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STRATEGIC PLAN 2015/16 - 2019/20
LIMPOPO PROVINCE
PR338/2014 ISBN: 978-0-621-43204-6
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FOREWORD BY THE MEMBER OF EXECUTIVE COUNCIL FOR AGRICULTURE
LIMPOPO DEPARTMENT OF AGRICULTURE STRATEGIC PLAN 2015/2016 – 2019/2020
The Limpopo Department of Agriculture has, under the administrative leadership of the Head of the Department, Me Maisela RJ, concluded with the process to develop a blue print for service delivery for the next five years. The output of this process is a Strategic Plan that covers the years from 2015/16 to 2019/2020
During the process, the development mandates that guide this Department were considered from different perspectives, including the international, regional (African continent), national, provincial and local perspectives. From the international perspective the Millennium Development Goals, specifically Goal 1 (eradicate extreme poverty and hunger) and Goal 7 (ensure environmental sustainability), were considered
From an African perspective the Comprehensive Africa Agriculture Development Programme (CAADAP), contains a commitment to the allocation of at least ten per cent of national budgetary resources to agriculture and rural development policy implementation in African states.
From a national perspective, we are guided by the 14 National Outcomes (2010), New Growth Path (2011), National Development Plan 2030 (2012), Strategic Infrastructure Plans (2011), and the Medium Term Strategic Framework 2015 – 2020. The State of the Nation Address delivered on 17 June 2014 by the Honorable President Zuma further guided us: “We have identified agriculture as a key job driver. Our target is for the agricultural sector to create a million jobs by 2030. “Government will provide comprehensive smallholder farmers by speeding up land reform and providing technical, infrastructural and financial support. Support will be provided to communities as well to engage in food production and subsistence farming to promote food security, in line with the Fetsa Tlala food production programme”.
From a provincial perspective the Limpopo Provincial Growth and Development Strategy is critical when considering that agriculture and rural development is one of the growth and development pillars of the Strategy. From a local perspective, agricultural projects are planned in the spirit of cooperative governance and included in the Integrated Development Plans of district and local municipalities.
A comprehensive planning process was followed to develop this plan, considering inputs from our stakeholders as well as Departmental officials. This Strategic Plan 2015/16 to 2019/2020 is a collectively agreed to roadmap for the Limpopo Department of Agriculture towards 2020.
Thank you.
______________________
Honourable Matshoge BAJ MEC for Agriculture
FOREWORD BY THE MEMBER OF EXECUTIVE COUNCIL FOR AGRICULTURE
LIMPOPO DEPARTMENT OF AGRICULTURE STRATEGIC PLAN 2015/2016 – 2019/2020
The Limpopo Department of Agriculture has, under the administrative leadership of the Head of the Department, Me Maisela RJ, concluded with the process to develop a blue print for service delivery for the next five years. The output of this process is a Strategic Plan that covers the years from 2015/16 to 2019/2020
During the process, the development mandates that guide this Department were considered from different perspectives, including the international, regional (African continent), national, provincial and local perspectives. From the international perspective the Millennium Development Goals, specifically Goal 1 (eradicate extreme poverty and hunger) and Goal 7 (ensure environmental sustainability), were considered
From an African perspective the Comprehensive Africa Agriculture Development Programme (CAADAP), contains a commitment to the allocation of at least ten per cent of national budgetary resources to agriculture and rural development policy implementation in African states.
From a national perspective, we are guided by the 14 National Outcomes (2010), New Growth Path (2011), National Development Plan 2030 (2012), Strategic Infrastructure Plans (2011), and the Medium Term Strategic Framework 2015 – 2020. The State of the Nation Address delivered on 17 June 2014 by the Honorable President Zuma further guided us: “We have identified agriculture as a key job driver. Our target is for the agricultural sector to create a million jobs by 2030. “Government will provide comprehensive smallholder farmers by speeding up land reform and providing technical, infrastructural and financial support. Support will be provided to communities as well to engage in food production and subsistence farming to promote food security, in line with the Fetsa Tlala food production programme”.
From a provincial perspective the Limpopo Provincial Growth and Development Strategy is critical when considering that agriculture and rural development is one of the growth and development pillars of the Strategy. From a local perspective, agricultural projects are planned in the spirit of cooperative governance and included in the Integrated Development Plans of district and local municipalities.
A comprehensive planning process was followed to develop this plan, considering inputs from our stakeholders as well as Departmental officials. This Strategic Plan 2015/16 to 2019/2020 is a collectively agreed to roadmap for the Limpopo Department of Agriculture towards 2020.
Thank you.
______________________
Honourable Matshoge BAJ MEC for Agriculture
3 OFFICIAL SIGN OFF
It is hereby certified that this Strategic Plan:
Was developed by the management of the Limpopo Department of Agriculture under the guidance of Hon. MEC Matshoge BAJ;
Takes into account all the relevant policies, legislation and other mandates for which the Limpopo Department of Agriculture is responsible for; and
Accurately reflects the strategic goals and objectives which the Limpopo Department of Agriculture will endeavour to achieve over the period 2015/16 – 2019/20.
