities Animal health diagnosis facilities enhanced Number of Regional laboratories developed and operationalised 8 Regional laboratories developed and operationalised Regional laboratories Development and operationalised Training facilities improved Number of training facilities developed 10 training facilities developed by 2021 Training infrastructure developed and operationalised Market access enhanced Number of fish markets developed and operationalised 10 fish and livestock market centres developed and operationalised by 2021 Fish Markets developed 32page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Increased access to fisheries and livestock information Fisheries and Livestock inform. Management systems established Fisheries and Livestock information systems established by 2021 Establishment of Fisheries and Livestock information management system Effective and efficient early warning systems established Fisheries and Livestock Early Warning systems established Fisheries and Livestock Early warning systems established by 2021 Establishment of Fisheries and livestock Early Warning system 12 SPECIFIC OBJECTIVE 12: To enhance the fisheries and livestock information management iystem OUTCOME: Enhanced access to Fisheries and Livestock Information and early warning systems Enhanced management of animal health and marketing information Percentage increase to animal health and marketing information 50% increased access to animal health and marketing information Enhance the National Livestock Epidemiology and Information Management system STRATEGIC THEME: Operational Excellence STRATEGIC RESULT: High Quality Services No Intended Result Measure Plan target Strategy 33page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 CHAPTER 4 4. ENABLING FACTORS The successful implementation of this Plan and Balanced Score Card is centred on the following pre-conditions and assumptions: 4.1. Pre-Conditions The Ministry will need to put in place the following to ensure successful implementation of the 2020-2021 Strategic Plan and Balanced Scorecard: i. Visionary Leadership; ii. Effective Management; iii. Adequately skilled and experienced Staff; iv. Ownership of the Strategic Plan and BSC by all members of staff; v. Adequate operational tools and systems; and vi. Supportive policy and legal frameworks. 4.2. Assumptions The critical factors outside the control of the Ministry that should prevail for the successful implementation of the Plan and BSC include the following: i. Political Will; ii. Adequate and timely funding; iii. Continued support from Stakeholders; iv. Stable socio-economic and political environments; and v. Adequate staffing at all levels. 35page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 CHAPTER 5 5. LINKING THE STRATEGIC PLAN TO THE BUDGET PROCESS During the implementation of the SNDP, R-SNDP and the early years of the 7NDP, the Medium Term Expenditure Framework (MTEF) and annual budgets have not been linked to the National Development Plans due to lack of the Ministerial Strategic Plan. The Ministry continued to review activities during the rolling out of the annual budgets resulting in programmes not being aligned to the National Development plan. Following the development of the Ministerial Strategic Plan, resource mobilisation and allocation to the Ministry of Fisheries and Livestock will be aligned to the 7NDP. Both MTEF and annual budgets for the Ministry will be related to the