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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