General Manager: Strategic Management Signature: ________________________
Ms Labuschagne M
Acting Chief Financial Officer Signature: ________________________
Ms Seabi LM
Head of Department Signature: ________________________
Ms Maisela RJ
Executive Authority Signature: ________________________
MEC Matshoge BAJ
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CONTENTS
PART A: STRATEGIC OVERVIEW……… 09
1. VISION……… 10
2. MISSION ………... 10
3. VALUES………... 10
4. LEGISLATIVE AND OTHER MANDATES……….. 10
4.1 CONSTITUTIONAL MANDATES………... 10
4.2 LEGISLATIVE MANDATES……….... 11
4.3 POLICY MANDATES………... 13
4.4 RELEVANT COURT RULINGS………... 13
4.5 PLANNED POLICY INITIATIVES……… 13
5. SITUATIONAL ANALYSIS……….... 13
5.1 PERFORMANCE ENVIRONMENT………..…... 13
5.2 ORGANISATIONAL ENVIRONMENT……….…….. 21
5.3 DESCRIPTION OF THE STRATEGIC PROCESS……….. 22
6. STRATEGIC OUTCOME ORIENTATED GOALS OF THE DEPARTMENT………... 23
PART B: STRATEGIC OBJECTIVES……….. 24
7. STRATEGIC OBJECTIVES... 26
7.1 PROGRAMME 1: ADMINISTRATION…………... 26
7.1.1 STRATEGIC OBJECTIVES……….... 26
7.1.2 RESOURCE CONSIDERATIONS………... 27
7.1.3 RISK CONSIDERATIONS……… 27
7.2 PROGRAMME 2: SUSTAINABLE RESOURCE MANAGEMENT………... 28
7.2.1 STRATEGIC OBJECTIVES………... 28
7.2.2 RESOURCE CONSIDERATIONS………... 28
7.2.3 RISK CONSIDERATIONS……….. 29
7.3 PROGRAMME 3: FARMER SUPPORT AND DEVELOPMENT……… 30
7.3.1 STRATEGIC OBJECTIVES……….. 30
7.3.2 RESOURCE CONSIDERATIONS……… 31
7.3.3 RISK CONSIDERATIONS………. 31
7.4 PROGRAMME 4: VETERINARY SERVICES……… 32
7.4.1 STRATEGIC OBJECTIVES……….. 32
7.4.2 RESOURCE CONSIDERATIONS………. 32
7.4.3 RISK CONSIDERATIONS……….……. 33
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7.5 PROGRAMME 5: RESEARCH AND TECHNOLOGY DEVELOPMENT SERVICES………….... 33
7.5.1 STRATEGIC OBJECTIVES……….. 33
7.5.2 RESOURCE CONSIDERATIONS……… 34
7.5.3 RISK CONSIDERATIONS……….… 34
7.6 PROGRAMME 6: AGRICULTURAL ECONOMICS………... 35
7.6.1 STRATEGIC OBJECTIVE………. 35
7.6.2 RESOURCE CONSIDERATIONS……… 35
7.6.3 RISK CONSIDERATIONS……….… 35
7.7 PROGRAMME 7: STRUCTURED AGRICULTURAL EDUCATION AND TRAINING…………... 36
7.7.1 STRATEGIC OBJECTIVES……….. 36
7.7.2 RESOURCE CONSIDERATIONS……… 36
7.7.3 RISK CONSIDERATIONS……….… 37
7.8 PROGRAMME 8: RURAL DEVELOPMENT……….... 37
7.8.1 STRATEGIC OBJECTIVES……….. 37
7.8.2 RESOURCE CONSIDERATIONS……… 37
7.8.3 RISK CONSIDERATIONS……….… 38
PART C: LINKS TO OTHER PLANS………... 39
8. LINKS TO THE LONG-TERM INFRASTRURE AND OTHER CAPITAL PLANS……….... 40
9. CONDITIONAL GRANTS………. 41
10. PUBLIC ENTITIES……….. 42
11. PUBLIC PRIVATE PARTNERSHIPS……….. 42
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ACRONYMS
AgriBEE Agricultural Black Economic Empowerment AEZ Agro-Ecological Zonation
AIMS Agricultural Information and Management System ARC Agricultural Research Council
ASS Agricultural Support Services APP Annual Performance Plan
CAADAP Comprehensive Africa Agriculture Development Programme CARA Conservation of Agricultural Research Act
CASP Comprehensive Agricultural Support Programme CFO Chief Financial Officer
CHE Council for Higher Education CoE Compensation of Employees
COGTA Co-operative Governance and Traditional Affairs CPI Consumer Price Index
CRDP Comprehensive Rural Development Programme CSF Classical Swine Fever
DAFF Department of Agriculture Fisheries and Forestry DORA Division of Revenue Act
EPWP Expanded Public Works Programme ERP Extension Recovery Programme EXCO Executive Committee
FET Further Education and Training FMD Foot and Mouth Disease
GDP Gross Domestic Product
GIS Geographic Information System
GITO Government Information Technology Office GM General Manager
Ha Hectares
HET Higher Education and Training
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HOD Head of Department HR Human Resource
HRD Human Resource Development
ICT Information Communication Technologies IDP Integrated Development Plan
IDIP Infrastructure Delivery Improvement Programme IES Income Expenditure Survey
IFSS Integrated Food Security Strategy of South Africa ILGC Indigenous Livestock Genetic Conservation IRM Infrastructure Reporting Model
ISO International Organization for Standardization IT Information Technology
Km Kilometres
LADC Limpopo Agribusiness Development Corporation LDA Limpopo Department of Agriculture
LEDA Limpopo Economic Development Agency LEGDP Limpopo Employment, Growth and Development Plan
LIRDS Limpopo Integrated Rural Development Strategy MEC Member of Executive Council
MMS Middle Management Services MoV Means of Verification
MTEF Medium Term Expenditure Framework MTSF Medium Term Strategic Framework NDP National Development Plan
NGP New Growth Path
NQF National Qualification Framework NRM Natural Resources Management
OIE Office Internacional des Epizoites (International Health Association) OSD Occupation Specific Dispensation
PAIA Promotion of Access to Information Act
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PESTEL Political, Economic, Social, Technological, Environmental and Legal PFMA Public Finance Management Act
PME Performance Monitoring and Evaluation PPR Peste Petit Rumanis
QC Quality Control
RESIS Revitalization of Small Holder Irrigation Schemes SA South Africa
SCM Supply Chain Management SEZ Special Economic Zones
SITA State Information Technology Agency SIP Strategic Infrastructure Projects SM Senior Managers
SMME Small and Medium Enterprise SMS Senior Management Services
SPLUMA Spatial Planning and Land Use Management Act SWOT Strengths, Weaknesses, Opportunities and Threats TB Tuberculosis
TOWS Threats, Opportunities, Weaknesses and Strengths VPN Veterinary Procedural Notes
WHO World Health Organisation
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PART A: STRATEGIC OVERVIEW
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1. VISION
United, prosperous and productive agricultural sector for sustainable rural communities.
2. MISSION
To promote food security and economic growth through sustainable agricultural development.
3. VALUES
As the Department we value:
Professionalism: We deliver excellent work with a positive attitude using best practice in a professional approach;
Integrity: We act in an ethical manner with trust, honesty, reliability and credibility;
Innovation: We continuously introduce new ways of doing our work;
Caring: We want the best for our clients and staff, treat them with respect and empathy whilst embracing diversity; and
Teamwork: We believe in the “together we can do more” philosophy through shared visionary leadership
4. LEGISLATIVE AND OTHER MANDATES
4.1 CONSTITUTIONAL MANDATES
The Limpopo Department of Agriculture (LDA) is an integral part of the South African Public Service established in terms of section 197 of the Constitution and read with section 7(1) and 7 (2) of the Public Service Act of 1994.