programmes in the 7NDP. To ensure effective implementation of the 7NDP, the Strategic Plan and Balanced Scorecard will be used for formulating the annual budgets. This will be translated into an annual departmental and individual work plans and costed accordingly. The implementation plan and annual plans has smart targets and schedules of activities, taking into account the available resources. In this regard, the Ministry will use the Strategic Plan for resource mobilisation. The Ministerial Output Based Budget will be organised around the strategies in the plan. 37page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 CHAPTER 6 6. STRATEGIC PLAN IMPLEMENTATION, MONITORING AND EVALUATION The Monitoring and Evaluation (M&E) Framework of the Strategic Plan for the MFL implementation plan is premised on the principles of Results Based Management (RBM). The plan has drawn its results from the 7NDP which articulated series of results to be achieved towards attaining Fisheries and Livestock development, Animal Health Excellence, and Fisheries and Livestock agribusiness and Marketing development as envisioned in the 7NDP and Vision 2030. In particular, the Key Performance Indicator (KPI) for Strategic Plan will be tracked towards the attainment of the outcomes. Monitoring level arrangements will be such that the Ministry will consistently report on the indicators in the Strategic Plan and the higher level indicators in the 7NDP, while implementing departments performing their functions in an interrelated and integrated manner towards attainment of the planned outcomes will generate, collect, and document performance data that will be useful for measuring progress and reporting. The Government has established the Government Wide M&E system and responsibilities of all actors in the practice of M&E activities to contribute to the measurement of the overall development progress in the country. 6.1. Monitoring – Processes and Tools The process of M&E will be undertaken at departmental, ministerial, cluster, and national level. Departments will undertake input monitoring to ensure that targeted investment are made to produce the planned outputs which are expected to generate development outcomes. The various departments will work together by consolidating their contributions to the ministerial outputs and outcomes to enable measurement of the Strategic Plan. The Ministry will consolidate outputs and outcomes from the departments and work together with other ministries in the economic cluster to report progress on the four strategic themes. At cluster level, the information generated on each Strategic objective will be analysed against the set target and the information will be validated to assess the performance indicators. In addition, specific evaluations will be undertaken to support generation of qualitative and quantitative information to ascertain impact and effectiveness and sustainability of the strategies in the Strategic Plan. The tools to support the planned M&E process will include the use of implementation plan, monthly monitoring templates, annual budget, project monitoring frameworks, outcome indicator template, annual review framework, and periodic surveys. These tools will facilitate the production of reports at monthly, quarterly, annual, and other intervals. The M&E function is expected to be undertaken through the Government supported Management Monitoring System (MMS). Through this system the Ministry will routinely collect, analyse, and store data and information and will continually document programmes performance by updating output and outcomes that will be consolidated to support the monitoring and evaluation of the Strategic Plan. The M&E function will be facilitated at national, provincial, district and camp levels. 