NIGER STATE AGRICULTURAL SECTOR - SPARC … · 1 niger state agricultural sector 2016 – 2018...

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NIGER STATE AGRICULTURAL SECTOR

2016 – 2018 MEDIUM-TERM SECTOR STRATEGY (MTSS)

JUNE, 2015

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Foreword

We feel highly honoured and privileged to write the foreword to the second 3-Year Medium Term Sector Strategy (MTSS) rollover of the Agricultural Sector of Niger State. The Agricultural Sector, which is the backbone of Niger State economy, comprises the Ministry of Agriculture and Rural Development, Ministry of Livestock & Fisheries Development and Niger State Agricultural and Mechanisation Development Authority (NAMDA), formerly called Niger State Agricultural Development Project (NSADP). Niger State College of Agriculture was merged with the Ministry of Tertiary Education of the Education Sector while Forestry department was moved to Ministry of Environment, Parks and Gardens in 2011. These were formally part of the Agricultural Sector. The Sector’s MTSS was first prepared in 2013. This 2016 – 2018 MTSS is the second rollover following the first rollover in 2014 through consultations with stakeholders. The rolled over MTSS comprises pragmatic strategies to deliver Agricultural Sector’s mandates and to ensure optimum satisfaction of its stakeholders through effective and efficient service delivery. MTSS preparation is a yearly affair; meaning that this rolled over MTSS will still be subjected to review in subsequent years. We will, therefore, welcome comments and suggestions from all our stakeholders on ways to improve the MTSS. We like to seize this opportunity to commend the efforts of everybody that has made the rollover of the MTSS possible and in particular, all members of the Sector planning Team (SPT). We also acknowledge with great appreciation, the support provided by the Niger State Planning Commission and the State Partnership for Accountability Responsiveness and Capability (SPARC) Programme of the United Kingdom’s Department for International Development (DFID) in ensuring a successful rollover of the MTSS. Besides the rollover of the MTSS, implementation is by far a bigger issue. As Peter F. Drucker rightly observed, “Plans are only good intentions unless they immediately degenerate into hard work”. We all therefore need to re-dedicate ourselves and be committed to the effective and efficient implementation of the MTSS if the resources expended on its preparation and subsequent rollover are not to go to waste. Accordingly, we wish to state categorically that we will take personal interest in making sure that this MTSS is implemented as designed through regular Monitoring and Evaluation. We hereby recommend this MTSS to all interested parties as a veritable instrument for the transformation of the Agricultural Sector in Niger State and the roll overall socio-economic development of the State and Nigeria as a whole. Prof. Mohammed Kuta Yahaya Dr. Isah Yahaya Vatsa AAA Hon. Commissioner for Agriculture & Rural Development

Hon. Commissioner for Livestock & Fisheries Development

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Table of Contents

Table of Contents .......................................................................................................................................... 3

Tables ............................................................................................................................................................ 4

Figures ........................................................................................................................................................... 5

Annexes ......................................................................................................................................................... 5

Acknowledgements ....................................................................................................................................... 6

Table of Acronyms ........................................................................................................................................ 7

Executive Summary ..................................................................................................................................... 11

Chapter 1: Introduction .............................................................................................................................. 12

1.1 Aims and Objectives of the Document .......................................................................................... 12

1.2 Summary of the Process Used for the MTSS rollover ................................................................... 13

1.3 Summary of Conclusions ............................................................................................................... 15

1.4 Summary of the Sector’s Programmes, Outcomes and Related Expenditures ............................. 17

1.5 Outline of the Structure of the Document .................................................................................... 20

Chapter 2: The Sector and Policy in the State ............................................................................................ 22

2.1 A Brief Introduction to the State ................................................................................................... 22

2.2 Overview of the Sector’s Institutional Structure ........................................................................... 24

2.3 The Current Situation in the Sector ............................................................................................... 28

2.4. Summary of Sector Performance Review ..................................................................................... 29

2.5 Sector Policy .................................................................................................................................. 30

2.6 Statement of the Sector’s Mission, Vision and Core Values ......................................................... 34

2.7 Agricultural Sector’s Goals, Programmes and Outcomes for the 2016 – 2018 MTSS period ....... 36

Chapter 3: The Development of Sector Strategy ........................................................................................ 43

3.1 Outline Major Strategic Challenges ............................................................................................... 43

3.2 Resource Constraints ..................................................................................................................... 43

3.2.1 Overview of 2014 and 2015 Budget Implementation ........................................................... 43

3.2.2 Projects Scoring and Prioritisation ........................................................................................ 46

3.2.3 Existing Budget Commitments (Recurrent and Capital) ........................................................ 47

3.2.4 Summary of Cancelled or Shut Down Projects ....................................................................... 49

3.3 Contributions from our Partners ................................................................................................... 49

3.4 Programme Connections between Sector MDAs .......................................................................... 50

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3.5 Outline of Key Strategies ............................................................................................................... 52

3.6 Justification .................................................................................................................................... 75

3.7 Results Framework (RF) ................................................................................................................. 75

3.8 Responsibilities and Operational Plan ........................................................................................... 75

Chapter 4: Three-Year Expenditure Projections ......................................................................................... 77

4.1 The Process Used to Make Expenditure Projections ..................................................................... 77

4.2 Outline Expenditure Projections ................................................................................................... 77

Chapter 5: Monitoring and Evaluation ....................................................................................................... 78

5.1 Identifying Sources of Data against the RF .................................................................................... 78

5.2 Conducting Annual Sector Performance Review .......................................................................... 78

5.3 Organisational Arrangements ....................................................................................................... 79

References .................................................................................................................................................. 80

Annex 1: Crop Production Figures: 2009– 2013 ......................................................................................... 81

Annex 2: Strategy Standards and Evidence of MTSS Consistency with them ............................................ 82

Annex 3: Organogram of the Ministry of Agriculture and Rural Development (MARD) ............................ 84

Annex 4: Organogram of the Ministry of Livestock and Fisheries development ........................................ 85

Annex 5: Organogram of Niger State Agricultural Mechanisation and Development Authority .............. 86

Annex 6:Details of Overhead Costs – Existing and Projected ..................................................................... 87

Annex 7: Ongoing, Existing and New Projects Scorecard ........................................................................... 89

Annex 8: Details of Projects Costing ........................................................................................................... 98

Tables Table 1: Programmes, Outcomes and Costs/Expenditures ........................................................................ 17

Table 2: Comparison of 2016 – 2018 MTSS Expenditure Proposals and Indicative Budget Ceilings .......... 20

Table 3: Main Departments of the Agricultural Sector ............................................................................... 25

Table 4: Agricultural Sector Workforce by Salary Grade Level and Gender ............................................... 26

Table 5: Director Level Staff in the Agricultural Sector by Gender ............................................................. 27

Table 6: Operational Definition of Agricultural Sector’s Core Values ......................................................... 35

Table 7: Summary of Level of State Goals, Sector Goals, Programmes and Outcomes ............................. 37

Table 8: Outcome Deliverables, Key Performance Indicators (KPIs), Baseline and Targets ....................... 38

Table 9: Summary of 2014 Budget Data for Agricultural Sector and its MDAs .......................................... 44

Table 10: Summary of 2015 Budget Data for Agricultural Sector and its MDAs ........................................ 45

Table 11: Capital Costs Commitments ........................................................................................................ 47

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Table 12: Personnel Costs – Existing and Projected ................................................................................... 48

Table 13: Overhead Costs – Existing and Projected (See details in Annex 6) ............................................. 49

Table 14: Grants and Donor Fundings ........................................................................................................ 50

Table 15: Summary of Projects’ Expenditures and Output Measures ........................................................ 53

Figures Figure 1: Linking Government Policy to Annual Budget ............................................................................. 12

Figure 2: Map of Niger State Showing the 25 Local Government Areas .................................................... 22

Figure 3: High Level Organogram of the Agricultural Sector ...................................................................... 26

Annexes Annex 1: Crop Production Figures: 2009– 2013 ......................................................................................... 81

Annex 2: Strategy Standards and Evidence of MTSS Consistency with them ............................................ 82

Annex 3: Organogram of the Ministry of Agriculture and Rural Development (MARD) ............................ 84

Annex 4: Organogram of the Ministry of Livestock and Fisheries development ........................................ 85

Annex 5:Organogram of Niger State Agricultural Mechanisation and Development Authority ................ 86

Annex 6:Details of Overhead Costs – Existing and Projected ..................................................................... 87

Annex 7: Ongoing, Existing and New Projects Scorecard ........................................................................... 89

Annex 8: Details of Projects Costing ........................................................................................................... 98

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Acknowledgements

The State Partnership for Accountability Responsiveness and Capability (SPARC) programme of the United Kingdom’s Department for International Development (DFID) played critical roles in ensuring a successful conclusion of this MTSS rollover process. The roles included financial, materials, intellectual and best practices support for which we are indeed grateful. The Sector Planning Team (SPT) is indebted to all those who contributed in one way or the other to the rollover of this MTSS. Prominent among them are the two Honourable Commissioners and Permanent Secretaries in charge of the Niger State Agricultural Sector; the House Committee on Agriculture and Rural Development as well as the House Committee on Livestock and Fisheries Development. We thank them immensely for their participation and their critical contributions to the rollover of this Medium Term Sector Strategy (MTSS) rollover. We also thank Niger State Planning Commission for providing guidance and supports throughout the process of this MTSS rollover. Our profound gratitude goes to the SPARC- appointed Sector Consultant who developed our capacity to enable us rollover this MTSS. Finally, we thank the Niger State Government for creating the enabling environment for Medium Term Strategic Planning in the state and for the opportunity given to the Agricultural SPT to rollover this MTSS. Agricultural Sector Planning Team June 2015

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Table of Acronyms

Acronym Definition

ABD Agricultural Business development

ACAPO Assistant Chief Agriculture Planning Officer

ACCT Account

ACVO Assistant Chief Veterinary Officer

AEHCs Agricultural Equipment Hiring Centres

AGRNM Agronomy

AGRO. PROC Agro-Processing

AGRO/F Agro-Forestry

AI Artificial Insemination

ALO Area Livestock Officer

ANI.TRC Animal Traction

APC All Progressive Congress

APO Agricultural Planning Officer

APR Annual Performance Review

APS Agricultural Production Survey

ASTCs Agricultural Services and Training Centres

ATA Agricultural Transformation Agenda

BOA Bank of Agriculture

CAHHT Chief Animal Health Husbandry Technician

CAPO Chief Agriculture Planning Officer

CBN Central Bank of Nigeria

CFS Chief Fish Superintendent

CLT Chief Laboratory Technician

CO Clerical Officer

CONHESS Consolidated Health Salary Structure

CSOs Civil Society Organisations

DAP Development Action Plan

DD Deputy Director

DDHS Deputy Director Health Services

DDP Deputy Director Planning

DDR Deputy Director Research

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Acronym Definition

DDS Deputy Director Statistics

DDVP Dimethyl Dichloro-Vinyl Phosphate

DIS Disbursement

EAs Extension Agents

ECOWAS Economic Community of West African Countries

ExCo Executive Council

FAD AGR Fadama Agronomy

FAO Food and Agricultural Organisation

FCT Federal Capital Territory

FI Fadama Infrastructure

FUA Fadama Users Association

G&SI Gender and Social Inclusion

GES Growth Enhancement Scheme

GPS Global Positioning System

Ha Hectare

HAT/NURS Hatchery and Nursery

HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome

HOD Head of Department

KLFMCU Kainji Lake Fisheries Management and Conservation Unit

KOICA Korean International Cooperation Agency

KPI Key Performance Indicator

L/STK Livestock

LGAs Local Government Areas

LIBC Livestock Improvement Breeding Centre

M&E Monitoring and Evaluation

MARD Ministry of Agriculture and Rural Development

MDA Ministry Department and Agency

MDGs Millennium Development Goals

MGT Management

MLFD Ministry of Livestock and Fisheries Development

MPS Market Price Survey

MT Metric Tonnes

MTBF Medium Term Budget Framework

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Acronym Definition

MTDP Medium Term Development Plan

MTFF Medium Term Fiscal Framework

MTSS Medium Term Sector Strategy

NAIC Nigerian Agricultural Insurance Corporation

NAMDA Niger State Agriculture and Mechanisation Development Authority

NBS National Bureau of Statistics

NEEDS National Economic Empowerment and Development Strategy

NEPAD New Partnership for African Development

NFDP III+AF Third National Fadama Development Project Additional Financing

NGSG Niger State Government

NIFFRI National Institute for Freshwater Fisheries Research

NIRSAL Nigeria Incentive and Risk Sharing in Agricultural Lending

NPC National Planning Commission

NPFS National Programme for Food Security

NSADP Niger State Agricultural Development Project

NSAMIS Niger State Agricultural Management Information System

NSBS Niger State Bureau of Statistics

NSCACS Niger State Commercial Agriculture Credit Scheme

NSEEDS Niger State Economic Empowerment and Development Strategy

NSLFI Niger State Livestock and Fisheries Institute

NSPC Niger State Planning Commission

NSRIC Niger State Rice Investment Consortium

NTA National Transformation Agenda

OFAR On - Farm - Adaptive Research

PAHHT Principal Animal Health Husbandry Technician

PAO Principal Admin Officer

PICS Purdue Improved Cowpea Storage

PM&E Planning, Monitoring and Evaluation

PPO Principal Planning Officer

PPP Public Private Partnership

PPU Poultry Production Unit

PR Procurement

PRO Principal Research Officer

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Acronym Definition

PRS Planning, Research and Statistics

PSO Principal Statistic Officer

PVO Principal Veterinary Officer

PY Payroll

RAMP II Rural Access and Mobility Project II

RIPMAPP Rice Post-Harvest Processing and Marketing Pilot Project

SAHHT Senior Animal Health Husbandry Technician

SAVI State Accountability and Voice Initiative

SBS State Bureau of Statistics

SEED.P Seed Processing

SLO Senior Livestock Officer

SMEs Small and Medium Scale Enterprises

SMS Short Message Service

SMTDP State Medium Term Development Plan

SO Staff Officer

SPARC State Partnership for Accountability, Responsiveness and Capability

SPO Senior Planning Officer

SPO Senior Poultry Officer

SPR Sector Performance Review

SPT Sector Planning Team

SRO Senior Research Officer

SRO Senior Rabitry Officer

SSO Senior Statistic Officer

SVO Senior Veterinary Officer

UNICEF United Nations International Children’s Fund

VCDP Value Chain Development Programme

VET.PH Veterinary Public Health

VLS Village Listing Survey

WHO World Health Organisation

ZLO Zonal Livestock Officer

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Executive Summary Medium Term Sector Strategy (MTSS) was prepared by Niger State Agricultural Sector for the first time in 2013, covering the period 2014 – 2016. As is customary with the MTSS process, the MTSS needed to be rolled over to reflect policy changes, monitor and evaluate feedback and update the expenditure proposals in line with the current realities of resource availability to Niger state. Accordingly, the Agricultural Sector’s MTSS was rolled over to cover the period 2016 – 2018 as presented in this document. The rollover followed a well-defined process and it was carried out by the Sector Planning Team (SPT) comprising senior personnel and policy makers of the sector. The revised MTSS reflects the current agriculture policy priorities of the Niger State Government (NGSG). The MTSS sets out fully costed strategies and expenditure plan through which the sector seeks to contribute to the attainment of the long-term poverty reduction goal of NGSG over the period 2016 – 2018 within the limits of available resources. The MTSS comprises five strategic goals derived from Niger State’s overarching goal for the Agricultural Sector. The goals were further broken down into 15 programmes each of which will be delivered through the implementation of a number of projects. A realistic and measurable Results Framework(RF) was defined in the MTSS in terms of output targets, outcomes targets and associated key performance indicators (KPIs). The targets are what the 2016 – 2018 MTSS is expected to achieve, and will be used for monitoring and performance evaluation in the course of implementing the MTSS.

As indicated in the above table, the projected total resource requirement of the MTSS is of the order of N2.2 billion in 2016 and 2017 respectively and N2.6 billion in 2018.These represent recurrent-capital expenditure ratios of 54:46, 57:43 and 52:48 for 2016, 2017 and 2018 respectively. The total costs were within the indicative budget ceilings issued by Niger State Planning Commission (NSPC) to the Agricultural Sector. Critical success factors for the implementation of the MTSS will include the extent to which the approved budgets were released, especially for capital projects; and effectiveness of implementing the related Monitoring and Evaluation (M&E) activities.

Expenditure Head Resource Requirement of the MTSS (N’million)

2016 2017 2018

Personnel 1,125.7 1,182.0 1,241.1

Overhead 92.9 97.6 102.5

Capital 1,028.3 945.9 1,258.1

Total 2,246.9 2,225.5 2,601.7

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Chapter 1: Introduction 1.1 Aims and Objectives of the Document

This MTSS represents the third tier of plans in the process of planning agriculture management in Niger State. The first two tiers are the State’s Vision 3:2020, which has been prepared; and the Medium Term Development Plan (MTDP), which was validated in May 2014, awaiting presentation to the State Executive Council (ExCo). The first two tiers of plan try to set out broad statements of policy and strategy to explain how long term service improvement outcomes are to be achieved. These are otherwise called high-level policy documents. On the other hand, MTSS tries to operationalise the broad statements of policy and strategy contained in the high-level policy documents. In other words, MTSS aims to facilitate the implementation of Vision 3:2020 and MTDP by setting out specific projects and strategies for implementation over a three-year period as well as the costs of such projects, sources of finance for them and capacity to implement them. As depicted in Figure 1, MTSS represents a crucial link in the process of translating the long-term poverty reduction strategies of NGSG as articulated in Vision 3:2020 and State Medium Term Development Plan (SMTDP) into the spending reality of the annual budget. The MTSS for Niger State Agricultural Sector was first prepared in 2013 covering the period 2014 – 2016 and was first rolled over in 2014 for the period 2015- 2017. As is customary with the MTSS process, the second rollover was undertaken in 2015 to cover the period 2016-2018. The aims of the MTSS rollover, which is customarily a yearly routine, are to:

Reflect in the revised MTSS the key policy and socio-economic changes that may have taken place since the preceding MTSS was prepared;

Figure 1: Linking Government Policy to Annual Budget

MDGs Vision 3:2020

SMTDP

Long-term poverty reduction strategies of Niger State Government

Fiscal Strategy

Paper

Medium-Term Revenue & Expenditure Plan

Sector Strategies

Medium-Term Strategic Plan of MDAs (MTSS)

Annual Budgets

Yearly Spending Plan of MDAs

Implementation Monitoring &

Reporting

Periodic Implementation Monitoring Plan & Reports

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Reflect the findings of the Sector Performance Review (SPR) in the revised MTSS, in terms of what went well, what did not go well and lessons learnt in the course of implementing the preceding MTSS; and

Revise the expenditure proposals in the MTSS in line with the updated resource availability of the State as indicated by the updated Medium Term Fiscal Framework (MTFF).

Accordingly, the 2015 – 2017 MTSS has now been revised and the rollover version, covering the period 2016 – 2018, is presented in this document. The revised MTSS incorporates the current agricultural policy direction and priorities of the NGSG; as well as key findings and lessons derived from the Agricultural SPR conducted in December, 2014. The rollover MTSS sets out fully costed strategies and expenditure plan through which the Agricultural Sector seeks to contribute to the attainment of the long-term poverty reduction goal of the NGSG over the period 2016 – 2018 within the limits of available resources. Specifically, this document seeks to describe the:

Approach adopted in rolling over the 2015 – 2017 MTSS of the Agricultural Sector to 2016 – 2018;

Results expected in the medium term by way of measurable targeted outputs and outcomes;

Strategies to be implemented in order to achieve the expected results; and

Approach for monitoring the implementation and evaluating the results achieved. As in the past, the revised MTSS would form the basis of the Agricultural Sector’s 2016 budget. As usual, the MTSS would be updated in subsequent years to reflect economic and policy changes; to feed M&E results into budget planning periodically; and to update the expenditure proposals in the MTSS. The performance measures in the revised MTSS would drive monitoring, evaluation and reporting of the impact of Agricultural Sector’s budget on the lives of the people of Niger State.