The Department derives its core mandate from the provisions of schedules 4 and 5 of the Constitution of the Republic of South Africa and in accordance with section 104 (1) b of the Constitution.
As a concurrent national and provincial legislative competency listed in schedule 4 of the Constitution, the LDA, as part of the system of concurrent governance, derives its administrative mandate from both National Parliament and Provincial Legislature.
11 4.2 LEGISLATIVE MANDATES
The core functions and mandates of the Department are governed by the following legislation in line with the functions and mandates:
FUNCTION/MANDATE LEGISLATION
GENERAL CONSTITUTIONAL MATTERS National Constitution of the Republic of South Africa (Act 108 of 1996)
STAFF MEMBERS
(Ensuring provision of efficient human resources management in order to create an efficient, effective and development oriented public service)
Labour Relations Act (Act 66 of 1995)
Basic Conditions of Employment Act (Act 75 of 1997) Skills Development Act (Act 97 of 1998)
Sills Development Levies Act (Act 9 of 1999) Occupational Health and Safety Act (Act 85 of 1993)
Compensation for Occupational Injuries and Diseases Act ( Act 130 of 1993)
Government Employees Pension Law of 1996 Employee Equity Act ( Act 55 of 1998) Public Service Act (Act 103 of 1994)
Natural Scientific Professions Act (Act 20 of 2003)
FINANCIAL MANAGEMENT
(To guide the Department in insuring proper management of limited financial and non-financial resources in an economic, effective and efficient manner)
Public Finance Management Act ( Act 1 of 1999 as amended by Act 29 of 1999)
Broad Based Black Economic Empowerment Act (Act 46 of 2013) Division of Revenue Act ( Annual)
Preferential Procurement Policy Act (Act 5 of 2000) Companies Act ( Act 71 of 2008)
Income Tax Act - 1962 – fourth standard
ADMINISTRATIVE
(To ensure provision of efficient administrative support to programmes and clients)
Extension of Security of Tenure ACT ( Act 62 of 1997) National Archives Act (Act 43 of 1996)
Promotion of Access to Information Act ( Act 2 of 2000) Administrative Justice Act ( Act 3 of 2000)
AGRICULTURE
(To ensure that the Department delivers on its mandate within the parameters of laws governing the agricultural sector)
Conservation of Agricultural Resources Act (Act 43 of 1983) Subdivision of Agricultural Land Act ( Act 70 of 1970) Meat Safety Act (Act 40 of 2000)
Animal Diseases Act (Act 35 of 1984)
Land Redistribution for Agricultural Development Policy Land Use Planning Ordinance (Ordinance 15 of 1985) National Water Act, 1998 ( Act 36 of 1998)
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Water Services Act, 1997 (Act 108 of 1997)
Act on Marketing of Agricultural Products, 1996 ( Act 47 0f 1996) Land Reform Act, 1997 (Act 3 of 1997)
Act on Agricultural Products Standards
Veterinary and Para-Veterinary Professions Act, 1982 ( Act 19 of 1982) Fertilizers, Farm Feeds, Agricultural Remedies and Stock Remedies Act, 1947 (Act 36 of 1947)
The International Code for the Control of Animal Diseases of the World Organization for Animal Health
The International Code for Laboratory Diagnostic Procedure for Animal Diseases of the World
Organization for Animal Health
The International Sanitary and Phyto Sanitary Code of the World Trading Organization
Codex Alimentarius of the World Trade Organization (International Code of Food Security)
Spatial Planning and Land Use Management Act (Act 16 of 2013)
OTHER MATTERS
(Ensuring that all pieces of legislation affecting all the programmes within the Department guide service delivery within the parameters of the law, rules and regulations)
Adult Basic Education and Training Act (Act 52 of 2000) South African Qualifications Act ( Act 58 of 1995) National Education Policy Act (Act 27 of 1996) Further Education and Training Act (Act 98 of 1998)
General and Further Education and Training Quality Assurance Act (Act 58 of 2001)
Employment Education and Training Act (Act 76 of 1998) Higher Education Act ( Act 101 of 1997)
Cooperatives Act (Act 14 of 2005)
Merchandise Marks Act, 1941 (Act 17 of 1941) Trade Mark Act, 1993 (Act 194 of 1993) Trade Practices Act, 1976 ( Act 76 of 1976)
13 4.3 POLICY MANDATES
Policies Departmental Key Responsibilities National Policy on Food
and Nutrition Security, 2013
Integrated approach on the delivery of food security and nutrition programmes and interventions to ensure availability, accessibility and affordability of safe and nutritious food at national and household levels
National Policy on Extension and Advisory Services Reform, 2012
Uniform and standardised approach to the delivery of Extension Services to improve service delivery
Crop Input Supply
Policy, 2007 Through the Crop Production Unit, the Department provides crop production inputs to farmers
Land and Agrarian
Reform Policy The aim of the policy is to increase agricultural trade, increase agricultural production and provide universal access to agricultural support services for targeted groups sector
4.4 RELEVANT COURT RULINGS
None
4.5 PLANNED POLICY INITIATIVES
The Department plans to continue using the Crop Input Supply Policy and MAFISA as the basis for improving appropriate support to producers and improve service delivery. The review of the LDA policy on Farmer Support is underway and will be finalised in 2015.
5. SITUATIONAL ANALYSIS
5.1 PERFORMANCE ENVIRONMENT
Drawing from the national and provincial mandates, the LDA identified and will focus on the following key strategic priorities that put into effect the New Growth Path (NGP), National Development Plan (NDP) and 2015/19 Medium Term Strategic Framework (MTSF) priorities and which should contribute to Outcomes 7,4, 10 and 13:
Increased smallholder agricultural production (crops and livestock) Development of agro-processing and value addition enterprises
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Sustainable resource management
Employment creation through upstream and downstream agricultural activities
Support agribusinesses (agricultural cooperatives and agricultural enterprises) on finance and market access
Provide veterinary regulatory services to reduce the impact of Foot and Mouth Disease (FMD)
Extend and improve skills development and training in the agricultural sector
Coordination of the rural development programme for the integration of the rural areas, achieve successful infrastructure development, job creation and poverty alleviation
Good governance
The Limpopo Province is predominantly rural, with agriculture as a dominant sector. However, water scarcity creates a challenge in rural livelihoods in some parts of the province’s rural space.
