MALFFB Corporate Plan 2014 2018

FOREWORD
Hon. David TOSUL

Millister ofMALFFB
It gives me great pleasure to formally launch the Ministry of Agriculture,

Livestock, Forestry, Fisheries and Bio-security sectors 2014 - 2018 Corporate
Plan.
This new management tool designed to help guide each department carry out
key policy directions will ultimately ensure that the goals and visions of the
government are filtered down to the rural farmers of Vanuatu.
This new leadership tool will no doubt increase the productivity of all five sectors
in aU of the islands of Vanuatu.
I wish to express my sincere thanks to all of the departmental Directors and their
staff for making this achievement possible.
r also would like to thank my Ministerial Cabinet for their unwavering support
and creative approach during the months spent coordinating this project.
Hon. David TOSUL (MP)

Minister of MALFFB
Acronyms and abbreviations
BSE Bovine spongiform encephalopathy

CMM Conservation and management measures
COM Council Of Ministers
CSU Corporate Service Unit
DARD Department of Agriculture and Rural Development
DCO Development Committee of Officials
DG Director General
DoF Department of Forestry
DRR Disaster Risk Reduction
EEZ Exclusive Economic Zone
FAD Fish Aggregating Device
FSA Farmers Supporters Association
GDP Gross Domestic Product
GHG Greenhouse gas
GPS Global positioning system
IPPC International Plant Protection Convention
MA Market Access
MALFFB Ministry of Agriculture, Livestock, Forestry, Fisheries and Biosecurity
MTSP Medium Term Strategic Plans
NCDs Non-communicable diseases
NDMO National Disaster Management Office
NGOs Non-Government Organizations
NLF National Livestock Framework
OIE World Organization for Animal Health (Office Internationale des epizooties)
OP seeds Open pollinated seeds
OPSP Overarching Productive Sector Policy
OSA Official Salaries Act
PAA Priority Action Agenda
PFEM Public Finance and Economic Management
PLAS Planning Long, Acting Short
PLD Pest list database
PSA Public Service Act
PSSM Public Services Staff Manual
REDD+ Reducing emissions from deforestation and forest degradation in developing countries
RFMO Regional Fisheries Management Organization
SLO State Law Office
SPC Secretariat for the Pacific Community
VAC Vanuatu Agriculture College
VADB Vanuatu Agriculture Development Bank
VANGO Vanuatu Association for Non-Government Organizations
VARTC Vanuatu Agriculture Research Technical Centre
VMC Vanuatu Maritime College
VMS Vessel Monitoring System
VRC Vanuatu Research Council
Background
Vanuatu is an island nation with a relatively small land area and population. Vanuatu covers a land
area of 12,189 km2 and its EEZ is 684,000km2. Only one third of the total cultivable land is presently
farmed. Transport services, both inter- and intra-island are a major constraint to marketing and this to
increasing productivity and the volume of production. The Agriculture, Forestry and Fishing sectors
account for around 15% of total GDP and for almost all merchandise exports. Vanuatu is an
agriculture-based economy with copra, cocoa, kava and cattle continuing to dominate the sector.
Since 2003, the agriculture sector has grown at an annual rate of 3.3% compared to 2.8% growth for
the economy and an average population growth rate of 2.6% per annum.
The domestic market for agricultural products is quite limited. While at least 75% of the population
reside in the rural areas and depend on agriculture for their livelihood, productivity, particularly in the
subsistence sector, is quite low. The export of traditional commodities and high value commodities,
including those that are organically grown, has great potential. In order for these commodities to
penetrate these premium niche markets, the volume of production must be increased. The challenge is
to increase efficient and sustainable production, and improve market access. One crop that has
increased in value recently is kava. The commercialisation of kava has resulted in increased local
consumption and export volumes since the 1980s. Vanuatu’s beef export industry is unique compared
to other Pacific islands – it enjoys a benign subtropical environment well suited to extensive pasture
fed farming systems. Vanuatu also has a favourable animal health status with no significant
production limiting diseases for cattle and freedom from most OIE-listed diseases. The industry has
proven itself to be successful in exporting beef to overseas markets with stringent import and quality
standards such as Australia, Japan, New Zealand and other Pacific Island countries. There are
improvements needed in the areas of pasture improvement and management. The responsibility for
ensuring Vanuatu's animal health and meat hygiene standards are maintained, and that importing
countries specific hygiene standards are met, lies with the Vanuatu Government's Biosecurity
Department. All meat exports are subject to quality control and meat inspection systems as required
by the Meat Act. Vanuatu needs to maintain its animal health status and export certification systems
in order to improve its market access options. The stated policy aim is to ultimately be able to export
Vanuatu beef to all the major import markets in the world. However, the major contributing factors to
increasing the tonnage of beef produced are improved husbandry and pasture management.
The pork industry in Vanuatu is under-developed even though pigs have an important cultural value.
Vanuatu currently imports pork and pork products to the value of 50 – 60 million vatu per quarter.
Over 31 million vatu in the last 4 years has been generated from live sales held at the Livestock
Market for smallholders. The ongoing success of this activity depends on improvements in farm
management and genetics and access of farmers to market. The use of pigs for ceremonial activities
and rural livelihood will continue to have significance in addition to new commercial opportunities.
The government needs to collaborate with farmers to conserve the local pig genetics which are
resilient to climate change.
There are approximately 1 million chickens in Vanuatu; around 1/3 of which are raised as free-range
birds in the villages for subsistence and semi-commercial purposes. There is one large commercial
broiler chicken farm in Vanuatu which imports either day old chicks or hatching eggs from New
Zealand. Approximately 200,000 chickens (143 tonnes) are slaughtered each year, compared to more
than 1,600 tonnes of chicken meat imported annually. A recent innovation is the use of out growers to
rear the chicks from day old to slaughter weight. There are approximately six such outgrowing
enterprises run by smallholder households. Village households rear chickens for meat and egg
production. All commercial farms use imported feed; around 2,189 tonnes of commercial chicken
feed (158 million vatu) were imported in 2012. There is an opportunity to produce feed locally. There
are some local breeding schemes which require better coordination. The government needs to
collaborate with farmers to conserve the local chicken genetics which are resilient to climate change.
Table 1 Vanuatu statistics for smallholder livestock numbers, production of meat and milk, beef
exports and meat imports
Item 1999 2000 2001 2002 2003 2004 2005 2006 2007 2009
Cattle nos. (,000) 151 151 151 151 152 150 152 155 156 174
Goat nos (,000) 12 12 12 12 12 12 12 12 12.2 8
Pig nos (,000) 62 62 62 62 62 62 62 62 63 88
Poultry (,000) 368
Beef production (,000 3.9 3.8 3.0 2.5 3.1 3.0 3.2 2.7 2.75
mt)
Pig meat prod.(,000 2.8 2.8 2.8 2.8 2.8 2.9 2.8 2.8 2.85
mt)
Milk prod. (,000) 3.0 3.0 2.9 2.9 3.0 3.0 3.0 3.1 3.2
Beef Exports (mt) 1,577 1,361 815 684 1,02 927 947 1,04 n.r
1 9
Milk imports (mt) 340 350 380 350 346 387 328 484 n.r
Mutton and lamb 10 20 20 11 4 6 7 17 n.r
imports (mt)
Chicken meat imports 610 740 800 822 773 735 715 1,03 n.r
(mt) 7
(Source: VNSO 2009)
Table 2 Distribution across provinces of livestock in small holdings in 2007