6.2. EVALUATION As the implementation plan is based on the RBM, evaluation of the strategies will be entrenched through continuous collaboration with stakeholders. Emphasis will be placed on the need for 39page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 periodic evaluation of programmes in order to appraise strategies, document lessons learnt, and take corrective measures where needed. Evaluation will also help reinforce fisheries and livestock programmes implementation in areas where positive trends are identified so as to maximise benefits and realise value for money. To this end, the following evaluations will be undertaken during the plan period: =Baseline survey – The baseline survey of the Strategic Plan will be undertaken to collect data with the view to indicate the situation obtaining at the beginning of the strategic plan. It will also provide baseline information for new programmes that have been included in the plan including interventions to support the new programmes that have been included to support progress towards the attainment of sustainable development goals. This will be valuable for subsequent evaluations that will be used to determine the appropriateness of the implementation process and more importantly determine the impact of the planned strategies. =Final Evaluation – The final evaluation will be undertaken a year after the expiry of the plan period. The evaluation will determine the extent to which the broad objectives would have been achieved, both process and impact evaluation will be undertaken. A process evaluation will be undertaken to assess the way in which the plan was implemented while impact evaluation, on the other hand will entail assessing the long-term results or change in the social economic status 40page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 Annex 1: The Balanced Scorecard for the Ministry of Fisheries and Livestock 41page STRATEGIC PLAN for the Ministry of Fisheries and Livestock 2020 - 2021 V a lu e s S tr a te g ic T h e m e S tr a te g ic R e s u lt s In te g ri ty A c c o u n ta b il it y T ra n s p a re n c y O b je c ti v it y In n o v a ti o n T e a m w o rk V is io n A S m a rt a n d V a lu e C e n tr e d M in is tr y o f F is h e ri e s a n d L iv e s to c k F is h e ri e s a n d L iv e s to c k D e v e lo p m e n t A n im a l h e a lt h e x c e ll e n c e O p e ra ti o n a l E x c e ll e n c e E n h a n c e fi s h e ri e s a n d li v e s to c k d e v e lo p m e n t s e r v ic e s Im p ro v e F is h e ri e s a n d L iv e s to c k c o m p li a n c e M a n a g e m e n t E n h a n c e H u m a n R e s o u rc e Im p ro v e In fr a s tr u c tu re a n d E q u ip m e n t M IN IS T R Y O F F IS H E R IE S A N D L IV E S T O C K 2 0 2 0 2 0 2 1 B A L A N C E D S C O R E C A R D Im p ro v e a n im a l h e a lt h m a n a g e m e n t F in a n c e / S te w a rd s h ip S tr a te g ie s C u s to m e r In te rn a l P ro c e s s e s “ f a c il it a te t h e d e v e lo p m e n t o f fi s h e ri e s a n d l iv e s to c k t o c o n tr ib u te t o s u s ta in a b le f o o d , n u tr it io n s e c u ri ty a n d i n c o m