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JIGAWA STATE MINISTRY OF AGRICULTURE

Medium Term Sector Strategy (MTSS)

2014-2016

Prepared by

Ministry of Agriculture

Supported by SPARC

©2013

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Table of Contents

FOREWORD ........................................................................................................................ 3

Abbreviations and Acronyms ................................................................................................. 4

EXECUTIVE SUMMARY ...................................................................................................... 5

CHAPTER ONE: INTRODUCTION TO JIGAWA STATE AGRICULTURE ............................ 7

CHAPTER TWO: SECTOR OVERVIEW ............................................................................... 9

2.1 The Main Challenges and Potentials to Agriculture Practices....................................... 9

2.2 Government’s Response to Agricultural Challenges .................................................. 10

2.3 Some Significant Progress in the Agric Sector Since 2007 ........................................ 11

2.4 Ways of Sustaining Progress in the sector ................................................................. 13

2.5 The Main Strategies for Achieving Jigawa State Agricultural Objectives: ................... 14

CHAPTER THREE: DEVELOPMENT OF MTSS IN AGRICULTURE .................................. 16

3.1 Why Prepare Medium Term Sector Strategy .............................................................. 16

3.2 The Processes Of Reviewing The Agric MTSS 2014-2016 ........................................ 17

CHAPTER 4: JIGAWA STATE AGRICULTURAL REVENUE AND BUDGET COMMITMENTS ................................................................................................................. 20

4.1 Sources of Revenue and Review of Existing Budget Commitments ........................... 20

4.2 Budget Allocations to Agriculture MTSS (2014- 2016) ............................................... 22

4.3 Budget Allocations to MTSS Goals and Programs. .................................................... 23

4.4 Cross Cutting Issues .................................................................................................. 25

CHAPTER 5: MONITORING AND EVALUTION OF THE AGRICULTURE MTSS .............. 28

Annexure 1: List of MDAs and SPT Members ..................................................................... 36

List of Sector MDAs ......................................................................................................... 36

List of Sector Planning Team Members ........................................................................... 36

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FOREWORD

The urge for prudent management of resources, value for money in service delivery and

good governance in Nigeria in general, and Jigawa State in particular, called for a new

approach to service delivery in the public sector.

The medium term sector strategy plan is therefore designed to address these issues by

introducing some measures such as public expenditure and financial accountability

approach, to performing participatory baseline.

The development of this plan benefited immensely from the guidance of the Department for

International Development State Partnership for Accountability, Responsiveness and

Capability programme; the Directorate of Budget and Economic Planning and the strategy

followed in drafting the medium term sector strategy.

The participatory approach in the development of this plan was enriched by the knowledge

and experience of the various team members, administrators, policy makers, agriculturalists,

engineers, farmer groups, community based organisations and office secretaries who

actively participated in planning and development as well as stakeholders validation of the

medium term sector strategy.

This strategy is a departure from the earthly approach of doing business in the public sector.

It also ensures the continuity of the project as well as sustainability mechanism in order to

achieve the desired objective. This wisdom could not have come at a better time than now

in which the State government is committed to turning the State generally as being one of

the better states in general; economically, peacefully, politically, religiously and

harmoniously.

Finally, to all who have contributed to the development of this medium term sector strategy

we are most grateful.

Honourable Commissioner

Ministry of Agriculture and Natural Resources

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Abbreviations and Acronyms ADP Agricultural Development Programme

AFAN All Farmers Association of Nigeria

AI Artificial Insemination

CDF Comprehensive Development Framework

DEE Directorate of Economic Empowerment

DFID Department for International Development

FA Federal Accounts

IAEA International Atomic Energy Agency

ICT Information and Communication Technology

IED Irrigation Engineering Department

IFAD International Fund for Agricultural Development

IGR Internally Generated Revenue

JARDA Jigawa Agricultural and Development Authority

JASCO Jigawa Agricultural Supply Company

KPIs Key Performance Indicators

LG Local Government

LGA Local Government Area

LIBCs Livestock Investigation and Breeding Centre

M&E Monitoring and Evaluation

MANR Ministry of Agriculture and Natural Resources

MDAs Ministries, Departments and Agencies

MDGs Millennium Development Goals

MoA Ministry of Agriculture

MoC Ministry of Commerce

MoH Ministry of Health

MoWA Ministry of Women Affairs

MoWR Ministry of Water Resources

MSY Maximisation of Sustainable Yield

MTEF Medium Term Expenditure Framework

MTSF Medium Term Sector Framework

MTSS Medium Term Sector Strategy

NAFDAC National Agency for Food and Drug Administration and Control

NGOs Non-Governmental Organisations

NPFS National Programme on Food Security

PLWHA People Living With HIV/AIDS

PPP Public Private Partnership

SEEDS State Employment Empowerment Development Strategy

SPARC State Partnership for Accountability, Responsiveness and

Capability UNICEF United Nation Child Education Fund

USAID United State Agency for International Development

VAT Value Added Tax

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EXECUTIVE SUMMARY

Jigawa State is blessed with large expanse of agricultural land, rivers and flood

plains, suitable for crops, livestock and fish production. Based on this over 80% of

the State’s total land mass is considered arable, which makes it one of the most

agriculturally endowed States in Nigeria. The major cultivations in Jigawa State are

the rainy and dry season crops. Rain fed crops include millet, sorghum, cowpea,

groundnuts, sesame, rice, maize, sweet potatoes, Bambara nuts, water melon,

cassava, cotton, okra, Roselle and water melon. And the dry season farming

production include tomatoes, pepper, onions, wheat, sugarcane, carrots, cabbage,

lettuce, maize and a host of other leafy vegetables.

About 90% of the 4.3 million people of Jigawa State are predominantly engaged in

Agriculture, making the sector the major source of livelihoods,1 food security and

poverty reduction. In Jigawa, the State Economic Empowerment Development

Strategy (SEEDS1) and the Comprehensive Development Framework (CDF) have

been the leading policies of Governments since 2006. These policy strategies

consist in the provision of pre-harvest and post-harvest support with respect to

storage; processing and marketing of Agricultural produce covering both food

crops and industrial crops. Also the strategies include rural development

components that target the provision of rural infrastructure for sustainable rural

livelihood.

Poverty is the main challenge to improved Agricultural productivity in Jigawa State

as it limits farmer’s capacities to access and apply Agriculture inputs to large-scale

practices. Drudgery in farm operation with heavy reliance on traditional farm

implements and methods of production has remained a major characteristic of

poverty in the Agric sector. Lack of land rights on the part of the Fulani herdsmen

and shrinking of grazing reserves, limited research and extension as well as poor

linkages between research institutes, government agencies and farmers coupled

with low level of private sector investment in large scale agricultural production are

some of the challenges identified in the sector.

The Jigawa State Ministry of Agriculture prepared a Medium Term Sector Strategy

(MTSS) for the period 2014-2016, which provided a link between the CDF and the

2014 annual budget. This report is a rollover of the MTSS to cover the period 2014-

2016. The rollover involved a Sector Performance Review, followed by a series of

Sector strategy sessions to review Goals, Objectives, Programmes and initiatives.

The Agriculture Sector Planning Team drove the process. Based on the findings of

the Annul performance Review, the Team revised the MTSS Goals and Objectives,

and arrived at the following Goals:

The Sector Planning Team revised the initial four MTSS Goals and amended as

follows:

1 The Ministry of Agriculture will endeavor to collect gender disaggregated data to highlight the

proportion of women engaged in Agriculture

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Goal 1: To develop Agricultural value chain. This was adopted to encourage and empower

Jigawa State farmers to boost Agricultural productivity, reduce drudgery and increase size of

cultivable land. The main objectives under this Goal are (i) To enhance gender

mainstreaming in agricultural programmes and projects, (ii) To strengthen research

extension farmer inputs linkage system, (iii) To ensure effective market information system,

(iv) To enhance agricultural and human resources potentials, and (v) To increase access to

agricultural inputs.

Goal 2: Increasing youth involvement in Agriculture. This goal is intended to increase

agricultural production and economic activities through the putting in place mechanisms for

attracting youths to Agriculture. The main objective is to develop the capacity of youths in

agriculture enterprises. The first objective under this goal is to make agriculture more

attractive to youths. The second objective is to create enabling environment for agricultural

skill acquisition.