Fragmented government interventions, in responding to sustainable rural communities and contribution towards food security for all, creates a challenge. To ensure that the poor are not marginalised when development initiatives are implemented, this matter will be addressed through the implementation of the Limpopo Integrated Rural Development Strategy (LIRDS), of which the LDA has been charged with the responsibility to coordinate its implementation.
The third sphere that the Department is functioning in is that of Local Government, which provides water services and allocates land it owns for agricultural use. Municipalities are also involved in activities further down the value chain, such as providing and regulating fresh produce markets, abattoirs and food safety standards. The three spheres of government work together to make sure that agricultural and land priorities are incorporated into the Municipal Integrated Development Plans (IDP’s) and Local Economic Development (LED) initiatives.
Limpopo province is an agricultural production hub for most of high value crop commodities.
Predominant commodities are citrus and sub-tropical fruits as well as vegetables, particularly tomatoes and potatoes. Red meat industry has shown strength in some parts of Waterberg and Capricorn districts, and which are outside the FMD redline area. Limpopo’s livestock commodity comprises of cattle farming and game. 80% of South Africa’s game hunting industry is in Limpopo. Grain production is also significant in the province, especially maize and sorghum, which are predominant in communal areas for home consumption purpose.
The LDA has therefore aligned its support programmes to respond to the sector’s demands and has contributed positively to the growth of investments in the sector through its enabling policies and service delivery model, with particular emphasis on addressing the challenges of the historically excluded farmers.
Economic indicators still depicts that in Limpopo, agriculture, forestry and fishing sector continues to tail other sectors, such as mining and manufacturing, in terms of real annual economic growth.
Nationally, the agricultural sector’s performance during the 3rd Quarter of 2014 recorded consecutive growth over the three quarters as compared to the previous year. The sector recorded 8.2% positive growth in the 3rd quarter, translating into an annual growth of 8.9%.
15 Prospects for the local market during 2014 painted a positive outlook. Despite the rise in unemployment and inflation, the demand for food is expected to grow consistently with population growth.
The next section discusses the annual contribution of the agricultural sector to the provincial Gross Domestic Product (GDP), the Consumer Price Index (CPI) trends as well as labour force survey figures.
The agricultural sector in Limpopo province has a positive growth in the economy and contributed an annual figure of 1.7% at the end of 2013 up from the end of 2012. This figure is a quarter to quarter figure at constant price but annualized figure. The monetary value contributed to the GDP by the sector rose to 5, 3 billion towards the end of 2013, which is 88 million more from 2012. These developments could be attributed to among others notable agricultural expansion and the lifting of the ban on some exports of agricultural commodities.
0.2 21.5 -6 4 16.9 -0.4 -1 -1.8 -0.7 1.7
-1000 0 1000 2000 3000 4000 5000 6000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
R MILLIOM
YEAR
Annualized GDP contribution by Limpopo's Agricultural Sector Mil in Rands Annualized % contribution
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The above picture depicts a downward trend of inflation per province with Limpopo experiencing the highest food inflation rate since October 2014. Currently the inflation is below 6%, a figure below the previous month. Although Limpopo is one of the food baskets of South Africa, the bulk of its produce is sold in a raw form and get processed (value addition) elsewhere and the finished product is returned to the province at a higher price.
Source: STATSSA Labour Force Survey, Q4, 2014 released 10th February 2015 embargo
It is indicative from the table above that the situation in terms of subsistence farming has gained momentum amongst the communities in the province. After witnessing a positive turn out of the inhabitants of the Province turning into subsistence farming in the last quarter, the trend continue to grow exponentially quarter to quarter. These developments could be due to support given to the people through rural development programmes.
LP, 6.30%
MP, 5.50%
KZN, 6.00%
EC, 5.70%
WC, 6.10%
FS, 5.50%
NW, 5.70%
GP, 5.90%
Provinces with higher annual inflation
Source: STATSSA CPI end of November 2014 release
Non-market activities as at 10th February 2015 (Q4, 2014) Activity
South Africa Limpopo Province
Qtr. to Qtr. %
change Year on year %
change Qtr. to Qtr. %
change Year on year %
change
Subsistence farming 17.0 (202000) -12.0 (-189000) 20.5 (32000) -16.5 (-37000) Fetching water or collecting wood -9.5 (-428000) -6.3 (-273000) 0.0 (-1000) -5.7 (-63000) Production for HH consumption 4.4 (4000) 1.8 (2000) 258.8 (8000) 237.6 (8000)
17 As stated in the previous sections, participation of smallholder farmers in the sector and the value chain at large has not reached the desired level due to structural challenges. Access to markets and agricultural finances remain the main hurdles for the historically excluded farmer’s meaningful participation in the sector. The LDA support through its various support packages, such as farm infrastructure development, provision of production inputs, capacity building programmes and technical and economic advice, are all aimed at assisting smallholder farmers to overcome these challenges.
With respect to job creation, in terms of the NDP the agriculture sector is expected to create 1 million jobs by 2030. This is to be achieved by a move from primary focus of production to emphasis on value chain production, through the implementation of Limpopo agro-processing strategy and in line with the Special Economic Zones (SEZ) development model.
It is expected that the sector employment would rise as government continues to implement the NDP. The NDP targets have found expression in the LDA MTSF priorities. The drive to create more jobs in the secondary value chain through agro-processing development, will also stimulate and sustain the primary production of high value agricultural commodities.
Equally, food security remains a key focus area for government. As part of NDP implementation, National Cabinet has approved the national policy on Food and Nutrition Security. This policy outlines roles and contribution of government Departments in addressing food insecurity in South Africa. It calls for integrated programmes and improved coordination of resources to increase the impact of government programmes on food security. LDA is the lead Department, coordinating activities of and working very closely with the Departments of Social Development, Rural Development and Land Reform, Basic Education, Co-operative Governance and Traditional Affairs (COGTA), Water Affairs and Sanitation, National Development Agency, through the Limpopo Food and Nutrition Security Coordinating Committee.
686000
111000 742000
121000
0 100000 200000 300000 400000 500000 600000 700000 800000
SA Limpopo
E M P L O Y M E N T I N A G R I C U L T U R E , 1 0 F E B R U A R Y 2 0 1 5 S T A T S S A Jul-Sep 2014 Oct-Dec 2014
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In terms of the average annual household income, census indicates that, Limpopo remained the province with the lowest average annual household income. The IES (Income Expenditure Survey) report indicates that Limpopo’s black African households spend more on food and more households are depending on social grants. This is an indication that an increasing number of households are depending on purchasing food with the social grant money and low income earnings from government and other sectors. There is therefore a need to educate and train the rural communities on farming activities and implement the rural support programme to help communities to farm for themselves to enhance their income. The agricultural land that is available for use must find well trained and educated communities to produce food from it to supplement for the average annual household income.