1.2 Summary of the Process Used for the MTSS rollover

The rollover of the Agricultural Sector MTSS followed a well-defined process targeted at ensuring that projects and expenditure plan of the sector is focused on the current policy priorities of NGSG to achieve best value for money while ensuring budget realism. The MTSS rollover was carried out by the SPT comprising the two Honourable Commissioners in the Sector, the two Permanent Secretaries, Planning, Research and Statistics (PRS) Directors, key officers of the Sector and its Agencies, representatives of Niger State Ministry of Gender Affairs and Social Development, and relevant Civil Society Organisations (CSOs) such as Voice of the Electorate, Nigeria Union of Journalist, Community Aides Initiative and others supported by State Accountability and Voice Initiative (SAVI). Key activities in the rollover of the Agricultural Sector MTSS included the following:

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Sensitisation of the SPT on the MTSS rollover: members of the SPT that prepared the preceding MTSS were sensitized on the need to rollover the 2015 – 2017 MTSS, the objectives of the rollover and the approach to the rollover;

SPARC’s M&E team prepared a guide for conducting an SPR and members of the SPT were taken through a training session on the guide; following which they carried out a review of the performance of the Agricultural Sector in the past 12 months to December 2014; a report of the SPR was prepared and a summary of the report is presented in Section 2.4 of this MTSS document;

MTSS rollover guide was prepared and members of the SPT were trained on the guide; following which the SPT embarked on the rollover of the MTSS;

MTSS rollover kick-off workshop was held on 6 May 2015 for updates on the SPR review and to agree on the MTSS rollover activities and timetable;

The rollover exercise was carried out largely through working sessions by members of the SPT. Key activities carried out at the working sessions were those agreed at the kick-off workshop and they included the following: o Revising and validating the preliminary reviews comprising: sector policy

developments and priorities review; sector situation analysis; sector performance review; 2014 and 2015 budgets implementation review; review of existing budget commitments; and projects scoring;

o Review and finalization of the Mission, Vision and Core Values of the sector;

o Review and finalization of sector Goals, Programmes and Outcomes;

o Review and finalization of outcomes summary table (outcomes, KPIs, baseline and targets);

o Receiving the sector’s indicative budget ceilings from NSPC; capital budget ceilings were received on 30 May 2015 while recurrent budget ceilings were received on 3 June 2015; both ceilings were for the MTSS period of 2016 - 2018;

o Updating the Logframe;

o Revising and updating of the projects costing; and

o Documentation template; Fitting the projects into indicative budget ceilings.

Documentation of the rollover MTSS: the revised MTSS was documented using the agreed;

MTSS validation workshop: the one-day internal validation workshop scheduled for 13th October, 2015 will give internal stakeholders (comprising relevant officers of the Agricultural Sector) the opportunity to provide inputs into the revised MTSS;

Revision and finalization of Sector’s MTSS post validation workshop: the SPT revised the rollover MTSS to reflect inputs and review comments at the validation workshop; and

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Sign-off by the Hon. Commissioners: the revised MTSS was signed off by both the Hon. Commissioner for Agricultural and Rural Development and Hon. Commissioner for Livestock and Fisheries Development.

Best efforts were made to ensure that this Agricultural Sector’s 2016 – 2018 rollover MTSS conforms to SPARC’s 15 strategy standard (5 process and 10 content standards) as much as possible. Annex 2 presents the strategy standards and evidence of the MTSS’ consistency with them. Representatives of Niger State Ministry of Gender Affairs and Social Development participated actively in the MTSS rollover working sessions. Their contributions enhanced the gender and social inclusion property of the 2016 – 2018 MTSS. Three critical areas that were identified as requiring special attention for women and social inclusion were:

Agricultural inputs distribution disaggregated by gender and social Inclusion;

Agricultural credit facilities disaggregated by gender and social Inclusion; and

Access to agricultural land disaggregated by gender and social Inclusion. Efforts have been made in this rollover MTSS to give special consideration to women in respect of the first two bullet points; while the issue of access to Agricultural land is being jointly addressed by the Ministry of Agriculture and Rural Development, Ministry of Local Government and Chieftaincy Affairs, Ministry of Lands and Housing and Ministry of Gender Affairs and Social Development.

1.3 Summary of Conclusions

Agricultural Sector is the mainstay of Niger State’s economy and the means of livelihood for most of the rural populace. Sustained agricultural growth is, therefore, critical to increasing food security, uplifting the living standard of the people as well as generating employment and rapid economic growth. However, in spite of the importance of the Agricultural Sector, farming in Niger State, as in many states of Nigeria, has for many years been predominantly subsistence, rain-fed and poorly mechanized. Moreover, institutional support and infrastructure have been inadequate. This 2016 – 2018 MTSS, therefore, focuses on addressing these challenges. Besides ensuring food security for all Nigerlites, the strategy aims at employment generation, wealth creation and economic development of the rural communities. Moreover, it is expected to reposition the Agricultural Sector as a key driver of economic growth so as to facilitate the realisation of Niger State’s vision of being one of the 3 most developed States economies in Nigeria by 2020as envisaged by Vision 3:2020. Key highlights/strategic direction of the Medium Term Strategies of the Agricultural Sector include the following:

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Irrigation practices will be encouraged and intensified so as to minimise dependence on rain water for farming and facilitate all year round agricultural production; the State is also partnering with the World Bank under the FADAMA IIIAF project to promote dry season farming;

The Agricultural Sector will ensure that farmers, producers, processors and marketers of agricultural produce employ modern methods and technologies along the value chain to enhance their productivity, commerciality and competitiveness at all levels;

Farmers will be encouraged to adopt modern farming practices while increasing the integration of agriculture with other relevant sectors of the Niger State economy; hence, the Tractor Hire and Animal Traction Services are being re-vitalized to encourage farm mechanization;

In order to increase livestock population of quality animals, Artificial Insemination (AI) technique is being brought from South Africa, the adoption of which will significantly increase the population of cattle. Hybrid of other animals will also be introduced. Other initiatives to be put in place to increase livestock production include the establishment of grazing reserves at strategic locations; establishment of veterinary centres; provision of drugs, vaccines and equipment for treatment of animal diseases; and establishment of control posts to monitor livestock movements within and outside Niger State;

The Livestock and Fishery Institute that has just been established will be well equipped and its fish hatchery will be effectively utilized to boost fish production;

Farmers’ access to quality and affordable agricultural inputs will be accorded priority. In furtherance of this, farmers' registration under the Growth Enhancement Scheme (GES) will be intensified to enable inputs get to registered farmers directly through e-wallets (i.e. through telephones and SMS directing farmers to where to pick up their inputs); benefiting farmers pay 50% of the cost of fertilizers while the Federal and State Governments pay 25% each. Fertilizers will be procured and sold to farmers at subsidized rates through the Local Government Areas (LGA) Ward Development Committees;

Agro-processing and marketing development will be given attention to enhance the value addition, prices and marketing of agricultural produce in line with the Agricultural Transformation Agenda (ATA) of the Federal Government which envisages the promotion of agriculture along the value chain;

Rural development will be vigorously pursued through improved electricity and potable water supply to rural communities to stem rural-urban migration and retain manpower in the rural areas for agriculture production;

Buffer Stock Programme is being resuscitated to cushion the effects of high food prices to consumers, ensuring food security and to stabilise the prices of agricultural products to farmers through procurement of grains by the Government and sales to the public at subsidized prices;

Establishment of Fruit Trees Nurseries is being intensified with a view to promoting orchard farms and horticultural production across Niger State;

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Priority will be accorded the development and prudent management of the factors of production such as land, water, inputs, and financial resources so that the cost of production will remain within international standard and enhance competiveness;

Priority will be placed on reform and streamlining of agricultural institutions that provide services to farmers such as extension, training, On- Farm - Adaptive Research (OFAR) and regulatory services so as to enable them serve farmers efficiently and cost effectively. In this connection, four Farm Institutes are planned for an upgrade into Agricultural Services and Training Centres (ASTCs) to provide hands-on training to farmers on all aspects of agriculture during this MTSS period. The improved farming methods arising from the training received should help to boost the yields of food and cash crops;

Appropriate policy, legal and regulatory frameworks will be instituted to encourage individual farmers to shift from subsistence to market-oriented production processes; and

An enabling environment will be created for increased private sector investment in Niger State Agricultural Sector for optimum realization of the agricultural transformation objectives enshrined in Vision 3:2020. In furtherance of this, the State government is floating a Niger State Commercial Agriculture Credit Scheme (NSCACS) for farmers and investors in agricultural activities. Moreover, Agro-based businesses are being promoted through the establishment of processing centres that are fully equipped with grain milling machines.

The foregoing emerged as the strategic priorities for the Niger State Agricultural Sector from the situation analyses of the Sector that was conducted as well as the review of high level policy documents (See Sections 2.3 and 2.5). Moreover, a structured scoring and prioritisation system was applied to the existing, ongoing and new projects of the sector and the issues itemized above came out as priorities (See Section 3.2 and Annex 7).

1.4 Summary of the Sector’s Programmes, Outcomes and Related Expenditures

Table 1 summarises the programmes that the Agricultural Sector plans to implement in the medium term (2016 – 2018), the outcomes of the respective programmes, and the estimated costs or planned expenditures on the respective programmes over the 3-year period. The table also presents a comparison of the total cost of the programmes each year with the indicative budget ceilings issued by the NSPC for the respective years. Table 1: Programmes, Outcomes and Costs/Expenditures

Programme Outcome Budgeted Expenditure (‘000)

2016 2017 2018

1.1 Irrigation Development Increased Hectarage of land area

cultivated under irrigation

practices for all year round

agricultural production

74,420 59,420 151,676

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2016 2017 2018

1.2 Crop production Increased yield and availability of

food and cash crops. 35,044 24,010 39,090

1.3 Livestock production Increased livestock population of

quality animals. 93,000 72,193 98,718

1.4 Fishery production Increased fish production and

availability to consumers. 30,379 33,481 26,489

1.5 Agricultural Financing Increased number of farmers

having access to agricultural

financing.

70,500 10,500 60,500

2.1 Agro-processing and

marketing development

Minimization of post-harvest

losses, enhancement of farmers'

incomes, stabilization of prices

and supply of agricultural

products and expansion of

employment.

7,500 0 0

2.2 Buffer Stock All year round grains availability

and market price & supply

stability.

61,072 45,976 54,591

3.1 Agricultural technology

generation and transfer

Increased number of farmers

adopting improved agricultural

technologies.

163,193 163,443 209,825

3.2 Agricultural manpower Skill

development

Increased agricultural manpower

productivity, efficiency and

effectiveness.

30,585 140,814 205,024

3.3 Agricultural Inputs

distribution

Increased access to quality

agricultural inputs by farmers. 105,000 105,345 82,000

3.4 Agricultural surveys Availability of reliable and

current/updated agricultural

data.

8,100 13,231 6,832

4.1 Rural feeder roads and river

crossings construction and

rehabilitation

Improved inter communities,

inter-farms and inter-markets

links.

125,000 125,000 125,000

4.2 Farm machinery and

construction equipment

acquisition, refurbishment,

and rehabilitation of

Increased availability of farm

machinery, construction

equipment, and rehabilitated

AEHCs to reduce drudgery in

82,005 30,000 42,000

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2016 2017 2018

Agricultural Equipment

Hiring Centres(AEHCs)

agricultural practices.

5.1 Administration,

Finance/Accounts, Human

Resources & Training

Effective and efficient

management of Agricultural

Sector’s resources, (human,

financial and material).

0 0 2,773

5.2 Agricultural Research &

Consultancy; Planning

Research & Statistics (PRS)

Quality policy planning, research

and management decision

making.

142,458 122,485 153,618

Total Programmes Cost (N’000) 1,028,256 945,898 1,258,135

Indicative Capital Budget Ceiling (N’000) 1,028,256 945,898 1,258,136

Indicative Capital Budget Ceiling less Total Programmes Cost (N’000) 0 0 0

Source: Sector Planning Team’s analyses

NSPC was timely in issuing indicative budget ceilings for the rollover of the MTSS. It issued capital budget ceilings for all Ministries, Departments and Agencies (MDAs) for the period 2016 – 2018 on 30 May 2015 and issued recurrent (personnel and overhead) budget ceilings on 3 June 2014. Details of the indicative budget ceilings issued to the Agricultural Sector are presented in Table 2. Ideally, in order to realistically determine the funds available for capital expenditure proposals in the 2016 – 2018 MTSS, capital costs commitments by the constituent MDAs of the Agricultural Sector should be deducted from the indicative capital ceilings of the respective MDAs. Niger State Agricultural and Mechanization Development Authority (NAMDA) is the only agency of the agricultural sector that has capital cost commitment of N405.3 million (See Table 11). This amount is reflected in the MTSS capital budget proposal presented in Table 2. Table 2 presents a comparison of the MTSS expenditure proposals (personnel, overhead and capital) with the indicative budget ceilings for the respective years of 2016 – 2018. The table indicates that the MTSS expenditure proposals by all the constituent MDAs of the Agricultural Sector [Ministry of Agriculture and Rural Development (MARD), Ministry of Livestock and Fisheries Development (MLFD) & NAMDA] were within the indicative budget ceilings issued to them by NSPC.

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Table 2: Comparison of 2016 – 2018 MTSS Expenditure Proposals and Indicative Budget Ceilings

Item Personnel (N'million) Overhead (N'million) Capital (N'million)

2016 2017 2018 2016 2017 2018 2016 2017 2018

Ministry of Agriculture and Rural Development (MARD)

Indicative Ceiling 172.0 180.6 189.7 42.0 44.1 46.3 512.9 443.1 683.2

MTSS Proposal 172.0 180.6 189.7 42.0 44.1 46.3 512.9 443.1 683.2

Ceiling Less MTSS Proposal

0 0 0 0 0 0 0 0 0

Ministry of Livestock and Fisheries Development (MLFD)


MTSS Proposal 416.4 437.2 459.0 25.7 27.0 28.4 125.4 114.5 139.2


0 0 0 0 0 0 0 0 0

Niger State Agricultural Mechanisation and Development Authority (NAMDA)


MTSS Proposal1 537.3 564.2 592.4 25.2 26.5 27.8 389.9 388.3 435.7


0 0 0 0 0 0 0 0 0

Agricultural Sector

Indicative Ceiling 1,125.7 1,182.0 1,241.1 92.9 97.6 102.5 1,028.2 945.9 1,258.1

MTSS Proposal 1,125.7 1,182.0 1,241.1 92.9 97.6 102.5 1,028.2 945.9 1,258.1


0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Source: Indicative budget ceilings data are as issued by NSPC; MTSS rollover (2016- 2018) expenditure proposals are as per projections. Note: 2016-2017 data was repeated as we are yet to receive 2016-2018 ceiling from National Planning Commission (NPC).

1.5 Outline of the Structure of the Document

This MTSS document is structured in five chapters. The respective chapters address different subject matters but they jointly provide a complete and coherent story regarding the strategies to be adopted by the Agricultural Sector of Niger State over the medium term of 2016 - 2018. Chapter 1 is introduction. It sets out the aims and objectives of the document; provides a brief description of the process used for rolling over the Agriculture MTSS; summarises the key

1 The MTSS capital budget proposal by NAMDA included the capital cost commitment of the Agency as presented in Table 11.

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highlights/strategic direction of the medium term strategies of the Agricultural Sector; and provides a summary of the sector’s programmes, outcomes and related expenditures. Chapter 2 describes the Agricultural Sector and the policy environment in Niger State. Following a brief introduction to the state, the chapter describes the Agricultural Sector’s institutional structure including an assessment of the adequacy of the organisation structure for delivering the mandates and outcomes of the sector. The chapter then presents a summary of the results of the SPR that was conducted in the course of this MTSS rollover; examines the current situation in the Agricultural Sector; and summarises the key findings from the review of high level policy documents. The sector’s mission, vision and core values were presented; followed by the sectors goals and programmes for the MTSS period. Chapter 3 describes the development of the sector strategies for the medium term. It begins with an outline of the major strategic challenges facing the sector and which will be the object of strategy development. It goes on to report the results of the review of budget commitments (personnel, overhead and capital) and the amount available for capital projects from the indicative budget ceilings after deducting the budget commitments. The contributions of Development Partners involved in the sector were summarised; followed by presentation of an outline of key strategies that the Agricultural Sector plans to implement over the medium term; including the justifications for the strategies and responsibilities for implementation. Chapter 4 describes the process adopted in projecting the expenditure over the three year horizon of the MTSS. The chapter is essentially about the costing of projects, including the key assumptions underlying the costing. Chapter 5 provides framework for monitoring the implementation of the MTSS and for evaluating the results achieved vis-à-vis the targets set in the MTSS. Sources of data for measuring the results obtained were highlighted as well as the approach to conducting annual sector review. The chapter concludes with an outline of the responsibilities for various components of monitoring work; including data collection, data analyses and reporting.

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Chapter 2: The Sector and Policy in the State 2.1 A Brief Introduction to the State

Figure 2: Map of Niger State Showing the 25 Local Government Areas

Niger State, one of the 36 States of Nigeria was 39 years old in 2015, having been created on 3 February, 1976. The State comprises 25 Local Government Areas (LGAs). The LGAs are grouped into three administrative zones: A, B and C with the Zones having 8, 9 and 8 Local Government Areas respectively (See Vision 3:2020 P.1). Each LGA is subdivided into districts and the districts are further subdivided into 274 wards and villages. Niger State is one of the largest states in Nigeria in terms of land area. The State covers about 86,000km2 (or about 8.6million hectares) representing about 9.3% of the total land Area of the Country and the second largest state in Nigeria after Borno State [See Niger State Vision 3:2020 P.1, National Bureau of Statistics (NBS), Annual Abstract of Statistics, 2009 Table 1 P.4]. The State is generously endowed with big rivers, the major ones of which include Rivers Niger, Kaduna, Gbako, Eko, Gurara, Ebba, Ega and Mariga. According to 2006 census, Niger State population was 3,950,249; comprising 2,032,725 males and 1,917,524 females2. These figures meant that males represented 51.5% of the state’s population while female represented 48.5%. As against the national population growth rate of 3.2% per annum, it is estimated that Niger State population has been growing at 3.4% annually. At that growth rate, Niger State population will be about 5,337,149 in 2015. Agriculture is the mainstay of Niger State’s economy and major economic activities comprise farming, fishing and cattle rearing. Other economic activities (though limited in scale) include

2 See Official Gazette (FGP 71/52007/2,500(OL24): Legal Notice on Publication of the Details of the Breakdown of the National and State Provisional Totals 2006 Census.

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banking, trading, transportation, local arts and crafts. These activities constitute the main means of livelihood of the people of Niger State in addition to public service engagement. Niger State is also blessed with a lot of natural resources (solid minerals, vast arable land which is good for agriculture, good weather condition as well as surface and ground water supplies). Mineral resources available in the state include: Gold, Talc, Kaolin, Graphite, Ball Clay, Feldspar, Marble, Dolomite, Manganese, Mica, Lead and copper, Quartzite, Asbestos & Iron, Silica Sand, and Granite. However, little or no effort has been made to explore these abundant resources to date. The state’s water resources are vast, supporting the three existing hydroelectric power stations in Kainji, Shiroro and Jebba; as well as the ongoing Zungeru hydroelectric power station. In addition to electricity generation, the hydroelectric power stations also support and offer increased prospects and opportunities for irrigated Agriculture, Animal husbandry and fishing. The human resources of the state are equally great. The economically active population is about 50% of the population while the State Government is directing efforts at youth empowerment through skills acquisition and improvement in general health. The current human resources of the state offers great opportunities for agriculture based industrialisation and private sector development. Niger State is peaceful, with reputation for hospitality and good neighborliness. Due to rapid urbanization and migration, the State Government has put in place measures to address the challenges associated with cities and urban centres. In addition, the State Government has in place adequate security to ensure safety of its citizens, investors and other stakeholders in ensuring that the state achieves its developmental goals. Opportunities abound in Niger State for domestic and foreign investors. The state is endowed with an Agricultural Sector with world class potentials. The state has comparative advantage in the production of rice with the capacity to feed the whole of Nigeria and for export. Other features that make Niger State an attractive destination for domestic and foreign investors include the following:

Expansive arable land for mechanized farming;

Conducive environment for the rearing and management of livestock;

Large deposit of abundant solid mineral resources that are yet to be exploited;

Large expanse of wetland well suited for large scale irrigated agriculture;

Expansive forest resources;

Amenable and liberal tax system suitable for the growth of Small and Medium Scale Enterprises (SMEs) and informal sector enterprises;

Proximity to Nigeria’s Federal Capital Territory (FCT);

Good electricity supply and electrification of the urban and rural areas; and

Good road network, international airport, railways and river port.

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The rollover development strategy of Niger State is to use its agricultural endowments through Public-Private-Partnership (PPP) arrangement to industrialise, modernise and develop the state's economy for the improvement of the welfare of the people of the state. The agro-based industrialisation strategy implies that agriculture and its allied industries will continue to form the pivot of the state's developmental efforts; meaning that most of the other sectors, policies and strategies will revolve around the promotion of agriculture. In order to optimise the potentials of the Agricultural Sector, the NGSG has initiated several transformational programmes which are summarised in Section 1.3 of this MTSS document.