Goal 3: To ensure inclusive and equitable management of agricultural resources. The main

objective is to reduce conflict situations in natural resources management.

Goal 4: To ensure equitable policy planning and implementation.

The main objective under this goal is to develop inclusive evidence based agricultural policy

and effective MIS for the sector.

The projected funding requirement for implementing the 4 policy programs over the period is

N13.475 Billion only, made up of N10.241 billion for capital projects and N3.235 billion for

recurrent costs. In 2014 the Agriculture envelope is about N4.129 Billion. This is slightly

lower than the 2015 and 2016 budget envelops of N4.472 Billion and N4.874 Billion

respectively. The capital expenditure estimates shall increase from N3.138 Billion in 2014 to

N3.704 Billion in 2016 while recurrent estimates stand at N0.991 Billion in 2014 and N1.169

Billion in 2016.

Table 1: Budget Allocations to Agriculture MTSS (2014- 2016)

Total Budget Envelop Recurrent Costs Capital

2014 4,129,000,000 991,700,000 3,138,000,000

2015 4,472,000,000 1,073,280,000 3,398,720,000

2016 4,874,000,000 1,169,760,000 3,704,240,000

Total for 2014-2016 13,475,000,000 3,234,740,000 10,240,960,000

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CHAPTER ONE: INTRODUCTION TO JIGAWA STATE AGRICULTURE

Jigawa State was carved out of the ancient City State of Kano in 1991. Based on 2006

census, the State has a population of 4.3 million people with close to 90% of the population

predominantly engaged in rural and subsistence farming. That is Agriculture has been the

mainstay of livelihood for over 90% of the population. This livelihood is heavily reliant upon

rainfall and the use of traditional implements. Out of the 2.24 million hectares total land area

of the State, about 1.6 million hectares are estimated to be cultivated during the raining

season while about 308,000 hectares of the land mass is potential for irrigated cultivation.

Currently there are 54,000 hectares put under irrigation. The State is also blessed with large

expanse of agricultural land, rivers and flood plains, suitable for crops, livestock and fish

production. Based on this over 80% of the State’s total land mass is considered arable,

which makes it one of the most agriculturally endowed States in Nigeria. However, the

challenges to improved Agric productivity are enormous.

The major crops in Jigawa State are the rainy and dry season crops. Rain fed crops include

millet, sorghum, cowpea, groundnuts, sesame, rice, maize, sweet potatoes, Bambara nuts,

water melon, cassava, cotton, okra, Roselle and water melon. And the dry season farming

production include tomatoes, pepper, onions, wheat, sugarcane, carrots, cabbage, lettuce,

maize and a host of other leafy vegetables.

Medium and small livestock faming includes cattle, sheep, goats, camels, horses and

donkeys. Small holders keep most of the livestock under traditional management, which is

dependent on natural free range of forage with little or no supplementation. To serve this

need the State has an estimated 450,452 square kilometres of grazing land reserve, which

provides opportunities for large-scale and sustainable livestock development

About 11 years assessment of crop farming (see Table 1a) shows that the State largest crop

production is millet and sorghum with an average of 491M/Tons and 460M/Tons per year

respectively. These outputs correspond to the amount of area under cultivation. An improved

seeding and incentive systems could improve rice and maize production.

Table 1a: Crop Farming

S/N Crop Average Yield MT/HA

Crop Area Ha Production M/Tons

1 Millet 1.1 447,000 491,700

2 Sorghum 1.2 384,000 460,800

3 Cowpea 0.3 322,000 96,600

4 Groundnut 0.4 104,000 41,600

5 Sesame 0.5 98,000 49,000

6 Rice 1.5 21,000 21,000

7 Maize 0.7 5,000 3,700

Source: JARDA crop Area and yield Survey 11 year average, 1999-2010

Table 1b below clearly indicates that dry season faming is done at a very small scale relative

to the amount of land available for this type of farming. And the yields continue to be

seasonal. An average of 1,400 Area Ha is put to use for carrot, and 2,000 Areas Ha for

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garden eggs. Consequently, average production for these dry season crops are equally low.

However, the potential for large sugar cane yield is high. From 1992 to 2002, an average of

180,000M/Tons of sugar cane was produce from only 3,000 Area Ha.

Table 1b: Dry Season Crop

S/N Crop Average Yield MT/HA

Crop Area Ha Production M/Tons

1 Tomatoes 6.1 17,000 102,000

2 Pepper 3.0 8,000 24,000

3 Onions 5.0 6,500 32,500

4 Wheat 1.9 5,000 9,500

5 Carrots 3.0 1,400 4,200

6 Garden eggs 5.0 2,000 10,000

7 Sugarcane 60.0 3,000 180,000

Source: JARDA Crop Area Yield Survey (11 Year, 1992 – 2002)

Table 1c below indicates that there is a high potential for poultry farming in Jigawa State. A

strategic improvement in poultry practices for youth and women could raise quantity from the

current 14,041,506 per year.

Table 1c: Livestock Farming

S/N Livestock Type Quantity

1 Cattle 3,840,000

2 Sheep 3,487,000

3 Goats 3,300,000

4 Camels 23,049

5 Horses 1,841,137

6 Donkeys 537,389

7 Poultry 14,041,506

Source: Ministry of Agric and Nat. Res. Report on irrigation potential 2008

In fisheries, the Government is practicing maximization of sustainable yield (MSY) with 303 water bodies as at January – June (2010). The record in Table 1d below shows yield at almost 30%. An increase in the number of water bodies to 500 by the year 2011 improved the yield by 17%. It is expected that fish yield could reach 27% by 2013. Table 1d: Fish Farming

Year 2011 2012 2013

Capture Fisheries 17% 22% 27%

Culture fisheries 17% 24% 29%

Table 1e: Estimated Fish Production

YEAR 2009 2010 2011

Artisanal Fisheries 4,498 3,297 6,405

Private Fish Ponds 2,739 3,791.5 3,963.1

Total 7,237 7,089.5 10,368

Source: Fish Dept. MANR Dutse 2011

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CHAPTER TWO: SECTOR OVERVIEW

Vision: - To be the foundation stone of Jigawa State Agricultural and Rural employment

opportunities.

Mission: To facilitate the achievement of the State overarching strategic objective of

uplifting the socio-economic wellbeing of the people through agriculture and protection of

environment.

Key mandates: The mandate of the sector is to design and implement policies, programs

and strategies that promote and facilitate sustainable growth in agricultural production;

crops, livestock and fisheries by the followings:

Reducing Drudgery

Modernization of agricultural production, processing, storage and distribution

Provision of quality extension services

Reducing of post-harvest losses

Improved access to market

Land Development

Protection and improvement of agricultural land, water resources and

preservation of the environment

Creation of more agricultural and rural employment opportunities.

These policy objectives take into account the overarching reliance on agriculture as the

major source of livelihood (for about 90% of the population) and the high incident of rural

poverty in the State.

2.1 The Main Challenges and Potentials to Agriculture Practices A major constraint to agricultural production and food security in Jigawa State is poverty,

which hampers the peoples’ access either to the basic agricultural inputs as farmers, or

limits their purchasing power in buying food. Some of the main challenges to the growth of

agriculture and environment in the State are summarised in Box 1 below.

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Box 1: Key Challenges for the sector

Subsistence smallholder system, which is inherently low in productivity and limits the farmers’ capacity to apply and improved farming practices.

Fragmentation in the control of agricultural practices.

Low nutrients content of the soil, which is exacerbated by low productivity of crops varieties and livestock species.

Periodic pest and disease outbreak including Quelea birds and grasshoppers.

High post-harvest losses due to poor storage, absence of cost-effective small and medium scale processing equipment, and inadequate or ineffective distribution and marketing systems.

Drudgery in farm operation with heavy reliance on traditional farm implements and methods of production that result in low productivity.

Low level of private sector investment in large scale agricultural production including low capacity for processing products that would add value prior to selling, which is worsened by low prices and limited access to credit facility.

Poor state of existing grazing reserves and low genetic potentialities of existing livestock breed.

Lack of land rights on the part of the Fulani herdsmen and shrinking of grazing reserves.

Inadequacy and high cost of inputs especially feed supplements and drugs.