e g e n e ra ti o n ” M is s io n S T R A T E G IC O B J E C T IV E S A N D S T R A T E G Y M A P S H e a lt h y a n im a l p o p u la ti o n Im p ro v e O p e ra ti o n S y s te m s H ig h q u a li ty s e rv ic e s O p ti m a l fi s h e ri e s a n d l iv e s to c k p ro d u c ti o n O rg a n is a ti o n C a p a c it y % a g e i n c re a s e o f li v e s to c k p o p u la ti o n % a g e i n c re a s e o f n o n c o n v e c ti o n a l li v e s to c k p o p u la ti o n % a g e i n c re a s e o f b e e h iv e s In c re a s e i n p o p u la ti o n o f fi s h % a g e i n c re a s e o f li v e s to c k p ro d u c t % a g e i n c re a s e o f li v e s to c k s u p p o rt s e rv ic e s % a g e i n c re a s e i n p ro d u c ti v it y % a g e i n c re a s e i n f a rm e rs a n d f is h e rs a c c e s s in g i n p u ts % a g e i n c re a s e i n f a rm e rs a c c e s s in g i m p ro v e d l iv e s to c k b re e d s N o . o f fa rm e rs t ra in e d In c re a s e i n p o p u la ti o n o f p ro te c te d f is h s p e c ie s N o . o f D e p a rt m e n ts e s ta b li s h e d N o . o f R e g io n a l R e s e a rc h s ta ti o n s e s ta b li s h e d % a g e i n c re a s e i n t e c h n o lo g ie s % a g e i n c re a s e i n i n d ig e n o u s b re e d s % a g e i n c re a s e f a rm e rs a d o p ti n g a n im a l re s e a rc h t e c h n o lo g ie s N o . o f c li m a te s m a rt t e c h n o lo g ie s % a g e i n c re a s e i n y ie ld s N o . o f p la tf o rm s N o . o f a p p ro a c h e s N o . o f fa rm e rs r e g is te re d N o . o f IC T p la tf o rm s e s ta b li s h e d % a g e r e d u c ti o n o f d is e a s e i n c id e n c e s % a g e r e d u c ti o n o f d is e a s e i n c id e n c e s % a g e r e d u c ti o n o f d is e a s e i n c id e n c e s % a g e o f a w a re n e s s o f a n im a l d is e a s e a n d p re v e n ti o n a n d c o n tr o l % a g e o f re s p o n s iv e n e s s t o d is e a s e o u tb re a k % a g e r e d u c ti o n i n l iv e s to c k m o v e m e n t c o n tr o l % a g e r e d u c ti o n i n t ra n s b o u n d a ry a n im a l d is e a s e s % a g e i n c re a s e i n a n im a l d is e a s e i d e n ti fi c a ti o n N o . o f b o rd e r c o n tr o l p o in ts e s ta b li s h e d N o . o f w a te r b a th e s ta b li s h e d N o . o f o n fa rm b a th e s ta b li s h e d N o . o f o p e ra ti o n a l A IT S % a g e i n c re a s e i n p ro d u c ti o n o f d ru g s % a g e i n c re a s e o f a n im a l h e a lt h f a c il it ie s o p e ra ti o n a li s e d N o . o f a n im a l h e a lt h c li n ic s e s ta b li s h e d % a g e r e d u c ti o n i n t h e i n c id e n c e s o f z o o n o s is % a g e o f A M R l e v e l b e lo w t h e m a x im u m P e rc e n t in c re a s e i n t h e u s e o f IK P s % a g e i n c re a s e i n i n s ti tu ti o n a l c o ll a b o ra ti o n % a g e i n c re a s e i n a w a re n e s s i n a n im a l w e lf a re % a g e i n c re a s e i n c o m p li a n c e l e v e ls i n a n im a l w e lf a re % a g e i m p ro v e m e n t in t re a tm e n t o f a n im a ls % a g e i n c re a s e i n F is h e ri e s a n d l iv e s to c k S M E a g ro p ro c e s s in g a n d m a n u fa c tu r in g % a g e i n c re a s e a g ri b u s in e s s a c c e s s in g m a rk e ti n g s e rv ic e s % a g e o f s m a ll h o ld e r fa rm e rs i n te g ra te d i n to c o m m e rc ia l v a lu e c h a in s % a g e o f s m a ll h o ld e r fa rm e rs d iv e rs if y in g i n to f is h e ri e s a n d l iv