2.2 Overview of the Sector’s Institutional Structure

The Agricultural Sector is structured in a way to effectively discharge its mandates. The Sector comprises two Ministries and two Agencies. The Ministries are Agriculture & Rural Development and Livestock & Fisheries Development; while the Agencies are NAMDA, and Niger State Livestock and Fisheries Institute (NL&FI). Broadly speaking, the Agricultural Sector is structured into three main compartments as follows:

a) The Executive – Comprising the offices of the:

Two Honourable Commissioners; one each for MARD and MLFD; and

Two Permanent Secretaries; one each for the MARD and MLFD.

b) The Departments – the two Ministries have 13 main departments; comprising four general services departments and eight technical departments; each of the 13 departments is headed by a Director.

c) The Agencies –

NAMDA is headed by a Managing Director who reports to the Permanent Secretary, MARD. NAMDA has seven main departments; comprising three general services departments and four technical departments. Each of the seven departments is headed by a Director. NAMDA also has three programmes that are headed by Programme Coordinators.

NL&FI is headed by a Director General who reports directly to the Honourable Commissioner MLFD.

Figure 3 presents the high level Organogram of the Agricultural Sector; showing the Executive Compartment, the two Ministries and the two Agencies. Table 3 lists out the main departments of the four constituent MDAs of the Agricultural Sector, showing the general services and technical departments of the respective MDAs. Detailed organisation structures of the two ministries and NAMDA are presented in Annexes 3 – 5.

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Table 3: Main Departments of the Agricultural Sector

Main Departments of MARD

General Services Departments Technical Departments

Planning Research and Statistics Agriculture Services

Personnel Management Produce and Pests Control

Engineering Services

Rural Development

Main Departments of MLFD


Planning Research and Statistics Animal Health

Personnel Management Veterinary Public Health and Epidemiology

Animal Production

Grazing Reserves and Range Management

Fisheries

Main Departments of NAMDA


Planning, Monitoring & Evaluation Extension Services

Finance and Accounts Engineering Services

Administration and Service Matters Rural Enterprises Development

Research Services

Main Departments of NL&FI


Programmes

Rural Access and Mobility Project II(RAMP II) State Implementation Office

Niger State Commercial Agriculture Credit Scheme (NSCACS)

Niger State Fadama Co-ordination Office

Value Chain Development Programme

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Figure 3: High Level Organogram of the Agricultural Sector

Source: Culled from the Organisation Structures of the Constituent MDAs The present organisation structure of the sector is considered adequate for delivering the mandates of the Agricultural Sector as well as the goals, programmes and outcomes planned by the sector for the medium term period. In the current organisation structure, there are departments or units to handle all the 15 programmes planned for implementation during the MTSS period. Table 4: Agricultural Sector Workforce by Salary Grade Level and Gender

Salary Grade Level

MARD MLFD NAMDA NSLFI MDAs Total % Distribution

Male Female Male Female Male Female Male Female Male Female

Male/Female Male Female

1 0 0 0 0 0 0 0 0 0 0 0 0 0

2 0 0 0 0 0 0 0 0 0 0 0 0 0

3 3 0 2 0 22 0 0 0 27 0 27 100% 0.0%

4 50 0 49 1 250 1 0 0 349 2 351 99.4% 0.6% 5 2 1 16 0 22 3 0 0 40 4 44 90.9% 9.1%

6 27 2 30 6 38 2 0 0 95 10 105 90.5% 9.5%

Agricultural Sector

Champion

Hon Commissioner Ministry of Livestock & Fisheries Development

Hon. Commissioner Ministry of Agriculture & Rural Development

Director General Livestock &

Fisheries Institute

Permanent Secretary Ministry of Livestock & Fisheries Development

Permanent Secretary Ministry of Agriculture & Rural Development

Departments & Units

(See Annex 4)

Managing Director NAMDA

(See Annex 5)

Departments & Units (See Annex 3)

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7 35 2 10 6 109 8 0 0 154 16 170 90.6% 9.4%

8 24 6 21 11 29 7 0 0 74 24 98 75.5% 24.5%

9 21 3 16 7 139 28 0 0 176 38 214 82.2% 17.8%

10 16 6 14 0 56 13 0 0 86 19 105 81.9% 18.1%

11 0 0 0 0 1 1 0 0 1 1 2 50.0% 50.0%

12 20 5 9 3 109 8 0 0 138 16 154 89.6% 10.4%

13 11 3 22 8 60 22 0 0 93 33 126 73.8% 26.2%

14 52 16 35 8 137 30 0 0 224 54 278 80.6% 19.4%

15 6 0 3 0 10 0 0 0 19 0 19 100.0% 0.0%

16 2 1 9 0 6 0 0 0 17 1 18 94.4% 5.6%

17 4 0 3 0 3 0 0 0 10 0 10 100.0% 0.0%

SG 2 0 1 1 1 0 0 0 4 1 5 80.0% 20.0%

Total 275 45 240 51 992 123 0 0 1,507 219 1,726 87.3% 12.7%

Source: Workforce data supplied by the Agricultural Sector and analysed by the SPT

Table 5: Director Level Staff in the Agricultural Sector by Gender

MDA

Director Deputy Director

Assistant Director

MDAs Total % Distribution

Male

Female

Male

Female

Male Female Mal

e Femal

e Male/Fema

le Male Female

MARD 4 0 2 1 6 0 12 0 12 100.0

% 0.0%

MLFD 3 0 8 1 6 0 17 1 18 94.44

% 5.56%

NAMDA

3 0 6 0 9 1 18 1 19 94.74

% 5.26%

NSLFI 0 0 0 0 0 0 0 0 0 0.0% 0.0%

Total 10 0 16 2 21 1 47 2 49 95.92

% 4.08

%

Source: Workforce data supplied by the Agricultural Sector and analysed by the SPT

Key: MARD = Ministry of Agriculture and Rural Development MLFD = Ministry of Livestock and Fisheries Development NAMDA = Niger State Agricultural and Mechanisation Development Authority Tables 4 presents the current staff complement of the Agricultural Sector by MDA, by salary grade level and by gender; while Table 5 presents the Directorate level members of staff of the Sector by MDA and by Gender. It is clear from the data in both tables that women have not been prominently represented in the Niger State Agricultural Sector’s staffing and top level management. For instance, of the total Sector’s workforce of 1,726, only 12.7% are women (See Table 4). Moreover, out of the total of 49 members of staff that are in the Directorate grade, only 4.8% are women (See Table 5). The low percentage of women employee recorded in Agricultural Sector may not be unconnected with women apathy in choosing agriculture as a

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profession in the past. In order to redress such an anomaly, it is planned that gender sensitivity will be promoted as a core value of the Agricultural Sector during the medium term of 2016 – 2018 (See Section 2.6, Table 6).

2.3 The Current Situation in the Sector

Niger State is naturally endowed with resources that are congenial to commercial agricultural activities both at small and large scale levels. The state has expansive arable land; estimated at about 68,925km2 (or about 6.9 million hectares). The state is also blessed with fertile soil typical of the savannah vegetation which has been categorized among the best globally with high potential for rain-fed and irrigated farming as well as for grazing opportunities. The numerous water bodies provide artisanal fishermen a means of livelihood and an important source of wealth creation. Fish production through artisanal fishing is estimated at about 55,000 metric tons per annum (See MLFD). This is grossly below its potential capacity which is a manifestation of underutilization of existing agricultural resources of Niger State. The abundant fertile soil with appreciable rainfall provides opportunity for diverse crop production which cuts across major crops that constitute Nigeria’s staple foods and cash crops including rice, sorghum, maize, millet, groundnuts, cowpeas, soybeans, benniseed, cotton, yam, cassava, sweet potatoes, sugar cane, melon, vegetables of all kinds, sheanuts, locust bean and oil-palm. For instance, over the years, the annual production of the major Fadama crops (e.g. rice, maize, sugarcane and assorted vegetable) is estimated to be more than 200,000 metric tons, while those of cassava; yam and potatoes are 548,299 3,520,666 and 112,324 metric tons per annum respectively. Annex 1 presents 5-year production history of various crops in Niger State during 2008 – 2013. A similar trend is observable in respect of livestock production. For instance, Development Action Plan (DAP) (2008) puts livestock population in 1990 at 1.54 million cattle, 0.95 million sheep, 1.59 million goats and 0.21 million other animals (including camel and pigs). The poultry population was about 5.78 million during the same period; comprising chicken, guinea-fowl, turkey, duck and doves. In spite of the volume of crop and livestock production, however, they are far below their potentials and are mostly dominated by small scale activities. The potential for large scale commercial farming (crop and livestock) remain under exploited. In order to maximize the potential of the Agricultural Sector, the Government of Niger State has initiated several transformational programmes which the Sector plans to continue during the MTSS period of 2016 – 2018. Key highlights of the medium term strategies of the Agricultural Sector are summarised in Section 1.3. The Agricultural Sector in Niger State faces a number of challenges requiring urgent attention from stakeholders. The key challenges confronting crop production include the following:

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Limited usage constrained by high cost and low purchasing power of the farmers of the basic agricultural inputs such as improved seeds and seedlings, fertilizers, tractors, bulldozers, animal traction and agro-chemicals. For instance, only about 5% of agricultural activities have been mechanized and only about 10% use animal traction;

Inadequacy of trained and quality extension workers as well as demonstration plots. Knowledge base of farmers is low and they are not receiving necessary support of qualified extension workers and demonstration plots;

Poor storage and processing facilities, responsible for high post-harvest losses. The problem is further compounded by inefficient marketing system and lack of small scale processing plants for surplus perishable farm produce;

Virtual absence of all-year-round farming in the state due to absence or non-functional irrigation facilities and equipment. Only 25%of the potential Fadama land in Niger State has been developed;

Inability of small scale farmers to access agricultural credit facilities of Bank of Agriculture (BOA) and commercial banks; and

Due to non-modernisation of farming practices and absence of basic social infrastructure in the rural areas, farming still remains unattractive to youth thereby leading to rural-urban migration; hence farming activities are generally undertaken by aged people posing problem of succession.

The key impediments to fish production in Niger State include the following:

High cost and low purchasing power of farmers of fishing equipment/inputs such as fishing nets, hooks, fingerlings, boats and out-boards engines; coupled with obnoxious fishing practices resulting in depletion of fisheries resources especially in the numerous inland water bodies of the state;

Absence of standard fish marketing infrastructure including inadequate cold storage and processing facilities; and

Underdeveloped aquaculture practices.

Key bottlenecks to livestock production in Niger State include the following:

Inadequate grazing land leading to incessant conflicts between farmers and herdsmen;

Inadequate veterinary facilities, including drugs and personnel, leading to high mortality rate of animal stock;

Heavy reliance on local breeds with low level productivity; plus inadequate supply of improved breeds of livestock; and

Increasing activities of cattle rustlers in the state.

2.4. Summary of Sector Performance Review

MTSS was developed for Niger State Agricultural Sector for the first time in 2013 covering the period 2014 – 2016. The MTSS was first rollover in 2014 (2015-2017). This is the second rollover in 2015 for the period 2016-2018. After about 12 months of the implementation of the

30

budget/MTSS, it was thought necessary to assess the performance of the sector regarding the extent to which the results in the MTSS have been achieved. Hence, a sector performance review was carried out in May 2015. The performance review indicated that some modest results were achieved in 2014; though substantial under achievement / non-achievement remained. Details of these are contained in the sector performance review report while the highlights include the following:

Out of the 400 farmer-managed tube wells targeted for production in 2014, only 150 were produced as at December 2014; a short fall of about 82% on pro rata basis;

350 farmers’ cooperatives were targeted to access agricultural credit during the year only 145 groups received as at December 2014 representing 41.4%;

2.296 million Cattle and 73,980mt of Fish where produced in year 2014;

Yield per hectares for rice, Maize, Cassava were targeted to increase by 40%, 30% and 40% respectively. However, the actual achievement for rice, Maize and Cassava were 35%, 9.4% and 5% increase respectively for 2013;

Out of 250,000 farmers targeted for registration under GES, 100% was achieved;

Adoption of improved technology, 32,580 farmers adopted improved technology against the target of 1,710,000 signifying 2% achievement of the target.

Key explanations for the shortfalls highlighted above included the following:

The budgeted funds were not released as at when due; for example a memo in respect of the release of funds for drilling of tube wells that was submitted in January 2014 was yet to be approved as at May 2014. The modest achievement in respect of the tube wells was made possible by the concerted efforts of the MARD;

Data gap on production might also be responsible for the apparent shortfalls between targets and achievements;

A question mark could also be raised on the quality of the targets set especially in view of the questionable quality of the baseline data; and

No livestock census was conducted to determine the actual production figures. A major lesson derived from the review of the sector performance was the need to hinge the baseline and target determination on quality data. Many of the baselines in the preceding MTSS turned out to be unreliable while the targets derived from them were generally unrealistic. Findings from the sector performance review would help to shape the revised Agricultural Sector MTSS for the period 2016 – 2018.

2.5 Sector Policy

A number of high-level policy documents were reviewed to set the tone and direction for the 2016 – 2018 Agricultural Sector MTSS. Specifically, the review provided the bases for the following elements of the MTSS:

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Goals, programmes and outcomes determination;

Strategies (i.e. projects and initiatives) development to achieve the specified goals and outcomes;

Outputs and outcomes determination and target setting to facilitate monitoring and evaluation; and

Development of Key Performance Indicators (KPI) of outputs and outcomes.

Accordingly, the following high-level policy documents were reviewed; with emphasis on the sections of the respective documents that dealt with the Agricultural Sector. The high level policy documents and their specific pages that were reviewed were as follows:

Niger State Vision 3:2020 pages 42 – 53;

Niger State Medium Term Development Plan (2015 – 2019), draft;

Niger State Economic Empowerment and Development Strategy (NSEEDS) – pages 23 and 31;

Niger State Development Action Plan (2007 – 2011) – Chapter 4, pages 29 – 41;

Nigerian Vision 20:2020 – National Implementation Plan vol. II, Chapter 6, pages 52 – 71;

National Transformation Agenda (2011 – 2015) – Chapter 5, page 14;

National Economic Empowerment and Development Strategy (NEEDS) – pages 26 and 32;

New Partnership for African Development (NEPAD) – Section 3, page 33; and

Millennium Development Goals (MDGs);

Validated Niger State Agricultural Policy Document;

All Progressive Congress (APC) manifesto 2015 – pages 6, 8,9,10 and 15-17. The foregoing policy documents were reviewed to extract relevant strategic issues, policy thrust, high-level strategies, performance indicators and targets that would form the basis of the Agricultural Sector MTSS for the period 2016 - 2018. Specifically, the review of the policy documents guided the development of the strategic goals, programmes, strategies, performance indicators, outputs, targets, and outcomes of the Agricultural Sector for the 2016– 2018 MTSS period. The rest of this section presents the highlights of the findings from the high level policy documents reviewed. According to Niger State Vision 3:2020 (P. 9), the policy thrust of the Agricultural Sector is to take advantage of the diverse agricultural resources of the state to develop an Agricultural Sector that will guarantee food security, reduction of rural poverty and accelerated economic development of the state. The Sector shall be private sector driven, while the Government will create an enabling environment for public private partnerships. Essentially, the policy thrust is to promote agricultural transformation through productivity enhancement and commercialisation of agricultural activities covering crop, fish and livestock production. The eight MDGs were reviewed. The only one relevant to the Agricultural Sector is Goal 1 which deals with eradication of extreme poverty and hunger. Out of the 2 targets of this goal, target 2

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is directly connected to the Agricultural Sector. The target aims to “Halve between 1990 and 2015, the proportion of people who suffer from extreme poverty and hunger”; and the Key Performance Indicators of the target are:

Prevalence of underweight children under five years of age [United Nation Children Fund(UNICEF)-World Health Organisation (WHO)]; and

Proportion of population below minimum level of dietary energy consumption [Food and Agricultural Organisation (FAO)].

The 2016 – 2018 MTSS of Niger State’s Agricultural Sector aspires to contribute maximally to the achievement of Goal 1 of the MDGs and especially target 2. Goal 1 of the sector strives to “achieve food security and increase current production levels of all agricultural products” (See Table 7). If the state level goal under this sector is implemented as planned, the associated outcomes would have perceptible impact on eradication of extreme poverty and hunger in Niger State. In preparing 2016 – 2018 rollover MTSS, the APC manifesto 2015 for Niger State by the incoming administration was also reviewed. The key issues highlighted in the manifesto concerning agriculture have been taken care of in MTSS (2016 – 2018). For example, their roadmap for job creation, youth empowerment and that of restoring agriculture in Niger State. Key strategies for realizing the above named policy thrust as articulated in the high level policy documents reviewed3 include the following:

Increasing the access of farmers to critical inputs (e.g. fertilizer, high-yielding seeds / seedlings, vaccines and fishing gears);

Promoting irrigated farming;

Expansion of agricultural extension workers qualitatively and quantitatively to boost crops, animal and fish production and exposing them to emerging good practices and research findings; increasing the number of agricultural extension workers by 35% in 2015 from its level of 350 in 2014 (source: NAMDA);

Improving the access of farmers to agricultural credit and financing through:

o the establishment of Agricultural Trust Fund; o facilitating access to existing Agricultural Credit Guarantee Scheme Fund e.g.

Nigeria Incentive and Risk Sharing in Agricultural Lending(NIRSAL); o facilitating access to Economic Community of West African Countries

(ECOWAS)Fisheries Funding Scheme; o regular payment of State counterpart funds for donor assisted projects;

3(e.g. See NEPAD section 3 page 33; Nigerian Vision 20:2020, National Implementation Plan vol. II, Chapter 6, pages 52 – 71; National Transformation Agenda 2011 – 2015, chapter 5, page 14; NEEDS, pages 26 and 32; Niger State Vision 3:2020, part 2, pages 42 – 53; Niger State Medium Term Development Plan 2013 – 2015 ; NSEEDS pages 23 and 31; and Niger State Development Action Plan 2007 – 2011,chapter 4, pages 29 – 41).

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o facilitating access to NSCACS; o Collaboration with development Banks such as Bank of Industry, Bank of

Agriculture (BOA) and other Financial Institution to expand credit to farmers’ Cooperatives;

o Nigeria Agricultural Insurance Corporation (NAIC) to take care of financial/ investment risk in agriculture.

The foregoing State Government strategies will be erected firmly on PPP arrangement to facilitate the actualisation of the policy thrust. The Agricultural Sector’s Mission, Vision and Core Values articulated in Section 2.6 of this revised MTSS document derived from a review of various documents of the entities making up the Agricultural Sector. The various high level documents reviewed articulated a number of strategic issues and/or challenges concerning the Agricultural Sector in Niger State. Some of the issues were summarised in Section 2.3 of this MTSS document while others can be summarised as follows:

Low productivity of major crops, livestock and fisheries; e.g. the current yields of rice, maize and yam are 3.1mt, 2.2mt and 15.03mt per hectare respectively as against the standards yields of 6mt, 5mt and 70mt per hectare respectively. While for livestock the milk yield and slaughter weight of indigenous breeds of cattle are 1litre/day and 150kg respectively as against 15litres/day and 450kg for the hybrids;

Dilapidated irrigation facilities;

Low level of mechanisation in Agricultural production; the current level is less than 1hp per hectare as against the standard of 3hp per hectare;

Low adoption of improved/new agricultural technologies by farmers arising from inadequate technical support services due to inadequate extension workers /logistics and low access to credit facilities by farmers. Presently, extension agent/ farmer ratio in the state is 1:2000as against 1:800 national standards;

Inadequate storage facilities; all silos complexes in the state are dilapidated;

Underutilisation of available natural resources; out of about 7million hectares of cultivable land in the state, only about 2.3million hectares or 33% are currently cultivated for production of various crops;

Inadequate and non or low release of budgetary allocation to the Agricultural Sector;

Inadequate access to agricultural financing by farmers;

Inadequate access to critical agricultural inputs by farmers;

Inadequate and poor infrastructural facilities such as rural roads and stock routes;

Underdeveloped markets and value addition, leading to low prices; and

Climate change results in flooding and drought both of which are disruptive to Agricultural activities.

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2.6 Statement of the Sector’s Mission, Vision and Core Values

The mission and vision statements set out below were adapted from the various versions found in the policy documents of the Ministry of Agriculture and Rural Development and Ministry of Livestock and Fisheries as well as the Vision 3:2020 document of Niger State4. Mission Statement To create an enabling environment for agricultural production in Niger State through provision of accessible, timely and cost effective agro-inputs and supports as well as guaranteeing minimum prices for farm outputs with a view to ensuring food security on a sustainable basis and improving the economic well-being of the population. Vision Statement To be the engine of growth and transformation of Niger State’s economy and a critical facilitator of the achievement of the State’s vision of being one of the three most developed state economies in Nigeria by year 2020. Core Values We have identified here a set of four core values which represent core behavioural traits by which we expect members of the Agricultural Sector of Niger State to operate. The core values are beliefs which we hold in common and endeavour to put into practice; and they depict the priorities on how we will deliver services to our stakeholders. The core values which will constantly guide members of the Niger State Agricultural Sector in performing their work and in relating to their stakeholders are as follows:

Integrity;

Team work;

Professionalism; and

Gender sensitivity and Social Inclusion (G&SI). The core values have been operationally defined as in Table 6 in order to facilitate the monitoring of compliance with them by members of the Agricultural Sector of Niger State. The operational definition entails specifying the core values, what the respective core values mean, specifying examples of behavioural traits pertinent to the respective core values and strategy implications of each of the core values.