Limited research and extension as well as poor linkages between research institutes, government agencies and farmers.

Farmers-herdsmen conflict over access to land and water resources which has become a perennial problem sometimes leading to loss of lives and properties.

Lack of credit to support modern livestock production.

Low GDP that limits the protein consumption capacity of citizens.

Sources: CDF 2010, pp 27-28; MoA Stocktaking of Progress from May 2007 to August 2013.

In spite of these challenges the State has enormous potentials as shown in Box 2 below.

Box 2 Potentials for Improved Agricultural Productivity

It is a priority of the current Government as evidenced by improved budget allocation.

Over 70% of the land mass is considered arable.

Agriculture is a key aspect of the Transformation Agenda of the present Federal Government administration.

Support to small farmers through the MDGs office in the form of Conditional Grant Scheme.

Existence of various NGOs and government policies supporting youths in agriculture.

Donor support and collaboration (such as IFAD, NPFS and FADAMA III) with governments on funding special projects such as monitoring and control of pest, modernization and mechanization of production techniques, improved access to Agric credit and etc.

Source: CDF p 28-30

2.2 Government’s Response to Agricultural Challenges With over 80% of arable landmass, Jigawa is one of the most agriculturally endowed States

in Nigeria. Its Agricultural potentials along other support strategies shown in Box 2.2 give the

State a strong stance for continued improvement. The commitment to improving Agricultural

productivity is clearly evident in the track record of institutional and support programs of the

State Government.

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First, in 2009, the Government successfully relocated the sector from Hadejia to the State

Headquarters in Dutse where Agric departments have been brought to work together. This is

an important achievement as it enhances communication and continued sharing of

experiences between the Agric sector and other relevant agencies of government.

Relocation or transfer of the Department of Irrigation Engineering from the Ministry of Water

Resources to the Ministry of Agriculture is an important institutional realignment of functions

that could complement the Agric sector performance;

In the bid to scale up the planning and implementation of Agricultural programs, the

Government has set up a Sector Planning Committee to commence work on the

development of the Medium Term Sector Framework (MTSF) and MTSS with support from

SPARC. The significance of this singular action to the Agric sector is contained in Section 3

below.

The Government has enacted several support programs for farmers, NGOs and Agricultural

communities at large. The establishment of a Livestock Committee under the leadership of

the Vice-Chancellor Federal University, Dutse was a deliberate attempt to boost Livestock

production and promote the activities of the sub-sector across the State. The livestock

programs include preliminary action towards upgrading livestock in Jigawa State through

artificial insemination. The MoA has also designed programs to involve agriculturally biased

NGOs like AFAN, Miyetti-Allah, and Fishermen Associations etc in its mainstream activities.

This is an important inclusion program that when carefully implemented, will harness group

interests in the large scale production of various crops and livestock.

Attempts to institutionalise the processes of conflict resolution between farmers and

pastoralist have led to the formation of farmers/pastoralist conflict resolution committee at

State, local and ward levels. This could build confidence among livestock and crop

production farmers to carry-on their businesses without fear or intimidation.

Government partnership arrangements with donor agencies and NGOs are providing

support for agric processing through modern threshing and extraction machines. These

machines are used for rice milling, millet thresher and groundnut oil extraction. This could

add value to primary agricultural products and improve farmers’ income.

2.3 Some Significant Progress in the Agric Sector Since 2007 Following Government’s strategic response to Agricultural challenges, in May 2013 the

Ministry of Agriculture took stock of the progress it has made since 2007. Although these

achievements are mainly at the output level, they are considerable steps to sustainable

growth in Agric productivity.

Curtailment of farmers-herdsmen conflict through the setting up of a high powered

Committee on farmers and pastoralist conflict.

Reduction in hard and boring farm work due to reliance on traditional farm

implements and method of production that contributed to low productivity through the

implementation of work-bull and tractorization. This was under the Public Private

Participation Programme where the government contributed 5,740 work bulls and

165 tractors to associations and individuals;

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Identification, surveying, mapping, demarcation and gazetting of five major grazing

reserves out of the potential 400 and planting of assorted seeds in the 400 hectares

grazing reserves of Sankara and Garbagal of Ringim and Guri LGA’s respectively;

Introduction of livestock vaccination exercise. A total number of 324,925 of animals

(Cattle, Sheep, Goat and Dogs) were vaccinated against major devastating and

zoonotic disease in 2007, while in 2008 and 2009, 680,991 and 803,891 animals

were vaccinated respectively. From 2010 to date, a total of more than 1 million herds

of animals were vaccinated. This success story was achieved due to the fact that the

vaccination was done free of charge and vigorous enlightenment campaign pursued

by the sector;

Renovation and equipping of eight veterinary clinics with necessary facilities to

undertake animal curative services. The clinics are at Jahun, Birniwa, Birnin kudu,

Gumel, Hadejia, Kafin Hausa, Ringim and Dutse;

Renovation of the Harbo fish seed multiplication centre comprising 3 holding ponds

and restocking with 5 different fish species for restocking of government owned water

bodies;

Purchase and distribution of fishing gears and accessories to fishing associations

at 50% subsidy as well as timely procurement and distribution of assorted fertilizers

at subsidized rate to the farmers;

Introduction of artimecin farming programme; a malaria curative shrub

incorporated with sensitization and training of the participating farmers so as to avoid

a repeat performance of the sugar-cane (ethanol) debacle.

Rehabilitation of water source at 2 LIBCs in Gumel and Birnin-Kudu respectively.

Purchase and distribution of 8 Threshing machines as well as 4 Groundnut oil

extraction machines in the State.

Provision of supplementary feeds, salt lick and medication to Birnin-Kudu and Gumel

LIBCs.

Piloted a stock improvement programme of our cattle breed through Artificial

Insemination (AI).

The Jigawa State Agricultural Supply Company (JASCO) was moribund but in 2007

the present administration revitalized it with renovation of the Company’s Head office

and its 27 retail outlets for the stocking of fertilizer and other agricultural inputs.

Establishment of the Agricultural Seed Centre through the Public Private Partnership

(PPP) initiative between the State and Federal Governments on a 40%/60% basis.

This seed centre is the first of its kind in Nigeria and is located in B/kudu town.

Revival of capacity building and short training courses for extension workers, farmers

and artisans in addition to publicity services through electronic and print media for

quick extension service delivery dealing with demonstration and adoption of new

research outcomes and technologies.

Procurement and distribution of 346 motorcycles covered with insurance for

extension personnel to enhance their work.

Re-activation of small-scale irrigation programme through drilling of 1900 tube wells

and distribution of 1900 petrol driven water pumps to farmers.

Procurement of 13 Toyota Hilux utility vehicles and 1 18-seater bus.

Rehabilitation of Agufa and Dambo irrigation schemes.

Procurement of 13 Toyota Hilux utility vehicles to PMU and Zonal offices and 1 18-

seater bus.

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Procurement of ICT equipment.

Construction of slaughter houses at M/Madori, Gumel and Ringim.

Rehabilitation of Kiyoko progeny orchard.

Construction of wet salting shade at Gujungu; M/Madori; Kazaure; Sara; Maigatari

and Shuwarin markets.

Development of 1 grazing reserve at Kwarin laye, Buji local government.

Renovation of Zonal workshop at Hadejia.

2.4 Ways of Sustaining Progress in the sector The Ministry of Agriculture, its departments and agencies have identified some key policy

actions that would support the progress and sustain the growth of the sector. These are:

The need to give effect to agricultural sector as a priority sector through improved

budgetary allocation and timely release of funds as agriculture is time and weather

dependent.

Need to continue with the effort of encouraging private sector to invest in agriculture

through large scale mechanized farming similar to Kwara-Zimbabwe initiative.

International donor agencies such as DFID, USAID, and UNICEF should explore

ways to support the sector.

Need for training and re-training of the sector’s personnel through short and long

term courses and recruitment of new staff to fill in the gaps left behind by retirement

of staff.

Need for proper and improved co-ordination between the sector and Ministry of

Water Resources, Education, Health and the College of Agriculture, Hadejia and

D.E.E

Collaboration with local government agric staff in terms of data collection, particularly

as they relate to M&E.

Collaboration with D.E.E./Ministry of Agric for revitalization of 3 training centres for

staff training and development (Kila, Sada and Mallam madori).