e s to c k p ro d u c ts % a g e i n c re a s e i n a g ri c u lt u ra l fi n a n c in g % a g e i n c re a s e i n f is h e ri e s a n d l iv e s to c k e x p o rt e r a c c e s s in g f in a n c e % a g e i n c re a s e i n f is h e ri e s a n d l iv e s to c k e x p o rt e r a c c e s s in g i n s u ra n c e % a g e i n c re a s e i n f is h e ri e s a n d l iv e s to c k a w a re o f d o m e s ti c a n d e x p o rt s ta n d a rd s % a g e i n c re a s e i n f is h e ri e s a n d l iv e s to c k t ra d e rs c o m p ly in g t o s a n it a ry a n d p h y to s a n it a ry s ta n d a rd s % a g e i n c re a s e i n f is h e ri e s a n d l iv e s to c k f a rm e rs c o m p ly in g w it h e x p o rt q u a li ty re q u ir e m e n ts N o . o f s ta n d a rd a lo n e p o li c ie s d e v e lo p e d L iv e s to c k D e v e lo p m e n t A c t e n a c te d N o . o f fi s h e ri e s r e g u la ti o n s d e v e lo p e d N o . o f A n im a l H e a lt h r e g u la ti o n d e v e lo p e d N o . o f A IT S r e g u la ti o n s d e v e lo p e d % a g e r e d u c ti o n i n a u d it q u e ri e s % a g e i n c re a s e i n f in a n c ia l re s o u rc e s % a g e i n c re a s e i n c o m p li a n c e t o s e rv ic e s i n t h e C li e n t S e rv ic e D e li v e ry C h a rt e r 2 0 % i n c re a s e o f c a tt le p o p u la ti o n b y 2 0 2 1 2 5 % i n c re a s e o f g o a t p o p u la ti o n b y 2 0 2 1 3 0 % i n c re a s e o f p ig p o p u la ti o n b y 2 0 2 1 1 5 % i n c re a s e o f S h e e p p o p u la ti o n b y 2 0 2 1 3 0 % i n c re a s e o f P o u lt ry p o p u la ti o n b y 2 0 2 1 1 5 % i n c re a s e o f n o n c o n v e c ti o n a l li v e s to c k p o p u la ti o n b y 2 0 2 1 1 5 % i n c re a s e o f b e e h iv e s b y 2 0 2 1 F is h p ro d u c ti o n f ro m A q u a c u lt u re i n c re a s e d f ro m 3 2 ,8 8 8 M t to 6 0 ,0 0 0 M T b y 2 0 2 1 F is h p o p u la ti o n i n c re a s e d f ro m 8 5 ,0 0 0 M T t o 1 2 0 ,0 0 0 M T b y 2 0 2 1 1 5 % i n c re a s e i n b e e f p ro d u c ti o n b y 2 0 2 1 3 0 % i n c re a s e i n D a ir y p ro d u c ts b y 2 0 2 1 1 5 % i n c re a s e i n l e a th e r p ro d u c ts b y 2 0 2 1 1 5 % i n c re a s e o f g o a t p ro d u c ts b y 2 0 2 1 1 5 % i n c re a s e o f s h e e p p ro d u c ts b y 2 0 2 1 1 5 % i n c re a s e o f p o u lt ry p ro d u c ts b y 2 0 2 1 1 5 % i n c re a s e h o n e y b y 2 0 2 1 1 5 % i n c re a s e i n n o n c o n v e c ti o n a l li v e s to c k p ro d u c ts b y 2 0 2 1 3 0 % i n c re a s e i n L iv e s to c k p ro d u c ti o n s u p p o rt s e rv ic e s b y 2 0 2 1 3 0 % i n c re a s e i n f is h e ri e s a n d l iv e s to c k p ro d u c ti v it y b y 2 0 2 1 3 0 % i n c re a s e o f F is h e ri e s a n d L iv e s to c k F a rm e rs a c c e s s in g i n p u ts b y 2 0 2 1 2 0 % i n c re a s e t o a c c e s s t o l iv e s to c k b y s m a ll s c a le f a rm e rs b y 2 0 2 1 1 ,0 0 0 ,0 0 0 H o u s e h o ld s t ra in e d i n p a s s o n t h e g if t 2 0 % i n c re a s e o f p ro te c te d f is h s p e c ie s b y 2 0 2 1 D e p a rt m e n t o f A n im a l R & D e s ta b li s h e d b y 2 0 2 1 T h re e r e g io n a l A n im a l R & D e s ta b li s h e d b y 2 0 2 1 2 0 % i n c re a s e i n f is h e ri e s a n d l iv e s to c k t e c h n o lo g ie s b y 2 0 2 1 3 0 % c o n s e rv a ti o n o f in d ig e n o u s b re e d s 2 0 % i n c re a s e i n a d o p ti o n o f a n im a l R & D 1 2 c li m a te S m a rt t e c h n o lo g ie s d e v e lo p e d b y 