4 Relevant references are as follows: Niger State V: 3:20:20, Visions for MARD and MLFD.

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Table 6: Operational Definition of Agricultural Sector’s Core Values

Core Value Definition5 Examples of Behaviour Strategy Implications

Integrity Steadfast adherence to a strict moral or ethical code whereby all actions are consistent with ethical principles such as sincerity, honesty and impartiality. The quality of being honest, sincere, impartial and strong about what you believe to be right. As an organisation that is critically dependent on taxpayers’ money, integrity is essential in the management of the resources entrusted to us.

Frankness in a constructive manner in dealing with others.

Honesty in all dealings with everyone.

Doing what you say and saying what you mean and feel.

Transparency and openness.

Leadership to lead by example.

Institute best management practices and systems in the Agricultural Sector (financial, Human Resource (HR), facilities) to facilitate the demonstration of integrity.

Demonstrate zero tolerance to lapses relating to lack of integrity on the part of any member of staff through appropriate use of rewards and sanctions in relation to integrity.

Open door policy to encourage openness and transparency.

Teamwork The act of a group of people working effectively and efficiently together towards a common goal through collaboration, information sharing and productive interactions. Teamwork promotes synergy which enhances productivity.

Collaboration and cooperation.

Spontaneous sharing of information and best practices.

Productive interaction of members of a team to achieve common end.

Interconnectedness.

Interdependence.

Mutual respect.

Promote teamwork in the Agricultural Sector through appropriate application of a reward and sanction system.

Entrench teamwork as part of the staff code of conduct booklet.

Open door policy to encourage information sharing.

Encouraging group tasks as against individual tasks.

Professionalism Exhibiting expertise, quality and professional ethics in the discharge of assigned duties.

Skillfulness, competence and proficiency.

Attention to details in all dealings.

Constant strive for

Capacity building and effective training.

Provision of relevant and quality working tools as well as conducive work environment.

5 Most of the definitions here were culled from The American Heritage Dictionary of the English Language, Third Edition, 1992.

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Core Value Definition5 Examples of Behaviour Strategy Implications

optimum effectiveness and efficiency.

Quality service delivery.

Effective manpower deployment (i.e. allocating appropriate personnel to jobs).

Effectively applying a results-based performance evaluation system.

Gender Sensitivity and Social Inclusion

Ensuring Gender and Social Equity and Inclusiveness(i.e. being fair to women, men and vulnerable groups according to their respective needs); and Gender Equality (i.e. equally valuing the similarities and differences of men, women and vulnerable groups and the roles they play as partners in their homes, communities and societies). Practical demonstration of gender equity and equality manifests inequality under the law, equal opportunity and equal access to human, financial and other productive resources.

Accountability to all constituent parts of Niger State’s population.

Ensuring equity and equality in the treatment of men, women and vulnerable groups in service delivery in the Agricultural Sector.

Explicitly publicize that Niger State Agricultural Sector is an equal opportunity organisation and act accordingly always.

Avoid discrimination in service delivery to men, women and vulnerable groups.


2.7 Agricultural Sector’s Goals, Programmes and Outcomes for the 2016 – 2018 MTSS period

The overarching goal of NGSG’s agricultural policy is set out in Vision 3:2020 document (PP. 9 & 46) and in the Niger State Development Plan 2015 – 2019 (PP. 28 and 29). The overarching goal is reproduced in column 1 of Table 7. Based on the overarching goal, the Agricultural Sector has developed 5 sector goals which it plans to pursue over the medium term 2016 – 2018. The 5 sector goals were broken down into 15 programmes while the expected outcomes of the respective programmes had been specified. The outcomes represent the deliverables from implementing the various projects under the respective programmes. Table 7 presents the state level overarching goal for Agricultural Sector, the 5 sector level goals, the 15 programmes and their associated outcomes.

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Table 7: Summary of Level of State Goals, Sector Goals, Programmes and Outcomes

State Goal Sector Goal Programme Outcome

Accelerated agricultural modernization for increased productivity in a diverse range of products in order to attain food security, self-sufficiency, employment and sustainable income generation in the state and the country at large (Source: MTDP Niger State 2015- 2019) Overarching goal of the Agricultural Sector as articulated in Vision 3:2020 is as follows: To take advantage of the diverse agricultural resources of the State to develop an Agricultural Sector that guarantees food security, reduction of rural poverty, facilitate Agro- Industrial growth towards accelerated economic development of the State by the year 2020. The sector shall be private sector driven, however, with government creating an enabling environment through Public Private Partnership (PPP). (Niger State Vision 3:202 PP. 9 and 46)

1. Achieve food security and increase current production levels of all agricultural products.

1.1 Irrigation development 1.1 Increased Hectarage of land area cultivated under irrigation practices for all year round agricultural production

1.2 Crop production 1.2 Increased yield and availability of food and cash crops

1.3 Livestock production 1.3 Increased livestock population of quality animals

1.4 Fishery production 1.4 Increased fish production and availability to consumers

1.5 Agricultural financing 1.5 Increased number of farmers having access to agricultural financing

2. Improve post-production management and promote value addition of high value crops through private sector participation in agro-processing activities so as to expand employment, minimise post-harvest losses, enhance farmers' incomes and stabilise prices of agricultural products.

2.1 Agro-processing and marketing development

2.1 Minimization of post- harvest losses, enhancement of farmers' incomes, stabilization of prices of agricultural products and expansion of employment

2.2 Buffer Stock 2.2 All year round grains availability and market price stability

3. Improve the effectiveness and efficiency of Agricultural Extension service delivery system.

3.1 Agricultural technology generation and transfer

3.1 Increased number of farmers adopting improved Agricultural technologies

3.2 Agricultural manpower skill development

3.2 Increased agricultural manpower productivity, efficiency and effectiveness

3.3 Agricultural inputs distribution

3.3 Increased access to quality agricultural inputs by farmers

3.4 Agricultural surveys 3.4 Availability of reliable and current/updated agricultural data

4. Facilitate rural development through the provision of appropriate infrastructures to enhance

4.1 Rural feeder roads and river crossings construction and rehabilitation

4.1 Improved inter communities, inter-farms and inter-markets links

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State Goal Sector Goal Programme Outcome

farmers' access to inputs and markets and stem rural-urban migration.

4.2 Farm machinery and construction equipment acquisition, refurbishment and rehabilitation of AEHCs

4.2 Increased availability of farm machinery, construction equipment and rehabilitated AEHCs to reduced drudgery in agricultural practices

5. Ensure effective and efficient management of the finances, administration, human resources and general affairs of Niger State's Agricultural Sector for optimal attainment of its mandates.

5.1 Administration, Finance/Accounts, Human Resources & Training

5.1 Effective and efficient management of Agricultural Sector’s resources, (human, financial and material)

5.2 Planning, Research & Statistics (PRS)

5.2 Quality policy planning, research and data management for decision making


Table 8 presents the profile of the outcome deliverables; setting out the outcomes, their respective Key Performance Indicators (KPIs), baseline values and realistic targets of the outcomes over the medium term period of 2016 – 2018. These are to facilitate monitoring and evaluation of the achievement of the results envisaged under the MTSS. Table 8: Outcome Deliverables, Key Performance Indicators (KPIs), Baseline and Targets

Outcome Deliverable

KPI of Outcome

Baseline (i.e. Value of Outcome in 2014)

Outcome Target

2016 2017 2018

1.1 Increased hectarage of land area cultivated under irrigation practices for all year round agricultural production

Hectares cultivated under irrigation practices

- 1 drip irrigation available -30 nos tube wells

Two drip irrigation systems to be replicated in the two zones of the State, 340 tube wells,2HR 3 lister pumps to be provided in selected Irrigation Schemes and 2700 ha of land to be irrigated through government support

Additional 300 tube wells, 2HR 3 lister pumps and 3,775 ha of land to be irrigated through government support

Additional 300 tube wells, 2HR 3 lister pumps and 5000 ha of land to be irrigated through government support

1.2 Increased yield and availability of food and cash crops

The yield per hectare of various crops e.g. maize, sorghum, rice,

The current yields per hectare in Metric Tonsure as follows:

Yield per hectare to increase as follows:

Yield per hectare to increase as follows:

Yield per hectare to increase as follows: a) Maize 40%

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Outcome Deliverable

KPI of Outcome


Outcome Target

2016 2017 2018

cassava, yam, cowpea, groundnut, etc.

Maize = 2.175 MT/ha b) Sorghum = 1.315 MT/ha c) Rice = 3.123 MT/ha d) Cassava =20.628 MT/ha e) Yam = 15.026 MT/ha f) Cowpea = 0.68 g) Groundnut = 1.675 MT/ha

a) Maize 30% b) Sorghum 30% c) Rice 40% d) Cassava 30% e) Yam 30% f) Cowpea 30% g) Groundnut 40%

a) Maize 35% b) Sorghum 40% c) Rice 45% d) Cassava 40% e) Yam 40% f) Cowpea 40% g) Groundnut 50%

b) Sorghum 50% c) Rice 50% d) Cassava 50% e) Yam 50% f) Cowpea 50% g) Groundnut 60%

1.3 Increased livestock population of quality animals

Livestock population figures and quality of animals

Current population figures of animals as at 2014 are as follows: Cattle (2,289,634), Goats (2,659,676), Sheep (2,428,400) and Poultry (7,225,789) (DPRS Livestock to provide 2014 data as base line)

Produce the following population of livestock: 2,429,072 Cattle, 2,821,646, goats, 2,576,289 sheep and 7,665,838 poultry to be available.

Produce the following population of livestock: 2,501,944 Cattle, 2,906,295 goats, 2,653,577 sheep and 7,895,813 poultry to be available.

Produce the following population of livestock: 2,577,002 Cattle, 2,993,483goats, 2,733,184 sheep and8, 132,687 poultry to be available.

1.4 Increased fish production and availability to consumers

Quantity of fish produced

71,940 MT of fish produced in 2013

80,000 MT of fish to be produced.



1.5 Agricultural Financing

Number of farmers having access to Agricultural financing under NSCACS

7,177 farmers benefited from agricultural financing in 2014 under NSCACS

2,000 farmers to benefit from agricultural financing under NSCACS



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Outcome Deliverable

KPI of Outcome


Outcome Target

2016 2017 2018

2.1 Minimisation of post-harvest losses, enhancement of farmers' incomes, stabilization of prices of agricultural products and expansion of employment

Percentage reduction in post-harvest losses of major agricultural products including crops, livestock and fisheries.

35% losses in major agricultural products including crops, livestock and fisheries.

25% reduction in post-harvest losses of major agricultural products including crops, livestock and fisheries.



Percentage change in farmers’ income from agriculture

N125,000 (2014) N150,000 N157,500 N165,375

2.2 All year round grains availability and market price stability

Number of months that grains are sufficiently available in the market in a year

Grains availability is about 75% of total demand (i.e. grains not available all year round).

Grains supply to meet 80% of total demand from Niger State and surplus.



3.1 Increased number of farmers adopting improved agricultural technologies

Number of farmers adopting improved technologies

1) 1,742,580 farmers have adopted improved technologies. 2) 3 No On-Farm Research Trials conducted.

1) 1,800,000 farmers to adopt improved technologies. 2) 12 No On-Farm Research Trials to be conducted.



3.2 Increased agricultural manpower productivity, efficiency and effectiveness

Level of agricultural manpower productivity, efficiency and effectiveness

Current level of agricultural manpower productivity, efficiency and effectiveness is medium.

Level of productivity, efficiency and effectiveness to increase by 10%.



3.3 Increased access to quality agricultural inputs by farmers

Number/proportion of farmers having access to quality agricultural inputs

1) 40% of farmers in Niger State have access to quality agriculture inputs. 2) Farmers registration exercise (GES); 1,500,000

1) 50% of farmers in Niger State to have access to quality agriculture inputs. 2) 250,000 farmers to be registered under (GES).



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Outcome Deliverable

KPI of Outcome


Outcome Target

2016 2017 2018

farmers registered.

3.4 Availability of reliable and current/updated agricultural data

1) Regularity and quality of Village Listing Survey (VLS) report produced.

2) Regularity and quality of Agricultural production survey (APS) report produced.

3) Regularity and quality of Market Price Survey (MPS) report produced.

1) VLS conducted 2014 and report on progress

2) 2013 APS reports available.

3) January - December 2014MPS reports available.

1) 2 nos APS reports to be produced.

2) 12 nos MPS reports to be produced.





4.1 Improved inter-communities, inter-farms and inter-markets links

Kilometer of rural roads and number of river crossings rehabilitated/constructed.

One 8-km rural road rehabilitated.

1) 176 km of rural roads to be rehabilitated. 2) 10 river crossings to be constructed.

1) 200 km of rural roads to be rehabilitated. 2) 50 km of rural roads to be constructed. 3) 25 river crossings to be constructed.

1) 130 km of rural roads to be rehabilitated. 2) 100 km of rural roads to be constructed. 3) 20 river crossings to be constructed.

4.2 Increased availability of farm machinery and construction equipment to reduced drudgery in agricultural practices

Number of functional farm machinery and construction equipment available for use by farmers.

Tractors currently available are as follows: 91 Nos MF 375; 70 Nos MF 275; 58 Nos MF 260; 4 No Mahindra; 5 No Eicher; 7 No New Holland; 3 No Vitec; and 3 No MF 435.

1) 14 G motor grader to be refurbished.

2) Additional 30 Nos MF 375 and 75 Nos MF 275 to be procured.

3) 15 No. tractors to be refurbish.

Additional30 Nos MF 375 and 70 Nos MF 275 to be procured.

Additional 30 Nos MF 375 and 70 Nos MF 275 to be procured.

5.1 Effective and efficient management of Agricultural Sector’s

Level of effectiveness and efficiency of the management of

Effectiveness and efficiency of resources management are at a medium

Effectiveness and efficiency of resources management to improve by 20%



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Outcome Deliverable

KPI of Outcome


Outcome Target

2016 2017 2018

resources, (human, financial and material)

the Agricultural Sector's resources (human, financial and material).

level

5.2 Quality policy planning, research and data management for decision making.

Quality of policy planning, research and data management for decision making in the Agricultural Sector.

Quality of policy planning, research and data management for decision making is at medium level.

Quality of policy planning, research and data management for decision making to improve by 20%.




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Chapter 3: The Development of Sector Strategy 3.1 Outline Major Strategic Challenges

The key challenges facing the Agricultural Sector of Niger State have been identified through situation analysis of the sector, SPR and review of high level policy documents. The challenges which determined the strategic focus of this MTSS are itemized in Sections 2.3 and 2.5. Besides these, however, a major strategic challenge that was raised and considered in the course of rolling over the Agricultural Sector MTSS was the funding constraint for the plan, especially the capital component of the plan. The challenge arose from two sources. First, historically, releases for capital budgets have not been encouraging at all (See Section 3.2). In 2014 for example, only 19% of the approved capital budget of the Agricultural Sector was released (See Table 9); and nothing has been released for capital projects out of the 2015 approved capital budget as at April 2015 (See Table 10). Secondly, the State’s Medium Term Budget Framework (MTBF) indicated a more drastic resource constraint over the plan period than in the past. For instance, the indicative capital budget ceiling issued to the Agricultural Sector for 2016 was only 34.4% of the 2015 approved capital budget (See Tables 2 and 10). In such a circumstance, the question being asked is: how reasonable is it to make the kind of capital expenditure proposals that were made in the past since most of the proposals will not be funded? In response, the sector decided to propose those programmes and projects that it believed will facilitate the achievement of Niger State’s Agricultural goal while remaining within the indicative capital budget ceiling issued to the Sector by the NSPC. In view of these, the Agricultural Sector can only hope that the indicative budget ceilings provided were realistically determined such that it will be possible for the state to release funds for the projects as planned.

3.2 Resource Constraints

This section presents the following:

An overview of the 2014 and 2015budget implementation;

Projects scoring and prioritisation;

Existing budget commitments (both recurrent and capital); and

A summary of cancelled or shut down projects.

3.2.1 Overview of 2014 and 2015 Budget Implementation

Budget implementation during 2014 and up to April 2015 was reviewed with a view to identifying the challenges, lessons learned and constraints faced in the course of implementing the budgets of the Agricultural Sector. The key budget data for both financial years were also collected and analysed. The information for 2014 was as at December while that of 2015 was as at April 2015. Table 9 and Table 10 present the summaries of budget data for 2014and 2015 respectively.

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For the Agricultural Sector as a whole, releases for personnel and capital were 103% and 30% of the approved budgets respectively in 2014(See Table 9). The shortfall in the releases was most pronounced in the case of the MLFD where only 78% of the approved personnel budget was released. The reason for the shortfall in the releases for personnel was that the approved Consolidated Health Salary Structure (CONHESS) was not implemented during the year. In the case of MARD, the short fall in the releases for personnel was due to the fact that officers promoted during the year have not been paid their new salary scale. In the case of NAMDA, the 3% excess on personnel expenditure in 2014 was due to the fact that officers that got promoted started receiving their benefits in 2014. Releases in respect of the approved capital budgets have been appalling. For example, only 19% of the approved capital budget of the Agricultural Sector was released in 2014 while nothing has been released for capital projects out of the 2015 approved capital budget as at April 2015(See Tables 9 and 10). The data in Tables 9 and 10, however, suggest that implementation capacity existed in all the constituent MDAs of the Agricultural Sector as all the budget releases were utilised as shown by the ratio of actual expenditure to releases (See column 6 of Tables 9 and 10). Table 9: Summary of 2014 Budget Data for Agricultural Sector and its MDAs

Item

Approved Budget (N'000) in 2014

Amount Released (N'000) 2014

Actual Expenditure (N'000) 2014

Amount Released as % of Approved

Actual Expenditure as % of Releases


Personnel 163,756 182,773 182,773 112% 100%

Overhead 40,000 5,574 5,574 14% 100%

Capital 1,500,000 706,426 706,426 47% 100%

Total 1,703,756 894,774 894,774 53% 100%


Personnel 334,605 260,553 260,553 78% 100%

Overhead 24,500 8,007 8,007 33% 100%

Capital 475,000 20,000 40,000 4% 100%

Total 834,105 288,561 288,561 35% 100%

Niger State Agriculture and Mechanization Development Authority (NAMDA)

Personnel 509,950 598,092 598,092 117% 117%

Overhead 24,000 1,566 1,566 7% 100%

Capital 966,300 155,986 155,986 16% 100%

Total 1,500,250 755,644 755,644 50% 100%

Agricultural Sector

Personnel 1,008,311 1,041,418 1,041,418 103% 100%

Overhead 88,500 15,147 15,147 17% 100%

Capital 2,941,300 882,412 882,412 30% 100%

Total 4,038,111 1,938,977 1,938,977 48% 100%

Source: Niger State 2013 Approved Annual Budget and data from the MDAs

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Table 10: Summary of 2015 Budget Data for Agricultural Sector and its MDAs Item Approved

Budget (N’000) in 2015

Amount Released

(N’000) as at April 2015

Actual Expenditure

(N’000) As at April 2015

Amount Released as % of

Approved

Actual Expenditure as

% of Releases


Personnel 163,847 30,898 30,898 19% 100%

Overhead 40,000 3,461 3,461 9% 100%

Capital 1,550,000 0 0 0% 0%

Total 1,753,847 34,359 34,359 2% 100%


Personnel 425,608 127,117 127,117 29.87% 29.87%

Overhead 18,000 0 0 0% 0%

Capital 299,125 0 0 0% 0%

Total 742,733 127,117 127,117 17.11% 17.11%

Niger State Agriculture and Mechanization Development Authority (NAMDA)

Personnel 511,718 200,288 200,288 39% 100%

Overhead 24,000 705 705 3% 100%

Capital 966,300 0 0 0% 0%

Total 1,502,018 200,992 200,992 13% 100%

Agricultural Sector

Personnel 1,072,099 311,141 311,141 29% 100%

Overhead 88,500 9,743 9,743 11% 100%

Capital 2,991,300 0 0 0% 0%

Total 4,151,899 320,883 320,883 8% 100%

Source: Niger State 2015 Approved Annual Budget and data from the MDAs

Things that went well in the course of implementing the 2014 and 2015 budgets were as follows:

There was political will to reposition Agricultural Sector in Niger State. This was demonstrated through:

o Full payment of counterpart contributions for RAMP II project; o Participation in the Federal Government Agricultural Transformation Agenda; o Facilitation of improved accessibility to Agricultural inputs by farmers such as

tractors, seeds, fertilizers vaccines/drugs etc.; o Improvement on extension services through provision of additional logistics such

as allowances and motorcycles. o participation in Value Chain Development Programme; and o Improvement in rural roads rehabilitation through RAMP II Project, FADAMA III,

Value Chain Development Programme (VCDP) and Local Government road

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maintenance activities to facilitate the delivery of Agricultural products and inputs.