Collaboration work on livestock upgrading (through artificial insemination) with NAFRI

under special programme of International Atomic Energy Agency (IAEA) which

supplies doses of exotic semen at half the normal price for the artificial insemination

(A.I.) programme.

Need to explore other avenues for stock improvement, including direct servicing as

well as expanding the programme to other species of livestock.

Need to focus on issues relating to value addition and the sourcing of markets for our

raw and processed agricultural products.

Box 3: Summary of Jigawa State Agriculture Policy Goals and Objectives

Increased agricultural productivity (higher farm yield) by 15% during the period 2014

Reduce post – harvest losses by 30% for both cereals and vegetable by 2014

Increased profitability of Agricultural production with 20 – 30% by year 2014

Increase the number of each stock of livestock by 20% by 2014

Increase production of fisheries by 50% by the year 2014

Source: The Jigawa State Plan (The Comprehensive Development Framework) and Agric Sector Annual Performance Evaluation Report (2014).

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These targets will be revised in line with the revision of the CDF to be undertaken in 2013.

2.5 The Main Strategies for Achieving Jigawa State Agricultural Objectives: The Government adopts a number of strategies to achieve its objectives. These strategies

consist in the provision of pre-harvest and post harvest support with respect to storage,

processing and marketing of Agricultural produce covering both food crops and industrial

crops. Also the strategy includes a rural development component that targets the provision

of rural infrastructure for sustainable rural livelihood.

In 2006, the State developed a State Economic Empowerment Development Strategy

(SEEDS1) as a measure for scaling up policy implementation. Although SEED 1 is

implemented with all seriousness, performance gaps exist between Government’s initial

objective and the realities on the ground. Many of the SEED 1 shortfalls were corrected in

another comprehensive policy document called the Comprehensive Development

Framework (CDF). The CDF was designed to ‘roll over’ the SEEDS1 targets and ensure

their achievement.

Specifically, the CDF (2010) and Stocktaking of Progress 2007-2011 Reports (2011)

highlight the following government strategies to achieve its goals in agriculture.

Supporting the cultivation of major crops, which constitute part of the livelihoods of

many households in the State. This also entails the promotion of irrigated agriculture

involving development of small-scale irrigation programme through the provision of

10,000 shallow tube wells fitted with petrol-driven water pumps in the next three

years; rehabilitation of existing irrigation schemes numbering 29 (including 14

borehole based schemes) across the State to facilitate the cultivation of about 4,000

hectares of irrigated land in the next 3 years; and establishment of 20 additional

direct pumping schemes of 120ha modules along River Hadejia valley in next three

years;

Ensuring timely provision and access to agricultural inputs including improved seed

varieties, fertilizer, insecticides and modern farm implements. This would entail

support to the Jigawa Agricultural Supply Company Limited (JASCO). As part of the

strategies for ensuring supply of high quality seeds to the farmers, a seed processing

plant would be in operation in the State by year 2011. Seeds to be promoted include

millet, Sorghum, Sesame, Rice, Maize, Cowpea and vegetables, among others;

Active support for livestock development; development and protection of additional

30 grazing reserves, revitalization of existing Livestock improvement and breeding

centres and ranches located at B/kudu, Gumel, Birniwa and Kazaure in the next 3

years, artificial insemination of at least 100 cows per local government by the end of

2013 and promotion of viable local livestock breeds including small ruminants;

Promoting agricultural research and extension services particularly in the area of

improved farming practices with emphasis on soil fertility, integrated pest and

management control, reduction in post-harvest losses, improved breed and

aquaculture etc. This through Research Institute and agricultural extension services

delivery in the State ADP;

Promotion of animal traction with emphasis on patronizing local fabricators of

ploughs through the disbursement of additional 1,500 packages of work bull, ox carts

and plough by year 2011.

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Increase tractor density with a view to increasing the present farm power availability

of 0.2hp to at least 1.0hp/ha so as to encourage commercial agriculture.

Supporting Jigawa State youth to engage in agriculture through training of various

agricultural skills, by establishing a centre in each of the three senatorial districts.

Maximize sustainable yield (MSY) from the fisheries sub-sector with 303 water

bodies as at Jan. – Jun (2010) record, yield is 30% while increasing the number of

these water bodies to 500 by the year 2011 an increase of 17% is expected i.e. 47%.

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CHAPTER THREE: DEVELOPMENT OF MTSS IN AGRICULTURE

3.1 Why Prepare Medium Term Sector Strategy The MTSS is a process for linking Ministries, Departments and Agencies (MDAs) policies to

the Comprehensive Development Framework (CDF) on the one hand, and annual budgets

on the other. It is also a tool for measuring performance across MDAs through the

Monitoring and Evaluation of policy strategies and budget expenditures. Following the

development of the Medium Term Expenditure Framework (MTEF) in 2006 and the passing

into laws the Fiscal Responsibility Bill in 2008, the Governments of Nigeria have adopted the

MTSS as the most reliable and practical mechanism for ensuring effective public expenditure

management and pro-poor service delivery. This MTSS will support the implementation of

the Agricultural sector strategies in Jigawa in the following ways:

It will enable the Agric sector plan and implement its policies on a medium term basis

with respect to available financial and human resources. Traditionally budget practice

in Nigeria is one that allows States and departments to prepare their budgets on an

annual basis - a process that delinks policy formulation from expenditures,

encourages incremental and non futuristic outlook of the budget. But the MTSS

provides a system for preparing budgets on a 3-4 years basis where policies are

backed with clear implementation strategies and expenditure spread over the period

of a program’s life cycle called a medium term. Potentially MTSS can forestall the

challenges of over politicisation of the budget that can lead to over glutted budgeting,

late releases, unrealistic spending and poor accountability of the budget.

Significantly, the MTSS will guide the Agric sector to plan according to its budget

envelop, it will help to prioritise agricultural programs and ensure a result based

performance monitoring and evaluation.

It will introduce an activity costing mechanism where all items on the budget are

costed by prevailing market prices. Prior to the MTSS, MDAs budget were based on

vague estimations - in many cases such estimations do not give a fair representation

of actual market prices of goods and services. Potentially the MTSS activity costing

mechanism keeps the budgets within prevailing market realism whereby the chances

of an over bloated or under costed budgets is reduced.

Through the MTSS the Agric sector budget will be based on available resources.

One of the most important processes of MTSS is a forecast of available resources

(human and financial) to inform the budget items. In Nigeria this processes has lead

to MDAs resource ceiling called budget envelopes. In 2006, the Ministry of Finance

introduced this mechanism to restrict MDAs budgets to a specific financial limit that

reflects the country’s actual revenue. The potential advantages of this mechanism

are that it allows MDAs to base their expenditures on available revenue and the

selection of their policy goals on the basis of human and infrastructural capabilities. It

also helps MDAs to prioritise and sequence their programs and projects.

Perhaps one of the most important benefits of MTSS is that its links policy objectives,

budgets and performance analysis. Traditionally, Nigeria’s policies and budgets

(recurrent and capital) exist in isolation. In this case, neither policies nor budgets

performance are conducted. But the MTSS ensures that budgets are based on well

17

articulated and evidenced based policies. The processes of achieving MTSS enabled

a pro-poor budgeting where priority policies, goals and objectives like the gender

inclusion and MDGs are tagged and tracked.

MTSS is a seamless link to performance measure in the public sector. It sets the

basic and fundamental parameters (like baselines, indicators, inputs, outputs,

outcomes) for M&E and empowers departments to conduct effective performance

analysis of projects and programs.

Improved departmental coordination reduces duplication and resource wastages.

Because the MTSS is a detailed procedure of simultaneous analyses of policies and

budgets, MDAs are able to clearly see areas of duplications in their statutory

functions and responsibilities. If avoided it could leverage MDAs comparative

advantage and lead to minimal resources wastages.

MTSS improved effective participation and engagement of main streaming issue like

gender, vulnerability and disability. Because this process allows the budget to reflect

policy realities, many groups (that would otherwise be ignored in budget planning)

will be captured.