In response to this, the LDA through its Fetsa Tlala programme is embarking on a drive to encourage rural communities in particular to go back to own food production practices. The seed and mechanisation supports aims to support rural communities and farmers to put underutilised land back in production. Fetsa Tlala started in 2013/14 and it is one of the key focus in terms of LDA’s MTSF priorities.
In the spirit of “Working together we can do more” the agricultural sector continues to benefit from our strategic alliances with other sister Departments and development institutions. Partnerships with the private sector results in co-funding of projects and transfer of skills and government has created an enabling environment for investors to tap into the potential of agriculture in the Province.
Information Technology (IT) connectivity is a challenge in the Department, especially at local service centre level. The Department needs to interrogate the State Information Technology Agency (SITA) contract with the aim of coming up with alternatives.
Farm margins continue to decrease due to high input costs such as energy (fuel and electricity), fertilizers, farm machinery and labour. Sectorial determination on farm wages is becoming a crucial factor affecting the productivity of farms as it has an exponential effect on the farm costs.
If not well managed it will force farmers to look for alternative options in the form of high technology and mechanisation. In support of smallholder development the Department will promote the use of efficient technologies and facilitate farmer cluster development through institutional structures such as cooperatives.
Emerging farmers experience post-harvest losses due to unavailability of adequate market infrastructure and formal markets such as fresh produce markets and processing facilities. As part of unlocking upstream value chain opportunities, government has identified value addition and agro-processing to reduce post-harvest losses and to increase income generating opportunities. Farmers will be supported to expand production to supply existing local processing facilities. In collaboration with industry stakeholders we will continue to identify and evaluate agro-processing opportunities for further developments (including agro-logistics). In 2012 an Agro-processing Strategy was developed as part of a framework to guide the province’s contribution to SIP 11 objectives.
19 The Department will also continue to facilitate access to AgriBEE funds to encourage equity shareholding in existing agro-processing businesses. Access to agricultural finance has been cited as one of the limiting factors for smallholder participation in farming business. Government grants to farmers have over time contributed to the dependency syndrome by farmers and loss of appetite to access agricultural credit.
The Department will encourage equity contribution by farmers in their own development as a strategy to empower them to become independent entrepreneurs. The Department has identified a lack of entrepreneurial and technical skills by emerging / smallholder farmers also as cause of their inability to access credit and formal markets. To promote competiveness of farmers, the Department will strengthen provision of agribusiness development services such as record keeping, business management skills and coordinated and production planning.
The Province is semi-arid, and prone to natural disasters such as floods and drought. Climate change may worsen the already deteriorate agro ecology. The Department will continue to promote/manage all programmes that are aimed at minimising the agricultural vulnerability and disaster risk. This includes, prevention, mitigation, adaptation, prediction and early warning systems.
Attracting youth to agriculture and the recruitment of critical skills in the areas of engineering and veterinary services is still a challenge, which has the potential to hamper service delivery. The Department is addressing this through recruitment of young engineers and veterinary doctors through a bursary scheme and are developed through experiential training. Some are now registered with relevant professional council. The intensification of recruiting young graduates will continue.
The need for alternative and affordable sources of energy in the rural areas has become imperative. The Department will continue to promote the use of alternative energy sources to reduce production cost and to augment current supply, though there is a low adoption rate as a result of price and criminality.
The land that supports the Province against food insecurity and contributes to land and agrarian reform is acutely vulnerable to demand for other land use options. The Constitution of the Republic of South Africa conferred the powers and mandate through concurrent functions to the LDA to protect high potential agricultural land for food security purposes and environmental sustainability. In response to this mandate coupled with curbing aggressive uncoordinated development and competitive land use on prime agricultural land, LDA developed an Agro- Ecological Zonation (AEZ) which will guide agricultural development in line with the Spatial Planning and Land Use Management Act (SPLUMA).
In continuing with the protection and sustainable use of natural agricultural resources, the Department will enhance the enforcement through Conservation of Agricultural Resources Act (Act 43 of 1983) and Subdivision of Agricultural Land Act (Act 70 of 1970).
The Limpopo Green Economy Action Plan, which is spearheaded by Office of the Premier, has provided impetus for LDA to initiate interventions that are within the purview of this plan and
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which are responsive to Climate Smart Agriculture, such as Conservation Agriculture, Agroforestry and Bio-char. Climate Smart Agriculture seeks to increase sustainable productivity, strengthen farmers’ resilience, reduce agriculture’s greenhouse gas emissions and increase carbon sequestration. Increasingly in the country, the adoption of Conservation Agriculture and Land Care techniques has proven to be successful in the adaptation and mitigation measures to climate change.
The Department is putting a concerted effort to realise the goal which was agreed upon at the Rio+20 Conference on sustainable development for the reduction of land degradation to achieve Land Degradation Neutral World by 2030. Drawing from this global call, there is a need to intensify efforts utilising the Land care Programme as a vehicle to increase agricultural productivity by combating wrongful practices that cause natural resource degradation. Through investment in the Land care Programme, the Province will aid in restoring the quality and productivity of degraded lands, thus enhancing agricultural productivity.
According to the NGP and meeting Outcome 4, agriculture has been identified as the sector that has potential to create one million jobs by 2030. Consistent with this vision, the Expanded Public Works Programme (EPWP) will continue to change the social fabric of the citizens through putting them in the mainstream economy by implementing interventions such as skills development programs and creation of sustainable jobs. This will then afford the beneficiaries of EPWP to have options for career path or exit strategies into formal and self-employment.
In heeding to the Cabinet Decision of November 2013 and the simultaneous government cycle which ushered in Phase 3 of EPWP (2014-2019), the Environment and Culture Sector of EPWP, which includes the LDA, has a task of ensuring that the targets which are set for the sector of 52 002 work opportunities which translate to 14 262 full time equivalent opportunities are achieved by 2019.
The Extension and Advisory services’ mandate is to provide farming communities with technical support services for animal and crop production to improve food security. To implement this, LDA will ensure that staff is properly equipped with appropriate knowledge and skills in order to render quality services to farmers. Through the Extension Recovery Programme (ERP), Agricultural Advisors will be exposed to technical skills programmes and to upgrade qualifications. Relevant short courses on facilitation skills and group dynamics will be facilitated in collaboration with training institutions to improve knowledge.