Payment of salaries and allowances were made as at when due;

The State budget was presented, approved and passed in January 2014 which was early enough.

The major challenge encountered in the course of implementing the 2014 and 2015 budgets

was the long delay in releasing approved funds for capital projects. For example, Table 10

indicates that no fund has been released for capital projects as at April 2015 similarly

counterpart contribution for FADAMA III and Value Chain Development programme for 2014

were not fully paid as at April 2015.

3.2.2 Projects Scoring and Prioritisation

In order to ensure that capital expenditure proposals in the Agricultural Sector MTSS remain within the indicative capital budget ceilings issued by the NSPC and to facilitate projects selection in line with government priorities, a projects prioritisation framework was required. Accordingly, all the existing, ongoing and new projects of the Agricultural Sector were scored and prioritised in order to facilitate selection among them. The scoring was done using a framework of 5 criteria. The criteria are as follows:

Evidence that the existing projects are indeed ongoing;

Clarity of current justification for the budget commitment;

Current impact of budget commitment;

Likelihood of completing the project in 2015 – 2017 timeframe; and

Relation to the Sector’s goals; i.e. how critical is this project to the achievement of the Sector’s goals under the Vision 3:2020, or MTDP or MDGs?

All the five criteria were applied to existing and ongoing projects while only criterion five was applied to new projects. The existing and ongoing projects were ranked or prioritised on the basis of their average score on the five scoring criteria; while the new projects were ranked or prioritised on the basis of their scores on criterion five. The scorecards of both groups of projects are presented in Annex 7. The standard sequence of capital projects selection in MTSS are as follows:

The first set of projects to be selected are the ongoing projects; these are projects in the 2015 budget that will not be completed in 2015and will spill over to 2016or beyond;

If funds remain from the indicative capital budget ceiling after selecting the ongoing projects, then, existing projects are the next in line for selection. These are uncompleted projects that appeared in previous years’ budgets but for one reason or the other, they did not appear in the 2015 budget; and

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It is if funds remain from the indicative budget ceilings after selecting the ongoing and existing projects that new projects are selected. These are projects that have never featured in the state budget before but are considered by the sector to have the potential of contributing to the achievement of sector goals.

This standard sequence of capital projects selection was applied in selecting the projects reported in the Logframe of this MTSS (See Table 16).

3.2.3 Existing Budget Commitments (Recurrent and Capital)

Table 11 presents the capital costs commitments of the Agricultural Sector. Tables 12 and 13 respectively present the personnel and overhead costs commitments and their projections over the medium term of 2016 – 2018. Ideally, in order to realistically determine the funds available for capital expenditure proposals in the 2016 – 2018 MTSS, capital costs commitments by the constituent MDAs of the Agricultural Sector should be deducted from the indicative capital budget ceilings of the respective MDAs. As shown by Table 11, the Agricultural Sector has capital cost commitment of N425,414 million. This amount is reflected in the MTSS capital budget proposals presented by the sector. Table 11: Capital Costs Commitments

S/N Project Title MDA

Responsible Status of Completion

Contract Sum

(N’000)

Amount Paid to

Date (N’000)

Outstanding Commitment

(N’000)

1 State Contribution for FADAMA III + additional financing

NAMDA 30% 60,000 20,000 40,000

2 State Counterpart Contribution for RAMP II NAMDA 27% 250,000 68,500 181,500

2 Value Chain Development Programme NAMDA 50% 20,000 10,000 10,000

3. Rice Post Harvest Processing and Marketing Pilot Project (RIPMAPP)

NAMDA 95% 44,536 0 44,536

5 Korean International Cooperation Agency (KOICA) Modern Rice Processing Complex

NAMDA 45% 8,000 0 8,000

6 Establishment of Training Institution for Women in collaboration with Life Rehabilitation

Life Rehabilitation

Foundation 71% 24,000 14,000 10,000

7

Fourth African Green Revolution Forum 2014 in Addis Abba.

MARD 0% 3,688 0 3,688

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S/N Project Title MDA

Responsible Status of Completion

Contract Sum

(N’000)

Amount Paid to

Date (N’000)

Outstanding Commitment

(N’000)

Road Show on the Stable Crop Processing Zone Baddegi

MARD 0% 7,000 0 7,000

8 Jatropha Cultivation Workshop for farmers and Agricultural Investors in Niger State

MARD 61% 8,190 5,000 3,190

Total 425,414 117,500 307,914

Source: Data supplied by the MDAs

Table 12: Personnel Costs – Existing and Projected

Items of Personnel Costs Approved 2015 Actual Jan - April

2015

Projections

2016 2017 2018


Number of Staff 320 320 336 353 371

Basic Salary (N'000) 150,144,615 48,891,127.27 180,173,538 216,208,245.6 259,449,894.72

Consolidated Allowances (N'000) 8,918,577 * 9,364,505.85 9,832,731.14 10,324,367.69

Total Personnel Cost (N'000) 159,063,192 48,891,127.27 189,538,043.85 226,040,976.74 259,744,262.41


Number of Staff 296 300 311 327 343

Basic Salary (N'000) 368,139,461 127,116,765.7 386,546,434.05 390,411,898.39 409,932,493.31


Total Personnel Cost (N'000) 425,608,422 127,116,765.7

446,888,843.10 453,771,427.89 476,459,999.29

Niger State Agriculture Mechanisation and Development Authority (NAMDA)

Number of Staff 1,129 1,115 1,171 2,342 2,459

Basic Salary (N'000) 592,555,187.56 221,361,877.67 622,182,946.94 653,292,094.29 685,956,699.00


Total Personnel Cost (N'000)

611,305,005.56 221,361,877.67

641,870,255.84 673,963,768.64 707,661,957.07

Agricultural Sector

Number of Staff 1,731 1,735 1,818 3,022 3,173

Basic Salary (N'000) 1,110,839,263.56 397,369,770.64 1,188,902,918.99 1,259,912,238.28 1,355,339,087.03


Total Personnel Cost (N'000) 1,195,976,619.56 397,369,770.64 1,278,297,142.79 1,353,776,173.27 1,453,896,218.77

Note: 2016-2017 data was repeated as we are yet to receive 2016-2018 ceiling from NPC. Source: Approved overhead budgets were from the 2015 Budget Book of Niger State; the actual overhead figures were from the MDAs; projected overheads were as issued to the sector by the NSPC

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(The projection was based on 5% increment as advised by NSPC) Note:

For MLFD the actual number of staff exceeded the approved because of inter service transfers during the year;

For NAMDA the actual number was lower than approved due to retirement and death; and

*For the consolidated allowance actual is embedded in personnel cost.

Table 13: Overhead Costs – Existing and Projected (See details in Annex 6)

Constituent MDAs Approved 2015

(N'000)

Actual Jan - April 2015

(N'000)

Projections (N'000)

2016 2017 2018


30,000 0 31,500 33,075 34,728.75


18,000 0 18,900 19,845 20,837.25

Niger State Agricultural Mechanisation and Development Authority (NAMDA)

18,000 0 18,900 19,845 20,837.25

Agricultural Sector Total 66,000

69,300 72,765 76,403.25

Source: Approved overhead budgets were from the 2015 Budget Book of Niger State; the actual overhead figures were from the MDAs; projected overheads were as issued to the sector by the NSPC

By the standard of MTSS process, after costing the projects(existing, ongoing and new), the next step is to fit the costed projects into indicative budget ceilings for the respective years of 2016– 2018; and then phase out the implementation of the proposed projects.

3.2.4 Summary of Cancelled or Shut Down Projects

There was no any existing or ongoing projects that was cancelled or shut down because during the scoring and prioritisation all of them performed well.

3.3 Contributions from our Partners

Table 14 presents a summary of the financial implications of Development Partners’ activities in the Niger State Agricultural Sector. Development Partners are defined here to include Private Sector Partnership. The table shows the amount of funds available from the respective partners, the State and Local Government counterpart contribution requirements where applicable. All the State and Local Government counterpart contribution requirements have been included as MTSS expenditure proposals for the respective years.

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Table 14: Grants and Donor Fundings

Source / Description of Grant

Expected Draw down (N'million)

State Counterpart Contribution Requirements

(N'million)

Local Government Counterpart Contribution Requirements (N'million)

2016 2017 2018 2016 2017 2018 2016 2017 2018

Fadama III + Additional Financing.

346 200 200 60 60 60 20 20 20

RAMP II 3200 3300 3300 250 250 250 NA NA NA

Value Chain Development Programme

458 458 458 56.2 56.2 56.2 23.2 23.2 23.2

State contribution for KOICA modern Rice Processing complex project

0 0 0 10 10 10 NA NA NA

RIPMAPP State Contribution

0 0 0 30 30 30 NA NA NA

Total 4004 3958 3958 406.2 406.2 406.2 43.2 43.2 43.2

Source: Data from the MDAs Notes: NA = Not Available For FADAMA III + additional financing, the total project budget is US$200 million for Nigeria and the share of Niger State is US$19million. For the RAMP II, the total project budget is US$60 million for Niger State for 5 years. US$12.5 million was accessed as at 12thMay 2014; being the first tranche for the construction of 200 km roads over a period of 18 months. For the Niger State Rice Investment Consortium, the Private Sector is expected to source N74 billion for the project over a period of 3 years; State Government contribution is limited to provision of enabling work facilities like offices and vehicles.

3.4 Programme Connections between Sector MDAs

This MTSS has demonstrated strong programme connections between Agricultural Sector MDAs and between MDAs of other sectors in at least three main ways. First, a number of programmes in the Agricultural Sector’s MTSS cut across Sector MDAs to enhance synergy and team working. An example is Crop Production Programme which comprises of the following projects that cut across all MDAs in the sector:

Annual contribution to Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome (HIV/AIDS) Activities;

Quarterly meetings of Critical Mass Committee on HIV/AIDS; and

Sensitisation and provision of adequate micro-nutrient foods and source of income generation for women in focus communities.

51

Moreover, planning research and statistics programme cuts across all the four MDAs of the Agricultural Sector (MARD, MLFD, NAMDA and NL&FI). Secondly, the state level goals for Agriculture were the basis of the goals and programmes developed for the Agriculture MTSS (See Table 7). This means that as the sector level programmes are being implemented and the sector level goals are being achieved, these will contribute to the achievement of State level goals and broader national and regional policy objectives such as those under the ATA and MDGs. Thirdly, programmes of other sectors are expected to contribute to the achievement of the

outcomes that the Agricultural Sector seeks to achieve under its 2016 – 2018 MTSS. For

example, the Infrastructures Sector is expected to contribute to the achievement of the

outcome of the rural feeder roads rehabilitation programme of the Agricultural Sector.

52

3.5 Outline of Key Strategies

Section 1.3 of this MTSS document summarises the main strategies and strategic direction of the Agricultural Sector2016 – 2018 MTSS. The main strategies included: intensification of irrigation practices; encouragement of the adoption of modern agricultural methods and technologies; and adoption of AI technique to boost livestock production. This section seeks to break the main strategies/strategic directions down to specific projects. Accordingly, Table 15 presents the projects that the Agricultural Sector plans to execute in order to achieve its medium term goals and outcomes. The presentation include the outputs of the respective projects, their KPIs, baselines, targets for 2016 – 2018, the MDA responsible for execution of the projects and the proposed budgets for the respective projects for each year. In the course of costing the projects, recurrent cost implications of the Capital Projects were properly taken into account and where applicable. For example, in the case of purchase of vehicles, fueling and maintenance costs were included in the project costing, in addition to costs of registration, vehicle papers and insurance. Similarly, maintenance costs in outer years of the MTSS were included as part of the costing of capital projects such as irrigation, agro-processing, marketing development and construction of livestock pens. The MTSS of the Agricultural Sector presented in this document and summarised in Table 15 seeks to inculcate the culture of development planning, plan implementation, monitoring and performance evaluation in the sector personnel. The MTSS was prepared by the Sector Planning Team made up of senior sector personnel. The plan will also be implemented, monitored and evaluated by the sector personnel as explained in Chapter 5. Even though the first generation Agricultural Sector MTSS was prepared in 2013, the MTSS process is still very much a learning experience for the Agricultural Sector of Niger State. This MTSS rollover has further strengthened MTSS skills in the sector personnel. Some of the weaknesses inherent in this MTSS rollover were highlighted in Section 1.2 of this document. We hope to improve on the MTSS when it is reviewed in subsequent years.

53

Table 15: Summary of Projects’ Expenditures and Output Measures

Programme Project / Activity Title

Existing (E)/ Ongoing (O) / New (N)

Approved Allocation to the Project

in 2015 Budget (N'000)

Budgeted Expenditure / Cost (N'000)

Output Output KPI

Base Line (i.e. Output

Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

1.1 Irrigation Development

Replication of drip irrigation system at the 2 Geopolitical Zones.

O 0

2 drip irrigation system replicated.

Number of drip irrigation systems replicated

1 drip irrigation system in place

1 drip irrigation system to be replicated

1 drip irrigation system to be replicated

1.1.1

Irrigation Services Department (MARD).

Procurement of 2no HR3 lister pumps for Jima and Doko

E 0

6no HR3 lister pumps procured for Jima and Doko

Number ofHR3 lister pumps procured for Jima and Doko

6 ofHR3 lister pumps available in Jima and Doko

2no HR3 lister pumps to be procured for Jima and Doko



1.1.2


Provision of 1000 tube wells and irrigation pumps across 10 selected irrigation schemes

E 0

1000 tube wells and irrigation pumps provided across 10 selected irrigation schemes

Number of tube wells provided across the 10 selected irrigation schemes

1,000 tube wells provided in the selected 10 irrigation schemes

340 tube wells to be provided across the 10 selected irrigation schemes



1.1.3


54






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

1.2 Crop Production

Conduct of sensitisation/advocacy on improved crop production programme

O

720 slots sensitization and 5no advocacy improved crop production conducted

Number of sensitization/ advocacy on improved crop production conducted

240no Sensitization/2no advocacy on improve crop production to be conducted



1.2.1

Department of Agricultural Services and Linkages (MARD) (PRO AGRIC TO UPDATE)

Home economics development project in 3 geo-political zones of the state

E

3no Home economics projects developed in 3 geo-political zones of the state

Number of home economics projects developed in 3 geo-political zones of the state

1no Home economics project to be developed in zones "A" of the state

1no Home economics project to be developed in zones "B" of the state

1no Home economics project to be developed in zones "C" of the state

1.2.2

Department of Agricultural Services and Linkages (MARD)

1.3 Livestock Production

Rehabilitation of Kuta and Paiko Clinics

E

2no clinics rehabilitated Kuta and Paiko

Number of clinic rehabilitated at Kuta and Paiko

1no clinics to be rehabilitated at Kuta

1no clinics to be rehabilitated at Paiko

1.3.1

Department of animal health (MLFD)

Rehabilitation of Kagara and New Bussa Clinics

E

2no clinics rehabilitated at Kagara and New Bussa

Number of clinic rehabilitated at Kagara and New Bussa

1no clinics to be rehabilitated at Kagara

1no clinics to be rehabilitated at New Bussa

1.3.2


Rehabilitation of Bida and Kutigi Clinics

E

2no clinics rehabilitated at Bida and Kutigi

Number of clinics rehabilitated at Bida and Kutigi

1no clinic to be rehabilitated at Bida Kutigi

1no clinic to be rehabilitated at Bida

1.3.3


55






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Kutigi

Procurement of 28,000 semen straws of exotic cattle

E

28,000 number semen straws procured

Number of semen, straws procured




1.3.4

Department of animal production (MLFD)

Procurement of 20 insemination kits

E

20 Number of Insemination kits procured

Number of Insemination kits procured



1.3.5


Procurement of 6,000 synchronising hormones

E

Procured 6,000 straws of synchronising hormones.

Number of synchronising hormones procured

Procured 2,000 straws of synchronising hormones.

Procured 2,000straws of synchronising hormones

Procured 2,000straws of synchronising hormones

1.3.6


Procure 15 number Nitrogen tanks

E

15 number nitrogen tanks procured

Number of nitrogen tanks procured



1.3.7


Procurement of 2000Ltrs Nitrogen liquids

E

2000Ltrs Nitrogen liquids Procured

Quantity of nitrogen liquid procured

1000ltres of nitrogen liquid to be procured



1.3.8


Equipping AI Laboratory at Tagwai

E

1 no AI Laboratory Equipped

AI laboratory Equipped

1 (one)AI laboratory Equippe

1.3.9


56






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

d

Equipping veterinary Clinic at Tagwai

E

1 no veterinary Clinic at Tagwai equipped

Veterinary Clinic at Tagwai Equipped

1 (one) veterinaryClinic at Tagwai equipped

1 (one) veterinary Clinic at Tagwai equipped

1.3.10


Training of twenty (20) additional professional and technical inseminators

E

20 no professional and technical Inseminators trained

Number of additional professional and technical inseminators trained

Twenty (20) professional and technical Inseminators trained

1.3.11


Equipping of Hatchery and cold room, rehabilitation of senior staff quarters and labour line, provision of drainage ,and landscaping

E

Hatchery and cold room Equipping , senior staff quarters and labour line rehabilitated, drainage and landscaping of premises provided

Number of Hatchery and cold room Equipped, Number of senior staff quarters and labour line rehabilitated and length of drainage premises landscaped

Hatchery and cold room to be equipped

senior staff quarters and labour line to be rehabilitated

drainage and landscaping of premises to be provided

1.3.12


57






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Construction and equipping of 1no referral veterinary laboratory

1 number referral laboratory constructed and equipped

Number of referral laboratory constructed and equipped

1 number referral laboratory to be constructed

1 number referral laboratory to be equipped

1.3.13


Equipping 6 no Veterinary Clinic

E 0

6no Veterinary Clinic equipped

Number Veterinary Clinic equipped

6no Veterinary Clinic to be equipped

1.3.14


Procurement of supplementary Feeds

E 0

Supplementary Feeds Procured

Quantity of supplementary feeds procured

Supplementary Feeds to be Procured



1.3.15


Vaccination of 10million cattle, 12million sheep and 15million Goats

E 0

10million CBPP vaccines and 27 million PPR vaccines procured

Number of CBPP and PPR vaccines procured

4,000,CBPP, 13,000 PPR vaccines and diluents procured



1.3.16


Construction of Calf pen (creep feeder)

E

1no calf pen (creep feeder) constructed

Number of calf pen (creep feeder) constructed

1no calf pen (creep feeder) to be constructed

1.3.17


58






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Construction and furnishing of 1block of 2class rooms

E

1 block of 2 class rooms constructed

Number of 1block of 2 class rooms constructed

1 block of 2 class rooms to be constructed

1.3.18


Gazette of 8 grazing reserves E

8 grazing reserves gazetted

Number of grazing reserves gazetted

3 grazing reserves to be gazetted

5 grazing reserves to be gazetted 1.3.19

Department of grazing reserve and range management (MLFD)

Maintenance of 250ha plot at Bobi grazing reserve

E

250ha plot at Bobi grazing reserve maintained

Hectarage of plot at Bobi grazing reserve maintained.

250ha plot at Bobi grazing reserve to be maintained

250ha plot at Bobi grazing reserve to be maintained

1.3.20


Installation of sign post at flashy cattle crossing points on high ways

E

Sign post installed at flashy cattle crossing points on high ways.

Number of Sign post installed at flashy cattle crossing points on high ways.

Sign post installed at flashy cattle crossing points on high ways

1.3.21


Fencing of livestock service centre at Garun gabas

E 0

Livestock service centre at Garun gabas fenced

Number of livestock centre fenced at Garun gabas

Livestock service centre at Garun gabas to be fenced

1.3.22


59






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Procurement of 4 Bajaj motorcycles

E

Four (4) Bajaj Motorcycle procured

Number of 4 Bajaj motorcycles procured.

Four (4) Bajaj Motorcycle procured

1.3.23


Sensitization/Advocate visits and publicity

E

10 sensitisation/Advocacy visits, 3 meetings and publicity on radio and TV carried out

Number of sensitisation/Advocacy visits, meetings and publicity on radio and TV carried out

5 sensitisation/Advocacy visits, 1 meeting and publicity on radio and TV carried out

5 sensitisation/Advocacy visits, 1 meeting and publicity on radio and TV carried out

1.3.24


1.4 Fishery Production

Establishment of Fish processing center at Tagwai Fish hatchery.

E

One Fish processing center established at Tagwai Fish hatchery

Fish processing center established.