MTSS can incentivise timely budget releases as it serves as a communication tool

between sector staff, the legislatives and executive arms of government. Beside the

traditional practices of an annual budget, the MTSS is the only tool that clearly shows

the comprehensive policy objectives linked to expenditure over a time-line on an

actual result-based sheet. Consequently the MTSS supports government agencies to

link planning to expenditure and actual conditions of Agricultural practices in the

State, This way, departments can use the MTSS to advocate for timely budget

releases as Agriculture is time or weather compliant.

The overall objective of MTSS is to enhance the achievement of MDGs by 2015 (and

beyond) and poverty reduction in all its ramifications. It is believed that through all the

benefits mentioned above, the MTSS will provide adequate resources for poverty

reduction objectives; it will institutionalize best behaviour in the public sector.

It enhances transparency, accountability and effective service delivery.

3.2 The Processes Of Reviewing The Agric MTSS 2014-2016 The first Agriculture MTSS was prepared in 2011 for 2012-2014, and was subsequently

rolled over to 2014-2015. This is the second rollover of the Agriculture MTSS. In August

2013, the third rollover was undertaken for 2014-2016. A workshop was held in Kaduna in

August 2013. At the workshop some amendments were made which aimed at improving the

goals, objectives, programmes, activities, outputs, outcomes, key performance indicators

and costing within the ceilings of budget envelop. The changes are as determined by Jigawa

State Government through the Directorate of IED below:

GOAL 1: To develop Agricultural Value chain. This Goal was reviewed and no change was

made because it conforms to the global advocacy in Agriculture.

Objective One: To enhance gender mainstreaming in Agricultural programs. This objective

was reviewed and no change was made to it because men dominate most of the agricultural

18

activities even though activities such as processing are carried out by women. There is

therefore the need to encourage more women to participate in the other activities cover

existing gaps.

Programme One: To promote women involvement in Agricultural production and processing

Programme Two: “Purchase of Grains for buffer stocking” was reviewed and changed to

“Purchase of Grains and certified seeds for intervention against drought and flood.” Taking

into account the threat posed by flood in the coming years.

Objective Two: To Strengthen Research Extension Farmer-Input Linkage System

(REFILS). This objective was reviewed and maintained as it is, because it ensures effective

stakeholders interaction and facilitates synergy in the development, dissemination and

adoption of proven agricultural technologies.

Programmes and activities under this objective were reviewed and retained, as the issues

they tackle have remained relevant in the agriculture sector.

Objective Three: To ensure effective Market Information System. This objective was also

reviewed and no change was made to it because it is an integral component of the

Agricultural value chain development. It ensures effective flow of the needed market

intelligence for producers as well as processors. The programmes and activities under this

Objective were reviewed and no changes made.

Objective Four: To enhance Agricultural and Human resource Potentials. This objective

was reviewed and no change was made to it because of the need for the State to develop

the critical mass necessary for the sustenance of the agricultural development and also to

explore untapped resources of the State.

Programme One: “Counterpart funding” was reviewed and changed to ‘Capacity Building

and Counterpart funding’ because of the need to widen the scope since modern agriculture

is knowledge based. Programmes two to five were reviewed and remained unchanged

because they are all ongoing. Programme Six: “Rehabilitation of Veterinary clinics” was

reviewed and changed to ‘Construction of 2 no Veterinary clinics’ because rehabilitation has

been completed and there is need to extend such services to new areas.

Objective Five: To Increase Access to Agricultural inputs. This objective was reviewed and

maintained because access to inputs is a vital component in Agricultural production.

Farmers therefore need to continually be provided with qualitative inputs to sustain

production. All programmes and activities under this objective were reviewed and retained

for similar reasons.

GOAL 2: To Increase Youth Involvement in Agriculture; the goal was reviewed but not

amended because it conforms to government policy of reducing unemployment among the

youth.

Objective One: “To make agriculture more attractive to the youth” and Objective 2: “To

create an Enabling Environment for Skill Acquisition Centres” were reviewed and retained

because of the need to tackle youth unemployment in the State.

19

GOAL 3: ‘Inclusive and equitable management of agricultural resources’ was reviewed and

changed to ‘Inclusive and equitable management of natural resources’ to take account of the

establishment of the Farmers and herdsmen board.

Program one under Objective 1 was reviewed the programme was reviewed changed from

“Development of farm settlement in grazing reserves” to “Development of farm settlements,

cattle routes and grazing reserves.” This is due to the fact that cattle route is a major

component for equitable management of natural resources and is of great significance to

nomads.

GOAL 4 was reviewed and modified from “To improve policy planning and implementation”

to “Ensure equitable policy planning and implementation” in order to accommodate all

interest groups and be more gender friendly. Accordingly Objective 1 was reviewed and

amended as `To develop inclusive evidence based agricultural policy planning and effective

MIS for the sector`; this is to accommodate all strata of stakeholders so as to achieve the

desired goal. Similarly programme one was modified to “Equitable Agricultural Planning and

Information System Development” in line with revised Goal and Objective. This is to be all-

inclusive, so as to satisfy the yearnings and aspirations of all interest groups in the society,

especially women and other disadvantaged groups.

20

CHAPTER 4: JIGAWA STATE AGRICULTURAL REVENUE AND BUDGET

COMMITMENTS The first part of this section provides a brief overview of the fiscal situation in Jigawa State

and the Agriculture sector specifically. It gives information about the revenue situation and

the funding pattern of agriculture since 2006. In the second section a brief description of the

Agriculture MTSS budget commitment between the years 2011-2014 is provided.

4.1 Sources of Revenue and Review of Existing Budget Commitments The main revenue sources of Jigawa State like many other states in Nigeria are the Federal

Account (FA) which is remitted in the form of statutory allocation, Value Added Tax (VAT)

and excess crude account. Internally Generated Revenue (IGR) and loans also form part of

the states’ revenue resources. The federal allocations form the bulk of Jigawa State revenue

accounting for 49%. 75% and 63% of the total State revenue in 2006, 2007 and 2008. Table

2 below also shows that the local Government areas depend solely on federal government

allocations. There are no indications of IGR at the LG level.

Table 2: Sources of revenue to the State and Local Governments

State 2006 2007 2008

Federal account 24,953 25,447 35,386

Value Added Tax 2,704 3,467 4,774

IGR 1,201 847 2,114

Loans 7,120 1,291 315

Others 10,907 1,258 12,189

Total State revenue 46, 885 32,310 54,778

Local Government

Federal allocation 24,482 26,193 34,605

IGR - - -

Grand total 71,367 58,503

89,383

Agriculture Sources of Revenue

Comparatively, Jigawa State had always voted higher capital budget when compared to

recurrent expenditures. For instance in 2006 and 2007, capital budgets were twice as high

as the recurrent budgets for JARDA. This is a demonstration of government’s commitments

to overcome the acute conditions in the agricultural sector in the State. Table 3 and 4 below

is a comparative analysis of JARDA’s recurrent and capital budget trend from 2006-2011.

21

Table 3: JARDA Personnel Costs

YEAR Approved Release Actual Expenditures

2006 223,215,000.00

189,145,716.00

189,145,716.00

2007 246,600,000.00

221,083,444.00

221,083,444.00

2008 256,255,000.00

237,486,347.00

237,486,347.00

2009 278,166,000.00

263,066,039.00

263,066,039.00

2010 289,863,000.00

291,085,297.00

291,085,297.00

2011 381,136,000.00

247,394,401.00

247,394,401.00

The two Tables also intend to demonstrate the credibility of the Agric sector budgets prior to

the MTSS. Credibility of the budget refers to the extent to which a sector’s budget is realistic

and is implemented as planned. One of the indicators to measure the extent to which a

budget is credible is the aggregate expenditure out-turn compared to original approved

budget - that is the differences between original approved budget and actual expenditures.

From the year 2006 to 2011 about 95% of JARDA’s personnel approved budget was

released and expended. With regards to recurrent budget therefore we can say that in no

more than one out of the last three years has the actual expenditure deviated from budgeted

expenditure by an amount equivalent to more than 5% of budgeted expenditure.

However the State is still struggling to maintain credibility with respect to capital budgets in

Agriculture.