Infrastructure both for production and post-harvest handling of produce will be provided to farmers in line with the strategic infrastructure plan (including land reform beneficiaries).
Production input support, mechanization services and technical advice will continue to be provided as part of the comprehensive support for farmers. To ensure improved quality of produce, farmers will be supported on crop pest management.
In executing the rural development coordination mandate, the LDA will ensure coordinated planning, implementation and monitoring of development interventions in all selected Comprehensive Rural Development Programme (CRDP) Sites. The implementation of LDA’s Agricultural Infrastructure Plan, Fetsa Tlala and Letsema Input support continues to be the main contributions in the Department towards rural development.
21 Emerging diseases, which were not there before are a challenge and the Department needs to train staff in recognising and dealing with these diseases, such as:
• Avian Influenza;
• Peste Petit Rumanis (PPR);
• Classical Swine Fever (CSF); and
• Lumpy skin disease
International trade regulations and protocols poses a challenge as certain minimum requirements are prescribed by the Office Internacional des Epizoites (OIE) for trade to take place.
Disease control fences need to be managed effectively for adequate bio-security, as such fences must be effective but some game reserves are not prudent in fence-maintenance.
The Department has identified scarce skills and gave bursaries to students who were trained as Veterinarians and have completed their studies, but cannot be absorbed in the system. They are now contracted as interns and their contracts are extended from time to time. The Department will fast-track their appointments.
5.2 ORGANISATIONAL ENVIRONMENT
The Department is currently reviewing the organisational structure to align with the new mandate as outlined during the departmental strategic planning for the coming five years.
Human Resource Management is providing strategic support and critical support services to the Department to ensure its effective and efficient functioning.
LDA has 40 Senior Management Services (SMS) posts. There are 239 Middle Management Services (MMS) posts. The composition of organizational structure ranges from Executing Authority, Head of Department, 7 General Managers and 32 Senior Managers.
The Department has conducted a skills audit in March 2012. The identified scares skills include Veterinary Medicine, Agricultural Engineering and Aquaculture. 37 Veterinarians and Agricultural Engineers are receiving training while 2 Veterinary students and 6 Engineers have completed their studies and are absorbed within the Department.
Employment equity remains a critical issue for the Department. The Department is committed to achieving government target of 50% women in senior management and the 25% employment of people with disabilities in this MTSF.
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5.3 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS
No Step Description
1 Policy Priority Setting MEC, HOD and EXCO determine key policy and priorities as basis of the strategic plan
2 Develop and agree on
Strategic Planning Process Core management team confirms the strategic planning model as captured in the approved Strategic Planning Framework of the Department
Agree on the process to follow
3 Pre-Strategic Sessions Strategic Planning team engage with programmes at a bilateral level, district planning sessions and programme managers are given resource packs in order to prepare thoroughly
4 Situational Analysis Status quo problem analysis, Political, Economic, Social, Technological, Environmental and Legal (PESTEL) and Theory of Change prior to first strategic planning.
Vision, Mission, Values, strategic options identified through Threats, Opportunities, Weakness and Strengths (TOWS) strategy Matrix and programmes for 5 years are reviewed
Strengths, Weakness, Opportunities and Threats (SWOT) Analysis
5 Strategic Planning Sessions Key stakeholders and role players are invited to attend the session:
Strategic Planning sessions took place as follows:
21 - 23 July 2014 21 - 22 October 2014
6 Draft Strategic Plan Strategic Planning unit draft strategic plan by consolidating facts gathered at both strategic planning sessions and submitted to Provincial Treasury by:
First Draft Strategic Plan - July 2014
Second Draft Strategic Plan - October 2014 Official sign off of Strategic
Planning documents Submit to Executive Authority for signing off in February 2015
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6. STRATEGIC OUTCOME ORIENTATED GOALS OF THE DEPARTMENT
Goal Title No. 1 Improved service delivery environment
Goal Statement To ensure provision of efficient administrative support to all programmes of the Department in order to create an efficient, effective and development oriented public service
Goal Title No.2 Improved food security and agrarian transformation
Goal Statement To provide technical solutions and information in support of improved sustainable agricultural production;
comprehensive agricultural development support to increase agricultural production and competitiveness of the sector, ensure access to agricultural support programmes for all farmers in order to improve agricultural production and trade, control of animal diseases to ensure safe and tradable animals and animal products, capacitate prospective agricultural scientists; prospective and practicing farmers;
extension officers and advisors through demand led training and research, skills and empower the farming community
Goal Title No.3 Sustained management of natural agricultural resources Goal Statement Ensure sustainable management and efficient use of natural
agricultural resources to improve agricultural productivity and to have balanced agro-ecosystems. To improve the livelihood through the implementation of sustainable land based and community-based natural resource management
Goal Title No. 4 Improved livelihoods
Goal Statement To ensure well coordinated rural development initiatives for improved rural livelihoods
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PART B:
STRATEGIC OBJECTIVES
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THE PROGRAMME AND BUDGET STRUCTURE OF THE LDA IS AS FOLLOWS:
PROGRAMME SUB-PROGRAMME
1. Administration
1.1. Office of the MEC 1.2. Senior Management 1.3. Corporate Services 1.4. Financial Management
1.5. Communications and Liaison Services
2. Sustainable Resource Management
2.1. Engineering Services 2.2. LandCare
2.3. Land Use Management 2.4. Disaster Risk Management 3. Farmer Support and
Development
3.1. Farmer Settlement and Development 3.2. Extension and Advisory Services 3.3. Food Security
4. Veterinary Services
4.1. Animal Health 4.2. Export Control
4.3. Veterinary Public Health
4.4. Veterinary Laboratory Services 5. Research and
Technology
Development Services
5.1. Research
5.2. Technology Transfer Services 5.3. Infrastructure Support Services 6. Agricultural
Economics Services
6.1. Agribusiness Support and Development 6.2. Macro Economics Support
7. Structured
Agricultural Education and Training
7.1. Higher Education and Training 7.2. Agricultural Skills Development 8. Rural Development 8.1 Rural Development
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7. STRATEGIC OBJECTIVES
7.1 PROGRAMME 1: ADMINISTRATION
Programme Purpose
The purpose of the programme is to manage and formulate policy directives and priorities and to ensure there is appropriate support service to all other programmes with regard to strategic management, finance, personnel, information, communication and procurement.