One Fish processing center to be established

Fish processing center to be completed

1.4.1

Department of Fisheries (MLFD)

Construction of market outlet at Tagwai fish hatchery

E

1 (One)market outlet constructed at Tagwai fish hatchery

Market outlet constructed

1 market outlet to be constructed at Tagwai fish hatchery

1.4.2


60






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Construction of 1 number 2 bedroom flat

E

1 number 2 bedroom flat Constructed

number of 2 bedroom flat Constructed

1 number 2 bedroom flat to be Constructed

1.4.3


Procurement of 2 boats and outboard engines (OBE)

O

2 Boat and OBE procured

Number of Boats and OBEs procured

2 Boat and OBE to be procured

1.4.4


Establishment of two zonal hatcheries

O

Two (2) zonal hatcheries constructed

Number of zonal hatcheries constructed

1 Zonal hatchery to be established

2 Zonal hatchery to be established

1.4.5


State contribution to the Kainji Lake Fisheries Management and Conservation Unit (KLFMCU)

O

4,000,000 paid as State contribution to the KLFMCU

Amount paid as State contribution to the KLFMCU

2,000,000 to be paid as State contribution to the KLFMCU

2,000,000 to be paid as State contribution to the KLFMCU 1.4.6


NGSG annual contributions to O

6 million naira Annual State

Amount paid to NIFFRI and ECOWAS as



2million naira Annual State

1.4.7


61






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

National Institute for Freshwater Fisheries Research (NIFFRI) and ECOWAS for fisheries development

Government grants / contribution to NIFFRI and ECOWAS paid.

grant and contribution

Government grants / contribution to NIFFRI and ECOWAS to be paid



Procurement of 6,960 Fishing nets, 4,500 hooks and 28,500 twines

O

6,960 Fishing nets,4,500 Fishing Hooks and 28,500 Twines

Number of Fishing nets, hooks and twines procured.

2,460 Fishing nets,2,000 Fishing Hooks and 5,000 Twines to be procured

2,500 Fishing nets,1,000 Fishing Hooks and 15,000 Twines to be procured

2,000 Fishing nets,1,000 Fishing Hooks and 8500 Twines to be procured

1.4.8


Rehabilitation of Wuya Fish Farm

N

1no fish farm rehabilitated at Wuya

Number of fish farm rehabilitated at Wuya

1no fish farm to be rehabilitated at Wuya

1.4.9


1.5 Agricultural Financing

Support for NSCACS activities O

N21,000,000 Paid as support for NSCACS activities

Amount paid as support for NSCACS activities

7,000,000 to be Paid as support for NSCACS activities

N7,000,000 to be Paid as support for NSCACS activities

N7,000,000 to be Paid as support for NSCACS activities

1.5.1

Niger State Agriculture and Mechanization Authority (MARD)

Payment of o

N20.5milion paid as

Amount paid as

N10million unpaid as

N13.5million to be

N3.5million to be

N3.5million to be

1.5.2 Department of Planning

62






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

premium subsidy to NAIC




paid as premium subsidy to NAIC



Research Statistics (MARD)

Agriculture Trust Fund

o

500 farmer groups to benefit from the Trust Fund

Number of farmers to benefit from the Trust Fund

250 farmers to benefit from the Trust Fund

250 farmers to benefit from the Trust Fund

1.5.3

Department of Planning Research Statistics (MARD)

2.1 Agro-processing and marketing development

Establishment of cotton markets at Babanna

Cotton markets Established at Babanna

Number of cotton market established at Babanna

1no cotton markets Established at Babanna

2.1.1

Department of Produce and Pest Control (MARD)

Establishment of cotton markets at Agwara

1no cotton markets Established at Agwara

Number of cotton market established at Agwara

1no cotton markets Established at Agwara

2.1.2


Establishment of cotton markets at N/Bussa

1no cotton markets Established at New Bussa.

Number of cotton market established at New Bussa

1no cotton markets Established at New Bussa

2.1.3


2.2 Buffer Stock

Procurement of grains (MT)

O

90% of total grains demand from Niger State as a whole met

Number of months that grains are sufficiently available in the market in a year

Grains availability is about 75% of total demand (i.e. grains not available all year round)

Grains supply to meet 80% of total demand from Niger State and Nigeria as a whole

Grains supply to meet 85% of total demand from Niger State and

Grains supply to meet 90% of total demand from Niger State and

2.2.1


63






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Nigeria as a whole

Nigeria as a whole

Transportation of grains (Trucks) O

86no of trucks used in transportation of assorted grains

Number of trucks used for transportation of assorted grains

26no of trucks to be used transportation of assorted grains



2.2.2


Chemicals procured for grains storage

O

180lts of DDVP,135tins of phosphate gas, 100no ballets and 3000no Purdue Improved Cowpea Storage (PICS) procured

Quantity of chemicals procured for grains storage

60lts of DDVP,45tins of phosphate gas, 100no ballets and 1000no PICS to be procured

60lts of DDVP,45tins of phosphate gas and 1000no PICS to be procured

60lts of DDVP,45tins of phosphate gas and 1000no PICS to be procured

2.2.3


Flag off of sales of grains

O

3no flag off ceremonies of sales of grains conducted

Number of flag off ceremonies of sales of grains conducted

1no flag off ceremonies of sales of grains to be conducted



2.2.4


Public sales/distribution of grains O

3noPublic sales/distribution of grains conducted

Number of Public sales/distribution of grains conducted

1no public sales/distribution of grains to be conducted

1no public sales/distribution of grains to be conduct

1no public sales/distribution of grains to be conduct

2.2.5


64






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

ed ed

Procurement of agro-chemicals.

O

Agro-chemicals procured

Quantity of agro-chemicals procured

Quantity of agro-chemicals to be procured



2.2.6


3.1 Agricultural technology generation and transfer

FADAMA IIIAF State Contribution

O

N180,000,000 paid as state counterpart contribution for FADAMA III AF

Amount paid as state counterpart contribution for FADAMA III AF

N40,000,000 paid as state counterpart contribution for FADAMA III

N60,000,000 to be paid as state counterpart contribution for FADAMA III



3.1.1


VCDP State contribution

238,200,000 paid as counterpart contribution for VCDP

Amount paid as state counterpart contribution for VCDP

N10,000,000 paid as state counterpart contribution for VCDP




3.1.2



O

N90,000,000 paid as state sustainability and expansion of RIPMAPP

Amount paid for sustainability and expansion for RIPMAPP

N30,000,000 to be paid as state counterpart contribution for RIPMAPP



3.1.3


65






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

National Programme for Food Security (NPFS), State Contribution

O

N150,000,000 paid as state counterpart contribution for NPFS

Amount paid as state counterpart contribution for NPFS

N50,000,000 to be paid as state counterpart contribution for NPFS



3.1.4



30,000,000 paid as state contribution for modern Rice Processing complex project

Amount paid as state contribution for modern Rice Processing complex project

10,000,000 to be paid as state contribution for modern Rice Processing complex project



3.1.5


Agricultural Technology Generation and Transfer

O

N1, 742,580number of farmers adopted improved technologies.

Number of Farmers Adopting improved Technologies

1,710,000 farmers adopted improved technologies

1,800,000 farmers to adopt improved technologies



3.1.6


Provision of productive infrastructures

O

Productive infrastructure provided

Number of Productive infrastructure provided

Productive infrastructure to be provided



3.1.7


66






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

3.2 Agricultural manpower Skill development

Up-grading of Kuta farm institute

O

Kuta farm instituted up-graded to Agricultural Training Center

Number of farm instituted up-graded at Kuta

1no farm institute available

Kuta farm institute up-graded to Agricultural Services Technical Center

3.2.1

Department of Agricultural Service and Linkages (MARD)

Up-grading of Tegina farm institute

O

Tegina farm instituted up-graded to Agricultural Training Center

Number of farm instituted up-graded at Tegina


Tegina farm institute up-graded to Agricultural Services Technical Center

3.2.2


Up-grading of Nasko farm institute O

Nasko farm instituted up-graded to Agricultural Training Center

Number of farm instituted up-graded at Nasko


Nasko farm institute up-graded to Agricultural Services Technical Center

3.2.3


Up-grading of Bida farm institute

O

Bida farm instituted up-graded to Agricultural Training Center

Number of farm instituted up-graded at Bida


Bida farm institute up-graded to Agricultural Services Technical Center

3.2.4


Establishment of skill development centre

o

7 additional Skill Development Centres establishe

Number of Skill Development Centres established

4 nos skill development centres available

4 skill development centers

3 skill development centers 3.2.5

Niger State Agricultural Mechanization Development Authority (MARD)

67






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

d

Procurement of 9no Global Positioning System (GPS) equipment for 3 zones

o

9no GPS equipment Procured for 3 zones

Number of GPS equipment purchased

3no GPS available

3no GPS equipment to be procured



3.2.6


3.3 Agricultural Inputs distribution.

Fertilizer procurement and distribution

O

100% farmers in Niger state have access to quality agricultural inputs

% of farmers having access to quality agricultural inputs

50% of farmers in Niger State have access to quality agriculture inputs

60% of farmers in Niger State to have access to quality agriculture inputs



3.3.1


Conduct of farmers registration under GES

o

Additional 750,000 farmers registered under the GES

Number of farmers registered under the GES

1,500,000 farmers registered in 274 wards of the State

250,000 farmers to be registered under the GES



3.3.2

Department of Planning Research and Statistics(MARD)

3.4 Agricultural surveys

Attend eight Planning, Monitoring and Evaluation (PM&E) workshop/Seminars by PM&E

o 0

8no PM&E workshop/Seminars attended

Number of PM&E workshop/Seminars attended

1no PM&E workshop/Seminars attended

8no PM&E workshop/Seminars to be attended



3.4.1


68






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

staff

Conduct of Pre-season training o 0

3no Pre-season training Conducted

Number of Pre-season training Conducted

1no Pre-season training Conducted

1no Pre-season training to be Conducted



3.4.2


Conduct 6 nos APS

O

6 nos APS conduct

Number of APS conducted

2no APS conducted in 2014

2 No APS to be conducted



3.4.3


Conduct 36 nos MPS

O

36 nos MPS conducted

Number of MPS conducted

12 no MPS conducted in 2014

12 MPS to be conducted



3.4.4


69






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Conduct Weather Surveys (WS) O

36 no. Weather Surveys conducted

Number of Weather Surveys conducted

12no Weather Surveys last conducted in 2014

12 No. of Weather Surveys to be conducted



3.4.5


Establish 9nos computerised meteorological stations

o 0

9 nos computerised meteorological stations established

Number of computerised meteorological stations established

No one available

9no computerised meteorological stations to be established

3.4.6


Procurement of survey equipment weighing scale, Triangle rope and GPS

o 0

Assorted survey equipment procured

survey equipment procured

Assorted survey equipment to be procured



3.4.7


Conduct impact studies on Commercial Agriculture and Credit Scheme (CACS)

1no impact studies on CACS conducted

Number impact studies on CACS conducted

1no impact studies on CACS to be conducted

3.4.8


70






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Conduct impact studies on Fertilizer Subsidy on Crop Performance

1no impact studies on Fertilizer Subsidy on Crop Performance conducted

Number impact studies on Fertilizer Subsidy on Crop Performance conducted

1no impact studies on Fertilizer Subsidy on Crop Performance to be conducted

3.4.9


Conduct impact studies on NPFS

1no impact studies on NPFS conducted

Number impact studies on NPFS conducted

1no impact studies on NPFS to be conducted

3.4.10


Prepare Work plan and Budget, periodic implementation progress reports

o 0

3no Work plan and Budget, periodic implementation progress reports prepared

Number Work plan and Budget, periodic implementation progress reports prepared

1no Work plan and Budget, periodic implementation progress reports prepared in 2014

1no Work plan and Budget, periodic implementation progress reports to be prepared



3.4.11


71






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Conduct Farm Crop Budget/Farm Management Advisory services (FAMAS)

o 0

1no Farm Crop Budget/FAMAS Conducted

Number of Farm Crop Budget/FAMAS Conducted

1no Farm Crop Budget/FAMAS Conducted in 2014

1no Farm Crop Budget/FAMAS to be Conducted



3.4.12


Collection of state-wide rural infrastructure data

o 0

1no rural infrastructure data collected

Number of rural infrastructure data collected state-wide

No rural infrastructure data available

1no state-wide rural infrastructure data to be collected

3.4.13

Department of Rural Development (MARD)

4.1 Rural feeder roads and river crossings construction and rehabilitation

RAMP II State contribution

o 0

N750,000,000 paid as state and LGA counterpart contribution for RAMPII

Amount paid as counterpart contribution for RAMPII

68,900,000 paid in 2014 as state contribution

N250,000,000 state and LGA counterpart contribution to be paid for RAMPII



4.1.1


4.2 Farm machinery, construction equipment acquisition and refurbishment, and rehabilitati

Rehabilitation of 21 AEHCS

O

21AEHCS rehabilitated

Number of AEHCS rehabilitated

5no. of AEHCS in place

9 AEHCS to be rehabilitated



4.2.1

Department of Engineering (mechanical ) (MARD)

Rehabilitation of 15units of tractors.

O

15units of tractor rehabilitated

Number of tractor rehabilitated

15units non-functioning tractor available

5units of tractor to be rehabilitated



4.2.2


72






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

on of AEHCs

Purchase of workshop equipment and tools

O

Workshop tools and equipment purchased

Number of workshop tools and equipment purchased

Workshop tools and equipment to be purchased

4.2.3


Fencing of Minna Agro-mechanical workshop

O

1no Minna Agro-mechanical workshop fenced.

Number of Agro-mechanical workshop fenced

1no unfenced mechanical workshop available

1no Minna Agro-mechanical workshop to be fenced.

4.2.4


Construction of a gate house for Minna workshop

1 Gate house constructed

Number of gate houses constructed

Gate house to be constructed

4.2.5

Department of Engineering (mechanical) (MARD)

5.1 Administration, Finance/Accounts, Human Resources & Training

Renovation and equipping of 20no offices

N

20no offices renovated and equipped

Number offices renovated and equipped

10no offices to be renovated and equipped

10no offices to be renovated and equipped

5.1.1

Personnel management department (MARD)

Purchase of office furniture for 20no offices

N

Office furniture Purchased for 20no offices

Number of offices furnished

10no offices to be furnished

10no offices to be furnished

5.1.2

Personnel management department (MARD)

73






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

5.2 Planning Research & Statistics (PRS)

Maintenance and upgrading of Agricultural Data Clinic to Niger State Agricultural Management Information System (NSAMIS)

O

Agricultural Data Clinic maintained and upgraded to NSAMIS

Number of Agricultural Data Clinic available

1 No Agriculture Data Clinic available

1 number agro-data clinic to be established

Maintenance and upgrading of Agricultural Data Clinic to be conducted

Maintenance and upgrading of Agricultural Data Clinic to be conducted

5.2.1

Department of planning Research and Statistics (MARD)

Payment of consultancy services NIRSAL and Niger State Rice Investment Consortium (NSRIC)

O

3no consultancy services provided for NIRSA&,NSRIC

Number of consultancy services provided for NIRSAL & NSRIC

N10 million paid to NSRIC in 2013 and 5million paid in 2014 for Jatopoha

1no consultancy service to be provided each for NIRSAL& NSRIC

1no consultancy service to be provided each for NIRSAL & NSRIC

1no consultancy service to be provided each for NIRSAL & NSRIC

5.2.2


74






Output Output KPI


Value in 2014)

Output Target MTSS

Activity Code

MDA Responsible

2016 2017 2018 2016 2017 2018

Quarterly Monitoring & Evaluation of agriculture project

O

4no monitoring and evaluation agriculture project conducted

Number of monitoring and evaluation agriculture project carried out

Quarterly Monitoring & Evaluation of agriculture project last conducted in 2010

Quarterly monitoring and evaluation agriculture project to be conducted



5.2.3


Research and Consultancy

E

Conduct three (3) impact assessment studies

Number of impact assessment studies conducted

One (1) Impact assessment studies conducted



5.2.9

Department of planning Research and Statistics (MLFD)

Procurement of 1 number 4 WD Toyota Hilux vehicle

N

1 number 4 WD Toyota Hilux vehicle procured

Number 4 WD Toyota Hilux vehicle procured

1 number 4 WD Toyota Hilux vehicle procured

5.2.10

Department of planning Research and Statistics (MLFD)

Total 0.00 0.00 0.00

Source: SPT’s analyses (Note: We are yet to receive 2016-2018 ceiling from NPC.)

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3.6 Justification

All the projects included in this MTSS (See Table 15) were taken through a scoring and prioritisation process in order to facilitate selection among them. Details of the scoring and prioritisation process are described in Section 3.2 while the scorecards of the ongoing, existing and new projects are reported in Annex 7. The projects selected fulfilled the requirements of the five criteria applied in the scoring and prioritisation exercise. The requirements are that: it is evident that the project is indeed ongoing where applicable; the justification of the project is clear; impact of the project is commensurate with the expected cost; the project is likely to be completed within the MTSS period (2016 – 2018); and the execution of the project is critical to the achievement of the Agricultural Sector’s goals under the Vision 3:2020, Niger State’s MTDP and the MDGs. The proposed projects were packaged to bring them within the indicative budget ceilings provided by NSPC. Emphasis was on programmes’ outcomes to ensure that the projects retained within the indicative budget ceilings will still be able to deliver the medium term outcomes of the Agricultural Sector.

3.7 Results Framework (RF)

RF for this MTSS is defined in terms of output targets, outcome targets and appropriate KPI. A programme produces an outcome while a project produces an output. A set of projects delivers a programme; meaning that a set of outputs delivers an outcome. Targets are defined for both the outcomes and outputs which become the results to be achieved through the implementation of the MTSS. For this MTSS, the outcomes deliverables and their targets are presented in Table 8 while the outputs deliverables and their targets are presented in Table 15. These are what the 2016 – 2018 MTSS is expected to achieve and will be used for monitoring and performance evaluation in the course of implementing the MTSS (See Chapter 5 on how these will be done).

3.8 Responsibilities and Operational Plan

The last column of Table 15 specifies the MDAs responsible for the implementation of the respective projects. In other words, this column describes the organisational responsibilities for implementing the MTSS. An Operational Plan will be developed by the MDAs responsibilities for the execution of the respective projects after this MTSS has been translated into budget and specific budgets have been approved for the respective projects. The plan will set out the following information among others:

Specific activities and tasks to be undertaken in executing each project;

The person to perform or be responsible for the performance of the activities and tasks;

76

When each activity or task will start and when it will finish;

The deliverable after each activity or task has been completed;

The reports to be prepared by the person responsible (e.g. progress report), periodicity of the reports and the distribution of the reports; and

Critical success factors for the performance of each activity or task. Following the consideration and approval of the Operational Plan by the authorities of the Agricultural Sector, the plan will become the main reference document for the actions to be undertaken in the Sector in the medium term. The Operational Plan will also serve as a veritable reference document for performance M&E.

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Chapter 4: Three-Year Expenditure Projections 4.1 The Process Used to Make Expenditure Projections

Careful costing of all projects being proposed in the Agricultural Sector’s MTSS was carried out in order to effectively reconcile strategy with resource availability. The costing exercise was based on the following:

Past experience of the sector personnel and relevant members of the SPT regarding the expenditure on the items being costed;

Recent estimates or quotations received by the sector from contractors and vendors on similar items;

Survey based research, especially information derived from the MPS usually conducted by the NAMDA; and

Shadow Prices and best estimates of the cost of the items concerned. The following assumptions were applied in the course of the costing:

Where the items being costed is inflation adjusted, we have used 10% rate of inflation per annum;

NSPC has advised that a 5% annual increase should be applied to wage bill and overhead; and

Where the items being costed is import based, we have used the official exchange rates as published by the Central Bank of Nigeria (CBN).

The following key rules of the thumb have also been applied in the course of the project costing:

Reasonable minimum rule: reasonable minimum estimate of unit cost had been used where applicable as well as reasonable minimum estimate of number of units required, especially in relation to staffing levels and overheads;

Project implementation phasing: cost of projects has been phased over a three year timeframe where applicable; and

Recurrent cost implications of capital projects: recurrent costs of capital projects in outer years were taken into account by way of maintenance and depreciation.

Annex 8 presents details of the costing.

4.2 Outline Expenditure Projections

In the approved 2015 budget, the ratio of recurrent (personnel and overhead) to capital budget was 28:72. However, much of the capital budget was not released. As at April 2015, the ratio of recurrent (personnel and overhead) to capital releases was 100:0 (See Table 10). In this rollover MTSS, the ratios of recurrent to capital expenditure proposals are: 54:46, 57:43 and 52:48 for 2016, 2017 and 2018 respectively.