22

Table 4: JARDA Capital Costs

Year Approved Releases Actual

Expenditures Remarks

2006 533,885,200.00

-

-

2007 469,473,400.00

36,061,000.00

36,061,000.00

2008 345,000,000.00

307,832,000.00

152,960,030.00 14,3871,970.00 returned to the Treasury

2009 365,000,000.00

116,443,570.00

116,443,570.00

2010 323,000,000.00

118,742,100.00

88,742,100.00 Including 30MIL from Sasakawa Global 2000

2011 777,301,000.00

99,051,200.00

975,100.00 Including 89,300,000.00, from FADAMA III

In 2007 only N36 Million was released and expended out of the N469 Million capital budget

for JARDA. This experience was repeated in 2011 where only N99 Million was released

against N777 Million approved capital budget. Due to lack of capacity and other bureaucratic

issues the sub-sector was not able to spend its available budget in 2008.

These imbalances in budget behaviour remain critical factors to the success of the Agric

sector.

4.2 Budget Allocations to Agriculture MTSS (2014- 2016) Jigawa State Government is aware of the need to use strategic instruments for the

achievement of its policy aspirations. That is why the processes of developing the

Agriculture MTSS took into cognisance the following factors:

Available revenue (indicative budget ceiling) in the consideration of the 2014-

2016 Agriculture programmes and activities.

Available human resources in preparing the MTSS programmes.

The need to provide a budget code for MTSS programmes

The need for timely releases of the budgeted amounts.

The need to Monitor and Evaluate (M&E) the MTSS. Reports emanating from

M&E will support the sector’s plan to achieve a transparent budget.

The rolled over Agriculture MTSS has four main Goals for actualizing its agricultural

aspirations within the period of 2014 and 2016.

Goal 1: To develop Agricultural value chain.

Goal 2: Increasing youth involvement in Agriculture.

Goal 3: To ensure inclusive and equitable management of agricultural resources

Goal 4: To ensure equitable policy planning and implementation.

The projected funding requirement for implementing the 4 policy programs over the

period is N13.475 Billion only, made up of N10.241 billion for capital projects and

23

N3.235 Billion for recurrent costs. In 2014 the Agriculture envelope is about N4.129

Billion. This is slightly lower than the 2015 and 2016 budget envelops of N4.472

Billion and N4.874 Billion respectively. The capital expenditure estimates shall

increase from N3.138 Billion in 2014 to N3.704 Billion in 2016 while recurrent

estimates stand at N0.991 Billion in 2014 and N1.169 Billion in 2016.

Table 5: Budget Allocations to Agriculture MTSS (2014- 2016)

Total Budget Envelop

Recurrent Costs Capital

2014 4,129,000,000 991,700,000 3,138,000,000

2015 4,472,000,000 1,073,280,000 3,398,720,000

2016 4,874,000,000 1,169,760,000 3,704,240,000

Total for 2014-2016

13,475,000,000 3,234,740,000 10,240,960,000

The MoA plans to spend more than half of these funds in developing capital projects such as

the provision of infrastructure and Agric inputs. The capital budget is earmarked for

completing pending projects in all the Agric sub-sectors and to fund new ones as. The

success of this plan will depend on the use of criteria for effective financial and project

management that include M&E.

4.3 Budget Allocations to MTSS Goals and Programs. The Agriculture sector has provided a detailed financial allocated to all its goal and activities.

The cost of each goal as shown on Table 6 below is fairly accurate since the activity costing

exercise was based on prevailing market prices.

Table 6: MTSS Goals and Allocations

2014 2015 2016

GOAL 1: To Develop Agricultural Value Chains

2,468,630,167 2,725,142,748 2,926,886,401

GOAL 2: To Increase Youth Involvement in Agriculture

36,667,510 17,245,000 37,029,000

GOAL 3: Inclusive and Equitable Management of Natural Resources

600,842,323 647,835,452 713,524,599

GOAL 4: To ensure equitable policy planning and implementation

31,860,000 8,496,800 26,800,000

3,138,000,000 3,398,720,000 3,704,240,000

The costing exercise was also guided by the wealth of experiences shared by senior staff of

the MoA. The overall goal of the Agric MTSS is to increase productivity.

24

Table 7: Budget Allocation to Agric Goals and Program

BUDGET CODE

EXISTING COMMITMENTS 2014 2015 2016

Goal 1: To Develop Agricultural Value Chains 2,468,630,167 2,725,142,748 2,926,886,401

Programme 1: To promote Women involvement into Agriculture and agro - processing. 19100/47006 476,981 543,795 484,218

Programme 2: Purchase of Grain and certified seeds for intervention against drought/flood. 19000/5112/01 23,373,722 26,645,965 27,589,180

Programme 1: Piloting of Technologies. 1910111/5111/01 7,154,730.10 8,156,928.00 8,445,667.20

Programme 2: Technology sourcing/ Generation, dissemination and Adaptation 19110/511/01 321,000,000 349,689,472 363,837,693

Programme 1: Establishment of Data Base 19100/47011 5,962,274 13,594,880 14,052,112

Programme 1:Capacity building and Counterpart Funding 19100/47005 180,000,000 200,000,000 220,000,000

Programme 2: Rehabilitation of Borehole based Irrigation Schemes. 19000/5112/23 40,000,000 45,000,000 -

Programme 3: Surface water Irrigation Schemes. 19000/5112/24 93,923,388 93,923,388 97,879,196

Programme 4: Rehabilitation of existing Surface water Irrigation Schemes. 19000/5112/26 85,000,000 100,594,880 120,594,880

Programme 5: Integrated Agric. And rural Development. 19100/5111/01 123,000,000 133,000,000 143,000,000

Programme 6: Upgrading of Veterinary clinic 19000/5113/10 30,000,000 30,000,000 30,000,000

Programme 7: Hides & Skin Quality Improvement 19000//5113/14 5,000,000 5,000,000 5,000,000

Programme 8: Rehabilitation of Sheep and Goat Ranches. 19000/5113/18 5,000,000 5,000,000 5,000,000

Programme 9: Agricultural Mechanization 19000/5112/04 74,000,000 75,000,000 75,000,000

Programme 10: Agric. Mech. Skills Acquisition Centres. 19000/5111/08 10,000,000 10,000,000 10,000,000

25

GOAL 2: To Increase Youth Involvement in Agriculture 36,667,510 17,245,000 37,029,000

Programme 1: Reduction of drudgery in agricultural operations 19100/42010 4,000,000 1,500,000 2,500,000

Programme 2: Incentivising Agricultural production and processing 19100/47006 - 1,500,000 1,550,000

Programme 3: Establishment of Linkages with Relevant Stakeholders 19100/47010 5,200,00 400,000 500,000

Programme 4: Improved Access to Agricultural Credit 19100/47006 - 250,000 1,000,000

Programme 1: Resuscitation of Agricultural Skills Acquisition Centres 19100/47008 27,467,510 13,595,000 31,479,000

Goal 3: Inclusive and Equitable Management of Natural Resources 600,842,323 647,835,452 713,524,599

Programme 1; Development of Farm Settlements, Cattle Routes and Grazing Reserves 19000/5113/15 567,842,323 615,122,772 672,787,568

Programme 2: Improving Community Participation in the Management of Natural Resources 33,000,000 32,712,680 40,737,031

Goal 4: To ensure equitable policy planning and implementation 31,860,000 8,496,800 26,800,000

Programme 1: Equitable Agricultural Planning and Information System Development 31,860,000 8,496,800 26,800,000

4.4 Cross Cutting Issues The practice of agriculture is multi- faceted, people across urban, rural, age and gender

engage in different types of agric practices. However, agricultural resources (land, water,

and the entire environment) and manpower requirements are even more crosscutting.

Therefore for any meaningful improvement in agriculture various sectors of the Jigawa State

economy must be involved and form part of the sector’s policy strategy and implementation

processes. These sectors include Environment, Water Resource, Commerce and Industry

etc.

The Agriculture MTSS strategic goals underscore the following cross-sectoral policy issues:

26

Desertification: Jigawa State lies in a geographical location that is ravaged by desert encroachment. Almost

all the local governments situated within the fringes bordering Niger Republic are under

constant threat of desertification. This phenomenon has adverse effects on farmland and

grazing reserves. Although the responsibility to reverse the trend through tree planting

(forestation) lies with the Ministry of Environmental Protection and Sustainability, the Agric

MTSS recognises and would work with the responsible agency to support the protection of

the cultivatable lands along the flood plains against the infestation of the plains by typha

grass, protection of endangered wild and aquatic species, especially fish and human

activities through falling of trees for fuel leading to deforestation; and bush burning as well as

poor soil management practices. Sustainable tree planting is also a major intervention

strategy to curtail the desert encroachment.