7.1.1 Strategic Objective Strategic
Objective Enhanced administrative support provided to all programmes Objective
Statement To coordinate and integrate 820 strategic management interventions through provision of IT, Legal services, planning, monitoring and evaluation to the Department by 2020.
Strengthen Human Resource capacity to ensure effective administration of 3 319 employees through strategic recruitment, training, retention, employee wellness, labour relations and sound record management to all employees.
Effective financial management to provide institutional capacity in relation to effective, efficient and economic financial management systems. Provide effective and efficient Departmental communication and liaison services through media liaison, events as mechanisms to render support to all programmes through the implementation of the Communication Strategy as reviewed annually.
To ensure that 5 risk assessments are conducted in order to identify risks that can affect the achievements of strategic objectives of the Department and develop relevant risk mitigation strategies.
To provide 120 security interventions to ensure that all security aspects and functions are managed properly.
Baseline 167 Strategic Management Interventions 3 506 Employees
128 Communication interventions 17 Risk assessments
230 Security interventions
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7.1.2 Resource Considerations a. Financial resources
A budget is required to effectively run Administration in the most efficient manner to give support to all programmes. The Compensation of Employees (COE) is critical as it must be reduced by 2%, which restricts the number of people required to fulfil the mandate of the Department. A budget is also required for strategic management interventions, IT training, employee development, employee wellness and events such as shows and exhibitions.
b. Human resources
There is a need for the development of Human Resource Planning to ensure provision of all required skills to the Department. To retain the current scarce skills as well as recruitment of scarce skills, the Department will require effective human resources strategies.
c. Systems and Infrastructure requirements
The programme needs the most efficient electronic systems and network connectivity which is reliable in order to deliver according to its mandate.
7.1.3 Risk Considerations
Strategic Objective Risk Mitigating Intervention Enhanced administrative
support provided to all programmes
Late submission of Means of
Verification (MoV’s)
MoV’s to be a standing agenda item in all management meetings Inability to comply
with uniform Court rules due to delay in referral of legal documents to Legal Services
Legal documents to be referred to Legal Services upon receipt
High staff turn over Shortage of critical and scare skills
Implementation of Retention strategy
Training and development
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7.2 PROGRAMME 2: SUSTAINABLE RESOURCE MANAGEMENT Programme Purpose
To provide agricultural support services to farmers in order to ensure sustainable development and management of agricultural resources
7.2.1 Strategic Objective 2.1 Strategic
Objective 2.1 Increased availability of production infrastructure solutions, information and technology
Objective
Statement To ensure 441 engineering interventions for agricultural infrastructure development to enhance production both at primary and secondary level by 2020.
Provide 7 126 spatial information and disaster risk interventions to support timely decision making and monitoring (farmers/ cooperatives) by 2020
Baseline 644 engineering interventions and 6 656 spatial information supports
7.2.2 Resource Considerations a. Financial resources
An amount of R30 million per annum at current cost will be required to revitalize the irrigation schemes as planned. An additional R12 million per annum will be required to fund specialised engineering services needed to support agro- logistics, dam safety and aquaculture initiatives.
The National Disaster Management Act and National Disaster Management Policy does not make provision for this. What should be recommended here is a review of these pieces of legislation and policy prescripts.
b. Human resources
To retain the current scarce skills as well as recruitment in the field of engineering and Geographic Information Systems (GIS) the Department will require effective human resources strategies. Disaster risk management unit requires dedicated personnel at Local municipal level to effectively deal with programmes that are aimed at minimising the agricultural vulnerability and disaster risk including, prevention, mitigation, adaptation, prediction and early warning systems.
29 c. Systems and Infrastructure requirements
The program is also entrusted with the responsibility to provide timely and reliable spatial information to both internal and external clients. The required information is provided through an integrated database and web services. Therefore, there is need for a reliable network and bandwidth. Survey equipment and plotters are required for engineers to be able to provide the technical support services efficiently.
7.2.3 Risk Considerations
Strategic Objective Risk Mitigating Intervention Increased
availability of production infrastructure solutions , information and technology
Late identifications of needs by clients result in bottlenecks in the Planning, design and Implementation process
Take part in Departmental activities that assist Clients to identify projects earlier
Strategic Objective 2.2
Strategic
Objective 2.2 Increased promotion of the sustainable use and management of natural agricultural resources
Objective
Statement To implement 140 000 ha of the integrated sustainable use of natural agricultural resources and protect them from degradation by 2020
To implement 46 000 natural resource management
interventions in the sector through conservation agriculture and land care practices by 2020
Baseline 176 883 hectares protected from degradation
32 109 conservation agricultural and land care interventions
7.2.2 Resource Considerations
a. Financial resources
The LandCare Programme to make meaningful impact on resource conservation in line with Strategic Infrastructure Project (SIP 11). There is a need for the province to consider equitable share budget allocation as LandCare conditional grant has proven to be insufficient to effectively address challenges that are confronting the Province that are compounded by the effects of climate change.
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b. Risk Considerations
Strategic Objective Risk Mitigating Intervention Increased
promotion of the sustainable use and management of natural agricultural resources
• Continued
encroachment into prime agricultural land by non- agricultural users and this causing a reduction of the productive land for farming purposes
• Diminishing Natural resources
• Natural Disasters
The Agro Ecological Zonation system is in place and to be included in the land use schemes of the municipalities
Land care and management of natural resources programs
Early warnings
7.3 PROGRAMME 3: FARMER SUPPORT AND DEVELOPMENT Programme Purpose
To provide support to all farmers through agricultural development programmes 7.3.1 Strategic Objective
Strategic Objective Increased comprehensive agricultural support provided to producers
Objective
Statement To ensure that 97 550 small holder producers are provided with agricultural technical advice by 2020
To ensure provision of 1 860 livestock breeding material to farmers by 2020
To supply 92 000 fish breeding stock to farmers by 2020 Baseline 34 396 provided with agricultural technical advice
3 250 breeding material 22 000 fish breeding stock
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7.3.2 Resource Considerations
a. Financial resources
Continued budget cuts and austerity measures are constraining the provision of effective agricultural development support to farmers and communities, as outlined in the MTSF priority programmes of the LDA.
b. Physical Resources
Working tools (450 subsidized vehicles for Extension Officers, internet connectivity to 10 Service Centres, 300 laptops and 150 printers).
c. Human Resources
Vacant posts to be filled for technical staff to ensure continued service to farmers. There is high staff turnover due to ageing personnel.
d. Systems and Infrastructure requirements
Smart Pen and AIMS Project Management Systems for R22m need to be put into full operation. Upgrading 15 service centres with an estimated budget of R8m to improve poor accommodation at municipal and Service Centre levels
7.3.3 Risk Considerations
Strategic
Objective Risk Mitigating Intervention Increased
comprehensive agricultural support provided to producers
• Group dynamics
• Under-utilization of agricultural land due to the dependency syndrome
• Pests and diseases outbreaks
• Support institutional arrangements and social facilitations
• Partnerships to capacitate producers
• Farmer support policy (Exit strategy and PME)
• Early warning advisories
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7.4 PROGRAMME 4: VETERINARY SERVICES
Programme Purpose
To provide veterinary services to clients in order to ensure healthy animals, safe animal products and welfare of people of South Africa.