78

Chapter 5: Monitoring and Evaluation 5.1 Identifying Sources of Data against the RF

In view of the long list of targets in this MTSSRF (See Table 8 and Table 15), it is not possible to specify the data to collect and sources of such data in order to measure progress towards the achievement of all the targets in the RF. But all the outcomes and outputs targets specified in Tables 8 and 15 are measurable and data for their measurement should be available. Some hints in identifying the required data and data sources are as follows:

The MDAs specified as being responsible for the respective projects in Table 15 should be the first point of contact for the required data and data sources. If the MDAs do not have the data themselves, they are expected to know where to find them;

The Niger State Bureau of Statistics (NSBS) should be helpful in identifying the sources of relevant data; and

The M&E Department of the NSPC and the M&E Departments of the constituent MDAs of the Agricultural Sector should also be helpful in identifying the data required for measuring the respective results and sources of such data.

5.2 Conducting Annual Sector Performance Review

After this MTSS has been implemented, an Annual Performance Review (APR) will be carried out to assess achievements, failures, challenges, lessons and new developments in the Niger State Agricultural Sector. The M&E Department of NSPC will be expected to lead the process of the APRs in the respective MTSS sectors. Specific responsibilities of the department in this respect will include the following:

Determine the form the APR will take;

Provide the timetable for the conduct of the APR (when it will be conducted);

Determine the process that will be adopted in conducting the APR; and

Provide requisite supports to sectors in conducting the APRs of their sectors. According to Figure 10 of the Niger State MTSS Guide, conduct of the APR was being suggested for January to March each year. This is customarily a good timing as it will allow the SPR to be completed on time to feed into the MTSS rollover. However, the NSPC will need to review the suggested timing and decide on what is feasible in Niger State. MTSS sectors will then be guided by the timetable decided by the NSPC. The findings from the APR will be used in making revisions to this MTSS in subsequent years. Improvements in the quality of the MTSS in the future will critically depend on the quality of the APRs carried out.

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5.3 Organisational Arrangements

M&E is a critical element of the Agricultural Sector MTSS. Through M&E, the Sector hopes to be able to collate achievements, failures, challenges and lessons with a view to improving sector performance in future. Accordingly, the implementation of the Sector’s MTSS will be closely monitored and progress towards the achievement of the RF of the MTSS will be regularly evaluated. The M&E Departments of the constituent MDAs (MARD, MLFD, NAMDA and NL&FI) will have responsibility to lead the M&E activities of the MTSS. The Sector M&E Departments will be supported by the M&E Department of the NSPC. The M&E Departments will, however, be provided with relevant data by the MDAs responsible for the execution of the respective projects. Specific responsibilities of the M&E Departments will be as follows:

Determine the form the M&E activities of the MTSS will take;

Provide the timetable for the conduct of M&E;

Determine the process that will be adopted in conducting the M&E; and

Be responsible for data collection, analyses and reporting. Everyone involved with the implementation of the MTSS will have access to the report of the M&E activities to enable them know the results of what they are doing and what they need to improve upon.

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References 1. All Progressive Congress (APC) manifesto 2015 - pages 6, 8,9,10 and 15-17; 2. Nigerian Bureau of Statistics (NBS), Annual Abstract of Statistics 2009; 3. Niger State Planning Commission (NSPC), Niger State Vision 3:2020; 4. NSPC, Draft Niger State Medium Term Development Plan 2014 – 2018); 5. NSPC, Draft Niger State Medium Term Development Plan 2015 – 2019; 6. Niger State Vision 3:2020 pages 42 – 53; 7. Niger State Economic Empowerment and Development Strategy (NSEEDS) – pages 23

and 31; 8. Niger State Development Action Plan (2007 – 2011) – chapter 4, pages 29 – 41; 9. Nigerian Vision 20:2020 – National Implementation Plan vol. II, Chapter 6, pages 52 – 71; 10. Federal Government’s Agricultural Transformation Agenda (2011 – 2015); 11. National Economic Empowerment and Development Strategy (NEEDS) – pages 26 and 32; 12. New Partnership for African Development (NEPAD) – section 3, page 33; 13. Millennium Development Goals (MDGs); and 14. Niger State Agricultural Policy (Draft).

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Annex 1: Crop Production Figures: 2009– 2013

SN

Crops

2009 2010 2011 2012 2013

Area (HA'000) Yield/Ha (MT)

Production (MT'000)

Area (HA'000) Yield/Ha (MT) Production (MT'000)

Area (HA'000)

Yield/Ha (MT) Production (MT'000)

Area (HA'000)

Yield/Ha (MT) Production (MT'000)

Area (HA'000)

Yield/Ha (MT)

1 Maize 442 1,420 628 421 2 655 356 3 574 294 2.59 763 172,309 2.175

2 Sorghum 599 1,056 633 543 1 603 758 2 1,244,47 255 2.99 5717 267,264 1.315

3 Rice 165 3,219 532 156 3,237 506 371 2,868 1,066 94.5 2.01 669 264,004 3.123

4 Millet 288 1,523 439 284 1,657 470 221 1,104 255 232 2.99 649 214,970 0.829

5 Cassava 80 10,219 816 84 11 924 161 11 1,760 561 23.9 1338 44,616 20.628

6 Yam 369 16,913 6,236 343 15,483 5,314 339 17,983 6,091 383 39.0 1493 240,103 15.036

7 Sweet Pot 21 9,929 209 22 9,097 201 31 11 356 99.5 20.2 201 NA NA

10 G/Nut 378 1,247 472 325 1,335 433 301 1 414 356 1.97 699.7 298,227 1.675

11 B/Nut 23 1,134 26 28 1,221 34 34 2 63 0 0 0 NA NA

12 Cowpea 66 619 41 75 1 49 379 1 274 0 0 0 NA NA

13 S/Beans 11 1,262 14 10 1 14 82 1 50 14.9 4.81 71.5 32,159 1.124

15 S/Cane 13 19,936 264 11 19,408 220 9 15 136 0 0 0 22,163 29.583

16 Pepper 37 7,327 272 42 8 331 77 14,134 74 13.04 2.16 190 NA NA

17 Onion 11 9,321 103 11 10 109 355 11 4 0 0 0 NA NA

18 Tomato 12 6,642 82 27 6 170 28 14 223 27.2 5.69 155 14,776 8.789

19 G/Egg 8 7,866 64 17 7 125 12 6 40 0 0 0 NA NA

Source: MARD

Note: Crop production Data for 2014 is ongoing

82

Annex 2: Strategy Standards and Evidence of MTSS Consistency with them

Strategy Process Standards Evidence of MTSS’ Consistency with Them

1. Policy makers and the Central Planning Ministry are providing timely annual policy guidance and envelopes, based upon the SDP within which sector strategy can be developed (SEE T1A).

NSPC was timely in issuing indicative budget ceilings for the rollover of the MTSS. It issued capital budget ceilings to all MDAs for the period 2015 – 2017 on 30thMay, 2014 and issued recurrent (personnel and overhead) budget ceilings on 3rdJune 2014 (Page 17).

2. Approaches to achieving public involvement in strategy making are understood and utilised (SEE T7).

Members of the public / external stakeholders were not involved in the MTSS rollover. This was noted as a weakness of the approach adopted (Section 1.2).

3. Strategies are published, and a political commitment to implement them is being made or attached to service charters where appropriate (SEE T8).

MTSS development started in Niger State in 2013; no MTSS is published yet.

4. MTSS teams (or committees or focus groups) in each “sector” have been established, and received support on how to develop MTSS according to all the contents standards listed adjacent from the Central Planning Ministry (SEE T2).

A Sector Planning Team (SPT) was constituted in 2013. The team was trained in all aspects of MTSS development. The team was responsible for the preparation of the first generation MTSS in 2013 and the MTSS rollover in 2014 under the supervision of a Consultant (Section 1.2).

5. Sector strategies are developed into (or iteratively on the basis of) sector implementation or action plans.

An implementation plan is not yet developed for the MTSS. It was noted that an Operational Plan will be developed by the MDAs responsible for the execution of the respective projects after this MTSS has been translated into budget and specific budgets have been approved for the respective projects (Section 3.8).

Strategy Content Standards Evidence of MTSS’ Consistency with Them

1. Objectives are output and outcome based and the sector strategy includes Key Performance Indicators (KPIs) (SEE T2).

The goals to be achieved are output and outcome based; realistic and measurable outputs, outcomes and targets were developed as well as appropriate KPIs (Tables 7, 8 and 16).

2. Sector Strategies cover three years, and rolling versions demonstrate changes made on the basis of performance reviews.

The MTSS covers the period 2015 – 2017 (Tables 8 and 16); the MTSS rollover benefitted from the Sector Performance Review (SPR) conducted by the SPT in May 2014 (Section 2.4).

3. Sector Strategy demonstrates specific means of achieving or contributing to the achievement of relevant Policy Statements in the State Development Plan.

The MTSS goals and programmes derived from Niger State’s overarching goal for the Agricultural Sector as set out in Vision 3:2020 document (PP. 9 & 46) and in the Niger State Development Plan 2015 – 2019 (PP. 28 and 29) (Section 2.7).

4. It is possible to discern in the Sector Strategy consistency with National and Regional Policy Guidelines (SEE T4).

The MTSS is consistent with the Federal Government’s Agriculture Transformation Agenda (ATA) (Section 2.5).

83

5. Sector Strategies incorporate reference to cross government and cross-stakeholder working (SEE T5).

Potentials for cross-government and cross-stakeholder working are evident in the MTSS documents as demonstrated by the section on programme connections between sector MDAs (Section 3.4).

6. Sector Strategies are financially feasible (SEE T1B). Projected costs of the MTSS were within the indicative budget ceilings issued by NSPC to the Agricultural Sector (Tables 2 and 16).

7. Evidence including research findings are used in the development of strategies. (SEE T3).

A sector situation analysis was carried out which provided useful information for the development of the sector strategy (Section 2.3). The Sector Performance Review also provided evidences for the strategy (Section 2.4).

8. Sector strategies demonstrate that there is the human resource and organisational capacity to implement them (SEE T6).

The sector’s institutional structure and staffing were analysed to determine adequacy; staffing analysis was in terms of number, salary structure and gender (Section 2.2).

9. Sector strategies demonstrate that public views have been taken into account (SEE T7).

Members of the public / external stakeholders were not involved in the MTSS rollover. This was noted as a weakness of the approach adopted (Section 1.2).

10. Sector strategies demonstrate their contributions to MDG achievement and to G&SI targets.

Sector strategies demonstrate their contributions to the achievement of the MDGs, particularly Goal 1 which deals with eradication of extreme poverty and hunger (Section 2.5).

84

Annex 3: Organogram of the Ministry of Agriculture and Rural Development (MARD)

HON. COMMISSIONER

PERMANENT SECRETARY

ACCOUNT & STORES INT. AUDIT NAMDA

Director Director Director Director Director Director

Agric Services Produce &Pest Contr Engr. Services Planning Res. & Statistics Rural Development Personnel Management

D. D. D. D. Gen. D. D Land D. D D. D D. D. D. D. D. D. D. D. D. D D. D. Mech. D. D. Appt Welfare D. D. Trg, Prom.

Crops Service Resource Produce W/Res. Maint. Oprats. Irrig. Planning Res. & Stat. Discipline & Report Transpt & Security

CAO Arable C. A. O C.A.O CAO C.I.E. CAPO CAPO OD RI Dev HOD MRI&Rec HOD Mech Chief Exect. Chief Personnel Crops H/Econs Credit Land Irrigation Prog. & M & E Officer Officer

Clear Scheme Project Technical. Staff Tech./Support Workshop Staff

CAO Hort. C. A. O C.A.O Chief Chief Pest D. D. Staff Opert. & Drivers Training Soil Survey Produce Control Workshop CAO ZIO

Supt. Officer T.H.S CAPO CAPO CAPO

Irrigat. Res. Statist. Record Princ.Agric C. A. O C.A.O Zonal Mech. Officers Scheme

Supt. Bida, Information Soil Conserv. Bida, Minna & K/gora ACAPO ACAPO ACAPO PEO Disc PEO Dept. PEO Retir. PEO Train PEO PEO Reg.

N/Bussa, Sect oral Sect oral Computer Serv. Sec. &Office Welfare Statistics Security & Retir. Record & Agaie & & Mgt.Res. & Int. Stat. Maint. & Sanitat. Transport Statist. Staff Prom

Labozhi Zonal Produce Officer Area Mech. Officers

Bida, Minna, K/gora Agaie Minna N/Bussa ACAPO

Lapai Suleja K/gora Data Bank SEO SEO SEO SEO SEO SEO

Princ. H/Econs Princ. Agric Bida Paiko

Supt. Kagara, Supt. Kuta, Kutigi Rafi Library Clerks Suleja, Minna Tegina and Services

and K/gora Nasko APO APO APO APO Drivers & Messengers

Minna, Bida, K/gora New Kagara, Agaie Rijau Bussa

Suleja, Mokwa Night Guards & etc

Kuta

85

Annex 4: Organogram of the Ministry of Livestock and Fisheries development

DD HAT/NURS (1)

DD AQU

A CULT

(1)

DD ART FISHERY (1)

CFS

PFS

FS

CFO- AQ

PFO- AQ

FO- AQ

CFO- AF

PFO- AF

FO- AF

DIRECTOR FISHERIES (1)

DIRECTOR PLANNING

(1)

DDS (1)

DDR (1)

DDP (1)

PSO

SSO

STO

PRO

SRO

RO

PPO

SPO

PO

DIRECTOR ANIMAL

HEALTH (1)

DDHS (1)

ZLO (3)

DD LABS

(1)

ACVO

PVO

SVO

CAHHTT

PAAHT

SAAT

VO AAHT

ALO

CLT

PLT

SLT

LT

DIRECTOR ADMIN (1)

DD (1) ADMI

N

DD (1) PRO CUR

CHIEF ACCT

(1)

SO (1)

PAO (1)

PCO

CO

AO

CPO

PO

CSH OCS AC

DIRECTOR VET. PH & EPIDEM (1)

DD ABBT. MNGT

(1)

DD EPIDM ZOONOSIS (1)

DD PUB. HEALTH

(1)

PVO (ABBT)

MEAT INSP.

PVO PUB. HLTH

PHO

PVO EPIDE

M

EPIDEM. DESK

OFFICER

DIRECTOR ANIMAL

PRODUCTION (1)

DD LIBC (1)

DD PPU (1)

DD RABITRY (1)

FARM MNGR

ASST. FARM MNGR

SNR L.O.

LVSTK OFFICE

R

FARM MNGR

ASST. FARM MNGR

SNR P.O.

PLTRY OFFICE

R

FARM MNGR

ASST. FARM MNGR

SNR R.O.

FARM ASST.

DIRECTOR RANGE

MNGNT(1)

DD GRAZ

N RESRV (1)

DD FODDR

BNKS (1)

DD STCK

ROUTE (1)

CHIEF R.O.

PRINC R.O.

SNR R.O.

CHIEF FBN

O.

RANGE OFFICE

R

SNR FBN

O.

FBN OFFICE

R

CHIEF STCK R.O.

SNR STCK R.O.

STCK ROUT

E OFFIC

ER

HON. COMMISIONER (1)

PERMANENT SECRETARY (1)

DIRECTOR GENERAL INSTITUTE (1)

SECRETARY

TRAINING RESEARCH CONSULTANCY

86

Annex 5: Organogram of Niger State Agricultural Mechanisation and Development Authority

AGR

PROC

BLD MWS ABD

ACCT. FAD

DEV.

WOMEN

IN

Agricult

ure

COMM

UNIT

EXTENSION

SERVICES

ROADS MAIN

ACCT.

PLAN. MON EVL AGR. BUSS

DEV.

I. D & L ADMIN PERSONNEL TRAINING HUMAN RESOURCES

DEVELOPMENT

RAMP II STATE

IMPLEMENTAT

ION OFFICE

AGRIC.

EXTENSION

SERVICES

Plan.

Monitoring

&

evaluation

eval.

ENGINEERING

SERVICES

Rural

Enterprise

developme

nt

FINANCE &

ACCOUNTS

NIGER STATE

COMMERCIAL

AGRICULTURAL.

CREDIT SCHEME

NIGER STATE

FADAMA

COORDINATION

OFFICE

ADMIN. &

SERVICES

MANAGEMENT

INTERNAL AUDIT

PROCUREMENT AND STORES

NAMDA BOARD

MINISTRY OF AGRICULTURE AND RURAL DEVELOPMENT

LEGAL OFFICER/SECRETARY

Research

Services

PY DIS BUD MGT

ACCT

STORE

ACCT

PR FI FUAM FAD AGR FISH L/STK AGR/F ANI.TRC SEED.P AGRNM EAs

87

Annex 6:Details of Overhead Costs – Existing and Projected

Items of Overhead Costs Approved 2015

(N'000)

Actual Jan -April 2015

(N'000)

Projections (N'000)

2016 2017 2018

Ministry of Agriculture and Rural Development

Travel & Transport 6,000 1,640.5 6,000 6,300 6,615

Information and Communication Services 50 35 50 52.50

Stationery 1,200 174 1,200 1,260 1,323

Maintenance of Office Furniture and Equipment 5,500 775.9 5,500 5,775 6,063.75

Maintenance of Vehicles and Capital Assets

Training and Staff Development 2,000 0 4,000 4,200 4,410

Professional Services 1,750

1,750 1,837.50 1,929.38

Miscellaneous Expenses 23,500 748.3 23,500

Sub-Total 40,000 2,626 42,000 44,100 46,305

Ministry of Livestock and Fisheries

Travel & Transport 4,000 165 4,200 4,409.9 4,630.5

Telephone & Postal Services 100

120 125.9 132.3

Stationary 700 76.8 750 787.5 826.9

Maintenance of office furniture &Equipment 1,500 624 2,000 2,099.9 2,205

Maintenance of Vehicles and Capital Assets 1,500

1,600 1,679.9 1,764

Consultancy Services 1,000

1,000 1,049.9 1,102.5

Grants, Contributions and Subventions 200

300 314.9 6,615

Training and Staff Development 5,000 402 9,755 10,243 10,755

Entertainment and Hospitality 500

Miscellaneous Expenses 10,000 4,591

Sub-Total 24,500 5,859 25,725 27,011 28,362

Niger State Agriculture and Mechanisation Development Authority (NAMDA)

Travel & Transport 4,700 600 4,935 5,170 5,441

Utility Services 840 882 924 972

Telephone & Postal Services 525 551 578 608

88

Items of Overhead Costs Approved 2015

(N'000)

Actual Jan -April 2015

(N'000)

Projections (N'000)

2016 2017 2018

Stationary 1,050 1,103 1,155 1,216

Maintenance of office furniture & equipment 2,452 2,575 2,698 2,839

Maintenance of Vehicles and Capital assets 7,525 105 7,901 8,278 8,711

Consultancy Services 1,575 1,654 1,734 1,823

Grants, Contributions and Subventions 2,100 2,205 2,310 2,431

Training and staff Development 1,133 1,189 1,246 1,311

Entertainment and Hospitality 525 551.2 578 607.8

Donation and Assistance 1,575 1,654 1,733 1,823.2

Sub-Total 24,000 705 25,200 26,460 27,783

Summary for the Agricultural Sector

Ministry of Agriculture and Rural Development 40,000 2,626 42,000 44,100 46,305

Ministry of Livestock and Fisheries 24,500 5,859 25,725 27,011 28,362

Niger State Agriculture Mechanisation and Development (NAMDA)

24,000 705 25,200 26,460 27,783

Grand Total Agricultural Sector 88,500 9,190 92,925 97,571 102,450

Source: SPT’s analyses Note: 2016-2017 data was repeated as we are yet to receive 2016-2018 ceiling from NPC.

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Annex 7: Ongoing, Existing and New Projects Scorecard

S/N Project Title Criterion 1 Criterion 2 Criterion 3 Criterion 4 Average (1 -

4) Rank Criterion 5 Rank Scoring Justification

1

Replication of drip irrigation system at the 2 Geopolitical Zones.