2 0 2 1 2 5 % i n c re a s e i n f is h e ri e s a n d l iv e s to c k y ie ld s b y 2 0 2 1 1 0 p u b li c p ri v a te e x te n s io n s e rv ic e d e li v e ry p la tf o rm s e s ta b li s h e d b y 2 0 2 1 P E A s tr e n g th e n e d b y 2 0 2 1 2 ,5 0 0 ,0 0 0 f a rm e rs r e g is te re d a n d c a te g o ri s e d b y 2 0 2 1 5 r e s e a rc h – e x te n s io n p la tf o rm s c re a te d b y 2 0 2 1 e e x te n s io n e s ta b li s h e d b y 2 0 2 1 6 0 % r e d u c ti o n i n i n c id e n c e s o f D is e a s e s o f N a ti o n a l E c o n o m ic I m p o rt a n c e (D N E I) b y 2 0 2 1 6 0 % r e d u c ti o n i n i n c id e n c e s o f M a n a g e m e n t D is e a s e s b y 2 0 2 1 6 0 % r e d u c ti o n i n i n c id e n c e s o f A q u a ti c A n im a l D is e a s e s b y 2 0 2 1 5 0 % i n c re a s e i n a w a re n e s s o f a n im a l d is e a s e p re v e n ti o n a n d c o n tr o l b y 2 0 2 1 8 0 % r e s p o n s iv e n e s s t o d is e a s e s o u tb re a k D e v e lo p e d b y 2 0 2 1 5 0 % r e d u c ti o n i n l iv e s to c k m o v e m e n t c o n tr o ls b y 2 0 2 1 6 0 % r e d u c ti o n i n t ra n s b o u n d a ry a n im a l in c id e n c e s b y 2 0 2 1 5 0 % i n c re a s e i n a n im a l D is e a s e i d e n ti fi c a ti o n b y 2 0 2 1 2 0 b o rd e r c o n tr o l p o in ts e s ta b li s h e d b y 2 0 2 1 2 0 q u a ra n ti n e f a c il it ie s e s ta b li s h e d b y 2 0 2 1 1 2 0 w h e e l b a th e s ta b li s h e d o n m a in w a y s b y 2 0 2 1 1 0 0 0 o n f a rm w h e e l b a th s e s ta b li s h e d b y 2 0 2 1 A IT S o p e ra ti o n a l b y 2 0 2 0 5 0 % i n c re a s e i n t h e p ro d u c ti o n o f D ru g s a n d v a c c in e s b y 2 0 2 1 5 0 % o f th e a n im a l H e a lt h f a c il it ie s o p e ra ti o n a li s e d b y 2 0 2 1 1 2 0 A n im a l H e a lt h C li n ic s E s ta b li s h e d b y 2 0 2 1 3 0 % r e d u c e d i n c id e n c e s o f z o o n o ti c d is e a s e s A M R b e lo w m a x im u m r e s id u e l e v e l (l im it i n a t le a s t 9 0 % o f s a m p le s t e s te d a n n u a ll y ) 3 0 % i n c re a s e i n u s e o f IK P s b y 2 0 2 1 5 0 % e n h a n c e m e n t in I n s ti tu ti o n a l C o ll a b o ra ti o n b y 2 0 2 1 5 0 % i n c re a s e i n a w a re n e s s i n a n im a l w e lf a re b y 2 0 2 1 5 0 % i n c re a s e i n c o m p li a n c e i n a n im a l w e lf a re b y 2 0 2 1 5 0 % i m p ro v e m e n t in t re a tm e n t f a n im a ls b y 2 0 2 1 4 0 % i n c re a s e i n F is h e ri e s a n d L iv e s to c k S M E a g ro p ro c e s s in g a n d m a n u fa c tu r in g b y 2 0 2 1 5 0 % a g ri b u s in e s s a c c e s s in g m a rk e ti n g s e rv ic e s b y 2 0 2 1 ( D is a g g re g a te d b y ty p e o f a g ri b u s in e s s , m a le / fe m a le o w n e rs ) 5 0 % s m a ll h o ld e r fa rm e rs i n te g ra te d i n to c o m m e rc ia l v a lu e c h a in s b y 2 0 2 1 5 0 % s m a ll s c a le f a rm e rs d iv e rs if y in g i n to f is h e ri e s a n d l iv e s to c k p ro d u c ts b y T a rg e ts E n h a n c e d L iv e s to c k p ro d u c ti o n E n h a n c e d L iv e s to c k p ro d u c ti o n P ro m o ti o n o f n o n – c o n v e rs io n a l L iv e s to c k p ro d u c ti o n E n h a n c e d L iv e s to c k p ro d u c ti o n P ro m o te s u s ta in a b le a p ic u lt u re E n h a n c e d L iv e s to c k p ro d u c ti o n E n h a n c e d a q u a c u lt u re p ro d u c ti o n E n h a n c e d L iv e s to c k p ro d u c ti o n S u s ta in e d c a p tu re f is h e