Irrigation: Irrigation in Jigawa State as it were in other States in Nigeria is an interwoven responsibility

between a number of MDAs but especially between the Ministry of Water Resources

(MoWR) and the MoA. For instance, the MoWR maintains all water bodies that include

Dams and reservoir and the entire river course for the release of water for irrigated

agriculture. This suggests that the Agric MTSS should take into account the need to link

Agric strategies with the relevant irrigation agencies.

Gender Inclusion: One of the major priorities of the MoA expressed in the MTSS is to ensure equity in the

access of agric inputs (fertiliser, credit, pesticides and other pest control solutions) that

would enhance equality in gender participation in Agriculture. This objective will be pursued

through careful working relationships between the Ministry of Women Affairs (MoWA) and

the Ministry of Youth. Specifically the MoA will support the MoWA in its mobilization

campaign for women to be engaged in agricultural processing as well as marketing.

Discrimination against health challenged groups and individuals like People Living with HIV

and AIDS (PLWHA) is prohibited in Nigeria. The Government of Jigawa State seeks to

practice a policy of inclusion of underprivileged groups in Agricultural practices. Targeted

strategies will be employed to lend access to credit, fertilizer and processing machines for

less privileged people. The plan requires a deliberate effort to network information with the

Ministry of Health (MoH) and the MoWA on how to include the underprivileged.

Revenue Generation: The establishment of an effective tax system is an important strategy for sustainable best

practices in Agriculture. The Ministry of Commerce (MoC) is the agency responsible for the

development of an agric value chain such as tax collection system that involves registration

of farmers’ co-operative associations, the registration of new cottage industries/factories that

are agro-based, marketing of agro-processed products or sourcing market outlets for the

processed good and raw materials and defining the tax structure. The MoA will foster

relationships with the MoC to enhance the lots of famers through the establishment of a

chain of value in agriculture.

Capacity Building: The Ministry of Education is the agency saddled with the responsibility to plan and deliver

staff training including agriculture personnel. The college of Agriculture Hadejia is the

Directorate for training of youth on agric-based trades. It conducts trainings in the areas of

27

food processing, leather works etc. The college also sources agric credit through micro

finance banks and other sources. The capacity component of the Agric MTSS will link up to

the current exercises in the college of Agriculture Hadejia. These mechanisms will include

constant consultations for sustainable coordination.

Partnership with NGOs and Donors: One of the success factors for agriculture in Jigawa State is the willingness and capacity of

the MoA to link its statutory sector activities with NGOs and donor supports in the State. For

instance, the Ministry’s work with an NGO called Miyetti Allah could create the long desired

enlightenment over government’s policy on farmer/pastoralist conflicts, Animal Healthcare

Delivery such as Vaccination, livestock census etc. Because the Miyetti Allah group is a

cattle-breeding association they serve as a link between livestock farmers, pastoralist and

the MoA.

On grazing reserve and cattle tract, the Farmers Association of Nigeria (AFAN) provide

timely supports for registered Agricultural associations in the areas of marketing their

products, access to agric loan from commercial banks and other related sources, they liaise

with Government and other relevant NGOs on Agricultural Development and like most NGOs

supports Government’s campaign on agric policy issues. Abiding by NAFDAC rules and

regulation could also help in providing quality veterinary services Drugs, Vaccines etc.

The practice of agriculture is multi- faceted, people across urban, rural, age and gender

engage in different types of agric practices. However, agricultural resources (land, water,

and the entire environment) and manpower requirements are even more crosscutting.

Therefore for any meaningful improvement in agriculture various sectors of the Jigawa State

economy must be involved and form part of the sector’s policy strategy and implementation

processes. These sectors include Environment, Water Resource, Commerce and Industry

etc.

28

CHAPTER 5: MONITORING AND EVALUTION OF THE AGRICULTURE

MTSS

The focus of Monitoring and Evaluation (M&E) is to enhance the effectiveness of

government policies by establishing a clear link between past, present and future

interventions and results. Monitoring and evaluation can help government MDAs to extract,

from past and ongoing activities, relevant information that can subsequently be used as the

basis for policies and strategies fine-tuning, reorientation and planning. Without monitoring

and evaluation we could not judge if we are achieving our goals and objectives, whether we

can credibly claim progress and success or how to improve on our efforts.

Consequently, the concepts and practices of Monitoring and Evaluation have become the

twin most important instruments for measuring government performance, learning and

effective service delivery.

The MoA has provided a useful template for the conduct of a Result Based M&E of its MTSS

as shown below. The template clearly links the programs to the indicators. The

indicators provide the criteria against which progress of observable evidences that the

objectives are achieved. These are indictors of efforts (output) and effects (outcomes). The

implication of setting indictors in these dimensions is that it supports institutions to start from

simple observable to more analytical evidences and in some cases from descriptive to

analytical issues. Effort indicators ask question about ‘what was done’ to show that

institutional efforts are producing results. Outcome indicator refers to the immediate and

observable changes in relation to output and ask question on ‘what happened?’ This

process of M&E will support the MoA to learn and act appropriately when the need arises to

change, improve or stop a strategy.

29

Table 8: Monitoring and Evaluation Matrixes

GOAL 1: TO DEVELOP AGRICULTURAL VALUE CHAIN

PROGRAMME OUTPUT OUTCOMES KPIs

Objective 1: To enhance gender mainstreaming in to agricultural programmes and projects Responsible Agency

Promotion of women involvement in agriculture and agro-processing

women involvement in agriculture and agro-processing Established

Enhancing the

livelihood of rural

populace

No of women involved in the established agriculture and agro-processing.

JARDA, MOA 2013 0.000

2014 0.477

2015 0.544

2016 0.484

Purchase of grains and certified seeds for intervention against drought/flood.

Certified seeds and assorted grains procured.

Increase in Per capita

income of farmers

No of metric tons of certified seeds and assorted grains procured per hectare.

MOA, JASCO, JARDA

2013 0.000

2014 23.373

2015 26.646

2016 27.589

Objective 2: To strengthen research extension farmer inputs linkage system

Piloting of technology Technology sourced. Increase in productivity No of farmers that participated in agriculture and using agro processing technology by sex- piloting

JARDA, JRI, MOA 2013 0.000

2014 7.155

2015 8.157

2016 8.446

Technology generation, dissemination and adoption.

New technologies generated, disseminated and adopted.

Enhanced quality and quantity of agricultural produce

No of new technologies generated and disseminated

JARDA, JRI, MOA 2013 0.000

2014 321.000

2015 349.689

30

No of persons tat adopted the newly generated and disseminated technologies by sex 2016 363.838

Objective 3: To Ensure Effective Market Information System

Establishment of Data Base Data base established Facilitate information dissemination

Existence of data-base

JARDA, MOA 2013 0.000

2014 5.962

2015 13.595

2016 14.052

Objective 4: To enhance agricultural and human resources potentials

Capacity building and Counterpart funding.

Counterpart fund accessed and capacity built

Improvement of the well being of target communities

No of persons whose capacity has been built on agriculture and human resource potentials by sex

JARDA 2013 0.000

2014 180.000

2015 200.000

2016 220.000

Rehabilitation of bore holes based minor irrigation schemes.

Boreholes based irrigation schemes rehabilitated.

Cultivation of irrigable land increased.

Number of Hectares put in to cultivation under irrigation.

MOA, JARDA 2013 80.000

2014 40.000

2015 45.000

2016 0.000

Surface water irrigation development

Surface water irrigation schemes constructed.

Increase in irrigable land and generation of employment.

Number of safe water irrigation schemes constructed

MOA, JARDA 2013 0.000

2014 93.923

2015 93.923

2016 97.879

Rehabilitation of existing surface water irrigation schemes

Schemes rehabilitated Irrigated land increased and employment generated.

Number of existing surface water irrigation schemes rehabilitated

MOA, JARDA 2013 0.000

2014 85.000

2015 100.595

2016 120.595

31

Integrated agric. & rural development.