4 4 3 1 3.0 10 2 11

Propagate the use of drip- irrigation system

2 Procurement of 2no HR3 lister pumps for Jima and Doko 3 4 4 4 3.8 2 3 2

To facilitate irrigated agriculture

3

Provision of 1000 tube wells and irrigation pumps across 10 selected irrigation schemes 3 4 4 3 3.5 4 3 2

To facilitate irrigated agriculture

4

Conduct of sensitization/advocacy on improved crop production programme

4 4 3 3 3.5 4 2 11

To allow wider reach to the farmers

5

Home economics development project in 3 geo-political zones of the state 2 4 2 2 2.5 20 2 11

To create enable environment for home economic development activities

6 Rehabilitation of Kuta and Paiko Clinics 4 4 3 4 3.8 2 3 2

Strengthen animal health care delivery

7

Rehabilitation of Kagara and New Bussa Clinics 4 4 4 4 4.0 1 3 2


8 Rehabilitation of Bida and Kutigi Clinics 3 4 2 3 3.0 10 4 1


9

Procurement of 28,000 semen straws of exotic cattle 3 4 2 3 3.0 10 2 11

Facilitate livestock upgrading programme

10

Procurement of 20 insemination kits 3 4 2 3 3.0 10 3 2


11

Procurement of 6,000 synchronising hormones 3 4 2 3 3.0 10 1 16


90



12

Procure 15 number Nitrogen tanks 3 4 2 3 3.0 10 3 2


13

Procurement of 2000Ltrs Nitrogen liquids 3 4 2 3 3.0 10 2 11


14

Equipping AI Laboratory at Tagwai 3 4 2 3 3.0 10 3 2


15

Equipping veterinaryClinic at Tagwai 3 4 2 3 3.0 10 3 2


16

Training oftwenty (20) additional professional and technical inseminators

3 4 2 3 3.0 10 3 2


17

Equipping of Hatchery and cold room, rehabilitation of senior staff quarters and labour line, provision of drainage, and landscaping

3 4 2 4 3.3 6 0 17


18

Construction and equipping of 1no referral veterinary laboratory 3 4 2 4 3.3 6 0 17


19 Equipping 6 Veterinary Clinic

3 4 2 4 3.3 6 0 17 Livestock feed security

20 Procurement of supplementary Feeds 3 4 2 4 3.3 6 0 17

Secure livestock infrastructure

21

Vaccination of 10million cattle, 12million sheep and 15million Goats 3 4 2 4 3.3 6 0 17

Facilitate logistic for livestock upgrading programme

22 Construction of Calf pen (creep feeder) 3 4 2 4 3.3 6 0 17

Boost poultry production stander

23

Construction and furnishing of 1block of 2class rooms 3 4 2 4 3.3 6 0 17


91



24

Gazette of 8 grazing reserves

3 4 2 4 3.3 6 0 17

Facilitate logistic for animal health care delivery

25

Maintenance of 250ha plot at Bobi grazing reserve 3 4 2 4 3.3 6 0 17


26

Installation of sign post at flashy cattle crossing points on high ways 3 4 2 4 3.3 6 0 17


27

Fencing of livestock service centre at Garun gabas 3 4 2 4 3.3 6 0 17


28 Procurement of 4 Bajaj motorcycles 3 4 2 4 3.3 6 0 17


29 Sensitization/Advocate visits and publicity 3 4 2 4 3.3 6 0 17

Improve public health care

30

Establishment of Fish processing center at Tagwai Fish hatchery

3 4 2 4 3.3 6 0 17


31

Construction of market outlet at Tagwai fish hatchery 3 4 2 4 3.3 6 0 17


32

Construction of 1 number 2 bedroom flat 3 4 2 4 3.3 6 0 17


33

Procurement of 2 boats and outboard engines (OBE) 3 4 2 4 3.3 6 0 17

Promote settlement of agro-pastoralist

34 Establishment of two zonal hatcheries 3 4 2 4 3.3 6 0 17

35

State contribution to the KLFMCU 3 4 2 4 3.3 6 0 17

Feed security

92



36

NGSG annual contributions to NIFFRI and ECOWAS for fisheries development 3 4 2 4 3.3 6 0 17 Boost fish production

37

Procurement of 6,960 Fishing nets, 4,500 hooks and 28,500 twines 3 4 2 4 3.3 6 0 17 Boost fish production

38

Rehabilitation of Wuya Fish Farm 3 4 2 4 3.3 6 0 17 Boost fish production

39

Support for NSCACS activities

4 4 2 4 3.5 4 2 11

For enhancing access to finances by farmers

40 Payment of premium subsidy to NAIC 3 4 3 4 3.5 4 2 11


41

Agriculture Trust Fund

3 4 2 4 3.3 6 3 2


42

Establishment of cotton markets at Babanna

2 3 2 3 2.5 20 3 2

Promote marketing of cotton and encourage production

43

Establishment of cotton markets at Agwara

2 3 2 3 2.5 20 2 11


44

Establishment of cotton markets at N/Bussa 4 4 2 3 3.3 6 2 11

To make available and affordable all year round

45 Procurement of grains (MT)

4 4 4 4 4.0 1 4 1


46

Transportation of grains (Trucks)

4 4 4 4 4.0 1 4 1


93



47

Chemicals procured for grains storage 4 4 4 4 4.0 1 4 1


48

Flag off of sales of grains

4 4 4 4 4.0 1 4 1


49

Public sales/distribution of grains 4 4 4 4 4.0 1 4 1


50

Procurement of agro-chemicals

4 4 4 4 4.0 1 4 1


51

FADAMA IIIAF State Contribution

4 4 4 4 4.0 1 3 2


52 VCDP State contribution

4 4 4 4 4.0 1 3 2 Promote marketing of cotton and encourage production

53


3 4 2 3 3.0 10 3 2

The development of sustainable cropping systems through the testing, multiplication and release of appropriate roots and tuber varieties

54

NPFS, State Contribution

2 4 2 2 2.5 20 2 11

Enhance food security of consumers and farmers through improved access to and availability of food

55


2 4 2 2 2.5 20 3 2

Security of consumers and farmers through improved access to and availability of food

94



56

Agricultural Technology Generation and Transfer

4 4 4 4 4.0 1 4 1

Extension service delivery through adoption of technology in achieving increase in food production and income of the farmers

57

Provision of productive infrastructures

3 4 3 3 3.3 6 2 11

To construct/rehabilitate and maintain rural roads, plants, equipment, vehicle and project building.

58

Up-grading of Kuta farm institute 4 4 4 3 3.8 2 3 2

Provide wide range of training an agricultural practices

59

Up-grading of Tegina farm institute 4 4 4 3 3.8 2 3 2


60

Up-grading of Nasko farm institute 4 4 4 3 3.8 2 3 2


61

Up-grading of Bida farm institute

4 4 4 3 3.8 2 3 2


62 Establishment of skill development centre 3 4 2 3 3.0 10 4 1

Training of youth

64 Fertilizer procurement and distribution 4 4 4 4 4.0 1 4 1

To make available quality farm inputs to farmers

65

Conduct of farmers registration under GES

4 4 4 4 4.0 1 3 2

Gather information on agricultural activities across the state

95



66

Attend eight (8) PM&E workshop/Seminars by PM&E staff 3 4 2 3 3.0 10 3 2


67

Conduct of Pre-season training

3 4 2 3 3.0 10 3 2


68

Conduct 6 nos APS

3 4 2 3 3.0 10 2 11


69

Conduct 36 nos MPS

3 4 2 3 3.0 10 3 2


70

Conduct Weather Surveys (WS)

3 4 2 3 3.0 10 2 11


71

Establish 9nos computerised meteorological stations

3 4 3 2 3.0 10 3 2


72

Procurement of survey equipment weighing scale, Triangle rope and GPS 3 4 3 2 3.0 10 3 2


73

Conduct impact studies on CACS

2 4 3 3 3.0 10 2 11


74

Conduct impact studies on Fertilizer Subsidy on Crop Performance. 2 4 3 4 3.3 6 2 11


96



75

Conduct impact studies on NPFS

2 4 3 4 3.3 6 2 11


76

Prepare Work plan and Budget, periodic implementation progress reports 3 4 3 3 3.3 6 2 11


77

Conduct Farm Crop Budget/FAMAS

3 4 3 2 3.0 10 3 2


78 Collection of state-wide rural infrastructure data 3 4 2 3 3.0 10 2 11


79

RAMP II State contribution

4 4 4 4 4.0 1 3 2

Necessary for implementation of RAMP II activities

80

Rehabilitation of 21 AEHCs

4 4 4 3 3.8 2 3 2

To reduce drudgery in agriculture activities and promote land cultivation

81

Rehabilitation of 15 units of tractors

4 4 4 3 3.8 2 4 1


82

Purchase of workshop equipment and tools

3 4 3 3 3.3 6 3 2


83

Fencing of Minna Agro-mechanical workshop

3 4 3 3 3.3 6 3 2


97



84

Construction of a gate house for Minna workshop

3 4 2 3 3.0 10 3 2


85

Renovation and equipping of 20no offices 2 4 2 4 3.0 10 3 2

To provide enable environment for staffs

86

Purchase of office furniture for 20no offices 2 4 2 4 3.0 10 2 11

To provide enable environment for staffs

87

Maintenance and upgrading of Agricultural Data Clinic to NSAMIS

4 4 4 3 3.8 2 3 2

To provide data for proper planning

88

Payment of consultancy services NIRSAL and NSRIC 4 4 4 4 4.0 1 3 2


89

Quarterly Monitoring & Evaluation of agriculture project 3 4 3 4 3.5 4 3 2


90 Research and Consultancy

3 4 4 4 3.8 2 4 1 To provide data for proper planning

91

Procurement of 1 number 4 WD Toyota Hilux vehicle 4 4 4 3 3.8 2 3 2


Source: SPT’s analyses Note: The existing and ongoing projects were ranked or prioritised on the basis of their average score on the 5 scoring criteria; while the new projects were ranked or prioritised on the basis of their scores on criterion 5.

98

Annex 8: Details of Projects Costing

S/N INITIATIVE

Agricultural Sector MTSS Costing

2016 2017 2018 GRAND TOTAL

Description

Yearly Total Yr 1 -Yr 3 Total

2,246,880,718 2,224,508,974 2,601,683,797 7,073,073,489

PERSONNEL RESOURCE CEILING (ENVELOPE) 1,125,700,000 1,181,100,000 1,241,100,000 3,547,900,000

OVERHEAD RESOURCE CEILING (ENVELOPE) 92,925,000 97,511,000 102,449,000 292,885,000

CAPITAL RESOURCE CEILING (ENVELOPE) 1,028,255,718 945,897,974 1,258,134,797 3,232,288,489

TOTAL RESOURCE CEILING (ENVELOPE) 2,246,880,718 2,224,508,974 2,601,683,797 7,073,073,489

RESOURCE OUTSTANDING (Surplus/Deficit) 0 - - 0

2,246,880,718 2,224,508,974 2,601,683,797 7,073,073,489

Section 1: Existing Projects 2,246,880,718 2,217,158,974 2,598,911,009 7,062,950,702

1 Personnel Costs 1,125,700,000 1,181,100,000 1,241,100,000 3,547,900,000

Overhead Costs: 92,925,000 97,511,000 102,449,000 292,885,000

2 Travel & Transport 14,700,000 14,700,000 14,700,000 44,100,000

3 Maintenance of Office 5,952,500 5,952,500 5,952,500 17,857,500

4 Motor Vehicle Repair 12,525,000 12,525,000 12,525,000 37,575,000

5 Motor Vehicle Fuel 4,925,000 9,511,000 14,449,000 28,885,000

6 Workshop & Training 8,132,500 8,132,500 8,132,500 24,397,500

8 Stationery 2,950,000 2,950,000 2,950,000 8,850,000

9 General Utility 840,000 840,000 840,000 2,520,000

10 Grants 2,300,000 2,300,000 2,300,000 6,900,000

11 Consultancy Fees 4,325,000 4,325,000 4,325,000 12,975,000

12 Postal and Postages 675,000 675,000 675,000 2,025,000

13 Awards and Rewards 1,025,000 1,025,000 1,025,000 3,075,000

14 Entertainment and Hospitality 2,075,000 2,075,000 2,075,000 6,225,000

15 Donations and assistance 32,500,000 32,500,000 32,500,000 97,500,000

Capital Expenditure - Existing and Ongoing Projects: 1,028,255,718 938,547,974 1,255,362,009 3,222,165,702

1 Replication of drip irrigation system at the 3 Geopolitical Zones. -

7,206,000 7,206,000

2 Procurement of 2no HR3 lister pumps for Jima and Doko 14,420,000 14,420,000 14,420,000 43,260,000

3 Provision of 1000 tube wells and irrigation pumps across 10 selected irrigation schemes

60,000,000 45,000,000 45,000,000 150,000,000

4 Provision of 500 wash bores in the 10 selected irrigation schemes

85,050,000 85,050,000

5 Payment outstanding state premium subsidy. 13,500,000 3,500,000 3,500,000 20,500,000

6 Conduct of sensitization/advocacy on improved crop production programme

11,544,000 10,510,000 15,590,000 37,644,000

7 Home economics development project in 3 geo-political zones of the state

10,000,000 10,000,000 20,000,000 40,000,000

99

S/N INITIATIVE


2016 2017 2018 GRAND TOTAL

Description


2,246,880,718 2,224,508,974 2,601,683,797 7,073,073,489






8 Rehabilitation of Kuta and Paiko Clinics 3,000,000 - 5,000,000 8,000,000

9 Rehabilitation of Kagara and New Bussa Clinics 4,000,000 - 5,000,000 9,000,000

10 Rehabilitation of Bida and Kutigi Clinics 3,000,000 - 5,000,000 8,000,000

11 Procurement of 28,000 semen straws of exotic cattle 10,000,000 8,000,000 10,000,000 28,000,000

12 Procurement of 20 insemination kits - 4,000,000 4,000,000 8,000,000

13 Procurement of 2000 synchronising hormones 5,000,000 5,000,000 5,000,000 15,000,000

14 Procure 15 number Nitrogen tanks - 2,000,000 1,000,000 3,000,000

15 Procurement of 2000Ltrs Nitrogen liquids 500,000 250,000 250,000 1,000,000

16 Equipping AI Laboratory at Tagwai - 2,000,000 - 2,000,000

17 Equipping veterinaryClinic at Tagwai 7,000,000 8,000,000 - 15,000,000

18 Training oftwenty (20) additional professional and technical inseminators - 400,000 - 400,000

19 Rehabilitation of 8 poultry pens, reconstruction and equipping of Hatchery, rehabilitation feed mill, office block, labour line, cold room, senior staff quarters, drainage and landscaping

7,000,000 4,000,000 6,000,000 17,000,000

20 Construction referral veterinary laboratory 15,000,000 10,000,000

25,000,000

21 Equipping 6 Veterinary Clinic - - 3,000,000 3,000,000

22 Supplementary Feeds 7,000,000 5,000,000 7,000,000 19,000,000

23 Vaccination of 10million cattle, 12million sheep and 15million Goats 9,500,000 8,000,000 10,000,000 27,500,000

24 Construction of Calf pen (creep feeder) - - 7,000,000 7,000,000

25 Construction and furnishing of 1block of 2class rooms 8,500,000 - - 8,500,000

26 Gazette of 21 grazing reserves - 15,000,000 25,000,000 40,000,000

27 Maintenance of 250ha plot at Bobi grazing reserve 5,500,000 - 5,000,000 10,500,000

28 Installation of sign post at flashy cattle crossing points on high ways 1,000,000 - - 1,000,000

29 Fencing of livestock service centre at Garun gabas 6,568,000 - - 6,568,000

30 Procurement of 4 Bajaj motorcycles 432,000 - - 432,000

31 Sensitization/Advocate visits and publicity - 542,500 467,500 1,010,000

32 Establishment of Fish processing center at Tagwai Fish hatchery 10,000,000 10,000,000 - 20,000,000

33 Construction of market outlet at Tagwai hatchery

6,000,000 - 6,000,000

34 Construction of 1 number 2 bedroom flat

7,500,000 7,500,000

35 Procurement of 2 boats and outboard engines (OBE) 8,000,000 - - 8,000,000

100

S/N INITIATIVE


2016 2017 2018 GRAND TOTAL

Description


2,246,880,718 2,224,508,974 2,601,683,797 7,073,073,489






36 Establishment of two zonal hatcheries

7,000,000 7,000,000 14,000,000

37 State contribution into the KLFMCU

2,000,000 2,000,000 4,000,000

38 NGSG annual contributions to NIFFRI and ECOWAS for fisheries development

2,000,000 2,000,000 2,000,000 6,000,000

39 Procurement of 6,960 Fishing nets, 4,500 hooks and 28,500 twines 10,379,208 6,481,250 2,989,027 19,849,486

40 Rehabilitation of Wuya Fish Farm

- 5,000,000 5,000,000

41 Support for NSCACS activities 7,000,000 7,000,000 7,000,000 21,000,000

42 Payment of premium to NAIC 13,500,000 3,500,000 3,500,000 20,500,000

43 Agriculture trust fund 50,000,000 - 50,000,000 100,000,000

44 Establishment of cotton market at Babanna 2,500,000 - - 2,500,000

45 Establishment of cotton market at Agwara 2,500,000 - - 2,500,000

46 Establishment of cotton market at New Bussa 2,500,000 - - 2,500,000

47 Procurement of grains (MT) 53,072,000 40,000,000 46,590,750 139,662,750

48 Transportation of grains (Trucks) 2,000,000 1,976,009 2,000,000 5,976,009

49 Chemicals procured for grains storage 1,000,000 1,000,000 1,000,000 3,000,000

50 Flag off of sales of grains 2,000,000 2,000,000 2,000,000 6,000,000

51 Public sales/distribution of grains 1,000,000 1,000,000 1,000,000 3,000,000

52 Procurement of agro-chemicals 2,000,000 - 2,000,000 4,000,000

53 FADAMA III State Contribution 60,000,000 60,000,000 60,000,000 180,000,000

54 RIPMAPP State Contribution 58,000,000 58,000,000 58,000,000 174,000,000

55 NPFS, State Contribution - - 42,000,000 42,000,000

56 Agricultural Technology Generation and Transfer 40,192,715 40,192,715 44,312,469 124,697,899

57 Provision of productive infrastructures 5,000,000 5,250,000 5,512,500 15,762,500

58 Up-grading of Kuta farm institutes. 6,500,000 34,000,000 50,000,000 90,500,000

59 Up-grading of Tegina farm institutes. 6,500,000 34,000,000 50,000,000 90,500,000

60 Up-grading of Nasko farm institutes. 6,500,000 34,000,000 50,000,000 90,500,000

61 Up-grading of Bida farm institutes. 6,500,000 34,000,000 50,000,000 90,500,000

62 Establishment of skill development centre 4,000,000 4,200,000 4,410,000 12,610,000

63 Procurement of 9no GPS equipment for 3 zones 585,000 614,250 614,250 1,813,500

101

S/N INITIATIVE


2016 2017 2018 GRAND TOTAL

Description


2,246,880,718 2,224,508,974 2,601,683,797 7,073,073,489






64 Monitoring of Agricultural inputs distribution 82,000,000 81,000,000 82,000,000 245,000,000

65 Attend eight (8) PM&E workshop/Seminars by PM&E staff 2,000,000 - - 2,000,000

66 Conduct of Pre-season training 715,000 750,750 788,288 2,254,038

67 Conduct 6 nos APS 1,600,000 1,680,000 1,764,000 5,044,000

68 Conduct 36 nos MPS 225,000 337,500 354,325 916,825

69 Conduct Weather Surveys (WS) 150,000 157,500 165,375 472,875

70 Establishment of 9no computerised meteorological stations 2,400,000 2,520,000 2,646,000 7,566,000

71 Procurement of survey equipment 750,000 787,500 826,875 2,364,375

72 Prepare Work plan and Budget, periodic implementation progress reports

200,000 210,000 220,500 630,500

73 Conduct Farm Crop Budget/FAMAS 60,000 63,000 66,150 189,150

74 Collection of state-wide rural infrastructure data - 6,725,000

6,725,000

75 RAMP II State Contribution 125,000,000 125,000,000 125,000,000 375,000,000

76 Rehabilitation of 9no Agricultural Equipment Hiring Centers (AEHCS) 45,000,000 30,000,000 30,000,000 105,000,000

77 Rehabilitation of 12 units of tractors 11,660,000

11,660,000

78 Purchase of workshop Equipment and tools 13,867,260 - - 13,867,260

79 Fencing of Minna Agro-mechanical workshop 10,920,360 - 12,000,000 22,920,360

80 Construction of a gate house for Minna workshop 557,263

557,263

81 Maintenance and upgrading of Agricultural Data Clinic 22,000,000 10,000,000 10,000,000 42,000,000

82 Payment of consultancy services NIRSAL, NSRIC & Jatroppha 133,977,912 120,000,000 134,138,000 388,115,912

83 Quarterly Monitoring & Evaluation of Agriculture project 7,480,000 7,480,000 7,480,000 22,440,000

84 Research and Consultancy 2,000,000 2,000,000 2,000,000 6,000,000

Section 2: New Projects - 7,350,000 2,772,788 10,122,788

85 Renovation and equipping of 20no offices - - 1,102,500 1,102,500

86 Purchase of office furniture for 20no offices - - 1,670,288 1,670,288

87 Procurement of 1 number 4 WD Toyota Hilux vehicle - 7,350,000 - 7,350,000

Source: SPT’s analyses

Note: 2016-2017 data was repeated as we are yet to receive 2016-2018 ceiling from NPC

NIGER STATE AGRICULTURAL SECTOR - SPARC … · 1 niger state agricultural sector 2016 – 2018...

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