ri e s p ro d u c ti o n E n h a n c e d L iv e s to c k p ro d u c ts a n d b y p ro d u c ts p ro d u c ti o n E n h a n c e d i n v e s tm e n t in l iv e s to c k p ro d u c ti o n S y s te m s E n h a n c e d f is h e ri e s a n d l iv e s to c k p ro d u c ti v it y A g ri c u lt u ra l in p u t s u p p ly m a n a g e m e n t P ro m o te t h e " o n e l iv e s to c k u n it p e r ru ra l h o u s e h o ld p ro g ra m m e " P ro m o te t h e “ p a s s o n t h e g if t” c o n c e p t S to c k in g f is h e ri e s p ro te c te d a re a s p ro m o ti o n E s ta b li s h m e n t o f th e D e p a rt m e n t o f a n im a l R e s e a rc h a n d D e v e lo p m e n t E s ta b li s h m e n t o f re g io n a l a n im a l R e s e a rc h a n d D e v e lo p m e n t s ta ti o n s E n h a n c e d f is h e ri e s , a n im a l h e a lt h a n d L iv e s to c k R & D P ro m o te G e n e ti c R e s o u rc e c o n s e r v a ti o n P ro m o te a d a p ti v e a n im a l R & D P ro m o te d e v e lo p m e n t o f c li m a te s m a rt t e c h n o lo g ie s S tr e n g th e n t e c h n o lo g y d is s e m in a ti o n C o o rd in a ti o n a m o n g s ta k e h o ld e rs i n e x te n s io n a n d a d v is o r y s e r v ic e s s tr e n g th e n e d P a r ti c ip a to ry E x te n s io n a p p ro a c h e s ( P E A ) s tr e n g th e n e d F a rm e r re g is tr a ti o n a n d c a te g o ri s a ti o n s tr e n g th e n e d F a rm e r r e s e a rc h a n d e x te n s io n l in k a g e s s tr e n g th e n e d E n h a n c e I C T i n a g ri c u lt u ra l e x te n s io n a n d a d v is o r y s e r v ic e s E n h a n c e d is e a s e p re v e n ti o n a n d c o n tr o l E n h a n c e d is e a s e p re v e n ti o n a n d c o n tr o l E n h a n c e s u r v e il la n c e s y s te m s E n h a n c e d is e a s e p re v e n ti o n a n d c o n tr o l B io s e c u ri ty P ro g ra m m e s e n h a n c e d E n h a n c e d is e a s e p re v e n ti o n a n d c o n tr o l E n h a n c e d is e a s e p re v e n ti o n a n d c o n tr o l E n h a n c e d is e a s e p re v e n ti o n a n d c o n tr o l E n h a n c e d is e a s e p re v e n ti o n a n d c o n tr o l A n im a l id e n ti fi c a ti o n a n d t ra c e a b il it y s y s te m ( A IT S ) d e v e lo p e d a n d im p le m e n te d A n im a l d ru g s a n d v a c c in e s P ro d u c ti o n E n h a n c e d A n im a l D is e a s e d ia g n o s is e n h a n c e d A n im a l D is e a s e d ia g n o s is e n h a n c e d F o o d S a fe ty a n d Z o o n o ti c D is e a s e c o n tr o l p ro g ra m m e e n h a n c e d D e v e lo p a n d i m p le m e n t a n A n ti M ic ro b ia l R e s is ta n c e ( A M R ) A p p li c a ti o n o f IK P e n h a n c e d In s ti tu ti o n a l c o o p e ra ti o n o n a n im a l w e lf a re S tr e n g th e n e d Im p ro v e p u b li c a w a re n e s s o f a n im a l w e lf a re Im p ro v e c o m p li a n c e a n d e n fo rc e m e n t le v e ls A n im a l M o v e m e n t a n d t re a tm e n t e n h a n c e d F is h e ri e s a n d l iv e s to c k b a s e d p ro c e s s in g a n d m a n u fa c tu ri n g p ro m o ti o n F is h e ri e s a n d L iv e s to c k a g ri b u s in e s s a n d m a rk e ti n g C o m p li a n c e t o f is h e ri e s a n d l iv e s to c k r e g u la ti o n s Im p ro v e F in a n c ia l M a n a g e m e n t M e a s u re s MINISTRY OF FISHERIES AND LIVESTOCK Third (3rd) Floor Mulungushi House Independence Avenue P.O. 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