Basic farm infrastructure

provided

Increase in agricultural productivity

No of additional basic farm infrastructure provided

JARDA 2013 0.000

2014 123.000

2015 133.000

2016 143.000

Upgrading of Veterinary Clinics.

Clinics fully upgraded. Mortality and Morbidity rate in livestock is reduced

No of vetinerary

clinics fully

upgraded

MOA,JRI, JARDA 2013 0.000

2014 30.000

2015 30.000

2016 30.000

Hides and skin quality improvement

Quality of hides and skins improved.

Increase in the hides

and skin volume of

trade

Quantity of hides and skin traded

MOA 2013 0.000

2014 5.000

2015 5.000

2016 5.000

Rehabilitation of Sheep and goat ranches.

Sheep and goat ranches rehabilitated

Enhance the

production of Mutton

and Chevron for the

society

No of sheet and gat

ranches

rehabilitated

MOA 2013 0.000

2014 5.000

2015 5.000

2016 5.000

Agric. Mechanization Hardwares and Equipment procured

Increase in service delivery

Number of Agric mechanisation hardware and equipment procured

MOA, JASCO 2013 0.000

2014 74.000

2015 75.000

2016 75.000

Agric. Mech. Skills Acquisition Centres.

Mechanise acquisition centres constructed

Empowering the skills of the youth.

No of Agric mechanised skills acquisition centres constructed

MOA, 2013 0.000

2014 10.000

2015 10.000

2016 10.000

32

Objective 5: To increase access to agricultural inputs

Procurement of assorted fertilizer

Fertilizer procured and distributed

Increased productivity No of fertilizer bags distributed.

MOA 2013 0.000

2014 1,315.000

2015 1,440.000

2016 1,580.000

Pest Control. Pesticide procured and utilised

Level of pest and

disease incidence is

reduced.

Size of pesticide procured and utilised

MOA 2013 0.000

2014 60.000

2015 72.000

2016 81.000

Horticultural crops development

Horticultural crops developed

Increase in fruits and vegetables

Quantity in tones of horticultural crops developed

MOA, JRI 2013 0.000

2014 5.000

2015 5.400

2016 6.000

Crop rehabilitation Foundation seeds procured

Certified seeds produced

Quantity of certified foundational seeds procured.

JASCO/JARDA, MOA 2013 0.000

2014 25.000

2015 27.000

2016 30.000

Livestock improvement and poultry development.

Livestock improved and poultry developed.

Improvement in genetic makeup of indigenous breeds.

Quantity (in standard units) of livestock and poultry developed

MOA, JRI, JARDA

2013 0.000

2014 14.739

2015 16.093

2016 16.093

Sheep and goats ranches feedstuff.

Sheep and goats feeds procured.

Productivity enhanced.

Quantity of feedstuff procured and utilized.

MOA 2013 0.000

2014 5.000

2015 5.000

2016 5.000

33

Disease control and eradication

Disease controlled and mitigated.

Improve health status of the animal and human

Number of various species of animals vaccinated

MOA 2013 0.000

2014 14.000

2015 20.000

2016 25.000

Purchase of Veterinary drugs.

Veterinary Drugs Procured.

Improve health status of the animal

Number of various species of animals treated.

MOA 2013 0.000

2014 5.000

2015 10.000

2016 15.000

Avian influenza control/disease surveillance 5111/36

Avian influenza controlled.

Reduction in Zoonotic diseases.

Number of birds screened for avian influenza.

MOA 2013 0.000

2014 8.000

2015 5.500

2016 5.500

Meat inspection and hygiene 5111/20

Meat Inspection kits and Equipment Procured.

Meat hygiene enhanced.

Number of meat inspection kits and equipment procured.

MOA 2013 0.000

2014 8.000

2015 8.000

2016 14.410

Artisanal fishery development (Empowerment of youths and women on fish farming)

Youths and women trained on fish farming.

Youths and Women are empowered

Number of youth (by sex) and women trained in fish farming.

MOA 2013 0.000

2014 5.000

2015 20.000

2016 28.000

34

GOAL 2: TO INCREASE YOUTH INVOLVEMENT IN AGRICULTURE

PROGRAMMES OUTPUTS OUTCOMES KPIs Responsible Agency

Objective 1: To make agriculture more attractive to youths

Reduction of drudgery in Agricultural operations for youths

Drudgery operations in Agriculture reduced.

Increase in the

cultivable land

Level of drudgery in Agricultural operations for youths

MOA,JARDA 2013 0.000

2014 4.000

2015 1.500

2016 2.500

Incentivizing agricultural production and processing among youths

Incentives provided. Youths engaged in agricultural production and processing

Number of youths that received incentives for Agricultural production and processing by sex

JARDA 2013 0.000

2014 0.000

2015 1.500

2016 1.550

Establishment of linkages of youth with stakeholders

Link of youth with stakeholders established

Promote Agriculture in youth

Number of youths linked with Agric producing stakeholder by sex

JARDA, MOA 2013 0.000

2014 5.200

2015 0.400

2016 0.500

Improving youth access to agricultural credit

Credit facilities provided to Youths

Increase in Agricultural production

Number of youths accessing agricultural credits by sex

JARDA,MOA 2013 0.000

2014 0.000

2015 0.250

2016 1.000

Objective 2: To create enabling environment for agric. Skill acquisition

Resuscitation of agricultural skill acquisition centres

Skill acquisition centres resuscitated.

Increase youth’s participation in agriculture.

Number of youths trained by sex

JARDA 2013 0.000

2014 27.468

2015 13.595

2016 31.479

35

GOAL 3: INCLUSIVE AND EQUITABLE MANAGEMENT OF NATURAL RESOURCES

PROGRAMMES OUTPUTS OUTCOMES KPIs Responsible Agency

Objective 1: Reduce conflict situations in natural resources utilization

Development of farm settlement, cattle routes and grazing reserves.

Grazing reserves and cattle routes developed.

Improved livelihood of

farmers and

herdsmen.

Number of grazing reserves and cattle routes developed

MOA 2013 0.000

2014 567.842

2015 615.123

2016 672.788

Improving community participation in the management of natural resources

Community participation improved

Peaceful coexistence among resource users.

Number of resolutions reached and implemented

MOA 2013 0.000

2014 33.000

2015 32.712

2016 40.737

Goal 4: TO ENSURE EQUITABLE POLICY PLANNING AND IMPLEMENTATION

PROGRAMMES OUTPUTS OUTCOMES KPIs Responsible Agency

Objective 1: To develop an Inclusive evidence based Agricultural policy and Effective MIS for the Sector

Equitable Agricultural Planning and Information System Development

Agricultural planning and

information system

developed

Enhanced data based

policy formulation

Existence of

Agricultural planning

and information

system

MOA 2013 0.000

2014 31.860

2015 8.497

2016 26.800

36

Annexure 1: List of MDAs and SPT Members

List of Sector MDAs

1. Ministry of Agriculture and Natural Resources

2. Jigawa Agricultural and Rural Development Agency

3. Jigawa Research Institute

4. Jigawa Agricultural Supply Company

5. Farmers-Herdsmen Board

List of Sector Planning Team Members

1. Alhaji Rabi’u Isah - Honourable Commissioner

2. Alhaji Muhammad Idrith - Permanent Secretary

3. Alhaji Gambo I. Aliyu - MD JARDA

4. Ma’amun Da’u Aliyu - DG JRI

5. Mal. Hassan IdriS - GM JASCO

6. Dr. Rabi’u Miko - E.S. Farmers-herdsmen Board

7. Prof. Muh’d A. Hussaini - Provost Col. of Agric.

8. Magaji Uba - DAF

9. Eng. Rabi’u Dodo - DIE

10. Dr. Umar Muhammed - DAS

11. Dr. Abdullahi Muhammed - DVS

12. Eng. Ibrahim Malami - DAE

13. Haruna Adamu Umar - DLS

14. Shehu Muhammad - DFS

15. Aliyu Saleh - DM&E

16. Hamisu Muhammad - D. Stat.

17. Adamu Halilu - Chief Stat.

18. Bashir H. Ya’u - Sector Desk Officer

19. Yunusa Hamza - C.S.O

20. Alh. M. Garba - DPRS Ministry of Environment

21. Sa’idu Hassan - Planning Officer. MANR

22. Muhammad Iliya - DPRS MANR