7.4.1 Strategic Objective
Strategic Objective Safe and tradable animals and animal products produced
Objective Statement To ensure control of animal diseases for 4,5 million animals; inspection of 87 abattoirs through veterinary services to clients in order to ensure healthy animals, safe animal products and welfare of the people of South Africa by facilitating and providing animal health services in order to protect the animal and human population against identified zoonotic diseases of economic importance, and primary animal health and welfare programmes/ projects to allow for exports of animals and animal products by 2020
Baseline 2.5 million animals 84 Abattoirs inspected
7.4.2 Resource Considerations a. Financial resources
Budget allocation is required for key inputs. There is a need for adequate financial provision for the two main cost drivers of the programme i.e. vaccination and dipping.
The two are preventative programmes which if followed properly will keep disease occurrence to the minimum and assist in dealing with Foot and Mouth Disease (FMD).
b. Physical Resources
Working tools (subsidized vehicles for technicians, internet connectivity and ICT tools, e.g. cell phones, laptops and printers).
c. Human Resources
To retain the current scarce skills as well as recruitment in the field of veterinary services the Department will need to have effective human resources strategies.
d. Systems and Infrastructure requirements
More animal handling facilities are required in order to render effective veterinary service
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7.4.3 Risk Considerations
Strategic Objective Risk Mitigating Intervention Safe and tradable
animals and animal products produced
Outbreak of diseases
Skills shortage
• Continuous disease surveillance
• Head-hunting, retention strategy, Occupation Specific Dispensation (OSD), Bursary scheme and financial assistance for studies with service obligation contracts
7.5 PROGRAMME 5: RESEARCH AND TECHNOLOGY DEVELOMENT SERVICES Programme Purpose
To provide expert and needs based research, development and technology transfer services impacting on development objectives.
7.5.1 Strategic Objective
Strategic
Objective Optimised provisioning of expert and needs based research
Objective
Statement To ensure that 122 medium to long term research and technology development projects are conducted, facilitated and coordinated to contribute to improved agricultural production by 2020
Baseline 55 research projects
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7.5.2 Resource Considerations a. Financial resources
Budget for compensation of employees, operations and capital.
b. Physical Resources
The two research stations have been identified as the centres for Indigenous Livestock Genetic Conservation (ILGC) and production of planted pastures. Most of the infrastructure such as fences, cattle handling facilities, water reticulation system and electricity remain a challenge. The housing for farm workers are at a point of inhabitation according to health and safety standards.
c. Human Resources
The directorate is reasonably staffed with scientists and technicians. There is however a need to address the staff shortage on the farms, especially on farm workers in response to retirements and deaths.
d. Systems and Infrastructure requirements
IT connectivity at the stations remains a challenge Need to upgrade the following infrastructure:
o Irrigation o Storage sheds o Fencing
o Laboratory
o Office and accommodation o Ablution facilities
o Abattoir facility 7.5.3 Risk Considerations
Strategic Objective Risk Mitigating Intervention Optimised expert
and needs based research provided
Theft
Loss of land Water scarcity Research not
conducted on critical agricultural areas
Construction of security fence Provision of security
Amicable settlement of Land claims
Drilling of additional boreholes Water encatchments
Collaborate research work with other research institutions
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7.5.2 Resource Considerations a. Financial resources
Budget for compensation of employees, operations and capital.
b. Physical Resources
The two research stations have been identified as the centres for Indigenous Livestock Genetic Conservation (ILGC) and production of planted pastures. Most of the infrastructure such as fences, cattle handling facilities, water reticulation system and electricity remain a challenge. The housing for farm workers are at a point of inhabitation according to health and safety standards.
c. Human Resources
The directorate is reasonably staffed with scientists and technicians. There is however a need to address the staff shortage on the farms, especially on farm workers in response to retirements and deaths.
d. Systems and Infrastructure requirements
IT connectivity at the stations remains a challenge Need to upgrade the following infrastructure:
o Irrigation o Storage sheds o Fencing
o Laboratory
o Office and accommodation o Ablution facilities
o Abattoir facility 7.5.3 Risk Considerations
Strategic Objective Risk Mitigating Intervention Optimised expert
and needs based research provided
Theft
Loss of land Water scarcity Research not
conducted on critical agricultural areas
Construction of security fence Provision of security
Amicable settlement of Land claims
Drilling of additional boreholes Water encatchments
Collaborate research work with other research institutions
7.6 PROGRAMME 6: AGRICULTURAL ECONOMICS SERVICES Programme Purpose
To provide timely and relevant agricultural economic services to the sector in support of sustainable agricultural and agri-business development to increase economic growth.
7.6.1 Strategic Objective
Strategic Objective Improved competitiveness and sustainability of agribusinesses
Objective Statement To provide agribusiness development support services to 29 000 agribusinesses (farmers/cooperatives) by 2020 through entrepreneurial development, marketing services, value adding, production and resource economics
Baseline 29 598 agribusinesses were supported
7.6.2 Resource Considerations a. Financial resources
The Programme is adequately resourced.
b. Human resources
The Programme is adequately resourced.
c. Systems and infrastructure requirement.
To put up systems in order to provide timely and reliable information to both internal and external clients.
7.6.3 Risk Considerations
Strategic
Objective Risk Mitigating Intervention Improved
competitiveness and sustainability of agribusinesses
Reduced margins of farmers due to rising input costs
Limited participation of emerging farmers in farming business due to lack of access to agricultural finance
Establishment of cooperatives to encourage cooperative actions such as bulk
procurement to reduce costs Facilitate access to
government mandated development finance programs such as MAFISA and Land Bank Retail Emerging Markets