Type Torba Sanma Penama Malampa Shefa Tafea Total
Cattle 2,729 91,830 22,284 16,082 21,868 19,344 174,137
Goats 19 1,348 85 976 2,104 4,260 8,792
Pigs 2,934 9,645 24,210 15,763 14,765 21,378 88,695
Poultry 12,606 75,182 87,252 71,502 54,593 67,116 368,251
Sheep 0 293 0 0 1,340 2 1,635
Vanuatu possesses soils and climate that are conducive to timber production. The challenges for this
sector will include ensuring replanting of trees at a rate at least equal to the volume being harvested;
to foster the utilization of additional species; and to develop additional value-added processing.
Developing a sustainable forestry sector will depend on attracting investors for developing larger
commercial timber plantations. A parallel opportunity for development lies on organizing and
empowering mobile sawmill operators to expand into value adding wood processing.
Vanuatu’s forest resources were quantified in the early 1990s by a National Forest Inventory carried
out with overseas assistance. This study found an estimated 117,000 ha of natural forest (about 10%
of land area), not all of which was suitable for commercial timber production. The sustainable yield
from the natural forests was calculated as being between 38,000 and 52,000 m3 per year (Incoll,
1994).Current annual logged volume is between 25,000 and 30,000 m3, with Government policy
requiring that all logs be sawn in the country. However, current Government commitments to the
logging companies mean that future logging could be many times more than the sustainable yield.
Since 1993, several Asian based companies have been attempting to start large-scale logging
operations, but so far their activities have been slowed down by a mix of Government policy,
landowner actions and international concern.
Although there is a big decrease to the GDP, the Department of Forests continues to maintain
awareness and trainings on reforestation and afforestation. There are 18 nurseries established in all the
provinces where farmers can source seedlings to increase the number of tree plantings. Reports from
the provinces indicate the growing number of farmers annually who participate in establishment of
private woodlots.
Tree planting is regarded as a long-term development that can only be harvested at a certain
maturity/age, hence the department’s vision for the next five years is to increase its revenue to twice
the amount collected in 2000.
The fisheries sector comprises the oceanic and coastal fisheries resources which are exploited at the
subsistence, artisanal and industrial levels. Subsistence activities include coastal line and net fishing
targeting demersal and small pelagic reef and lagoon fish, as well as reef gleaning and collection of
shellfish and other invertebrates. Most of the catch is for home consumption or family distribution,
but where markets or handling and distribution facilities exist some part may be sold. The subsistence
fishery is becoming increasingly cash-oriented around urban areas, with varying portions of the catch
being sold, as such effective and efficient CMMs are needed to be put in place to manage, monitor
and control harvest. Artisanal fishing with bottom hand lines primarily targets deep-water snappers
and groupers. Improvements in catching, preservation, processing, transportation and marketing are
needed. The current domestic fisheries production is not sufficient to meet a rapidly growing
population. Commercial harvest of oceanic fisheries resources are landed in overseas ports; as such,
little economic activity is generated within Vanuatu from these activities.
The Department of Fisheries is currently engaged in facilitating and promoting Aquaculture

development of freshwater fish species as an alternative measure to address poverty, food security,
and diversity of eco-activities.
Biosecurity Vanuatu is mandated to protect our borders from incursions of pests and diseases into
Vanuatu as well as manage pests and diseases already present. It does this through ensuring that risks
posed by imports to local plants and animals are managed at an acceptable level and through disease
surveillance and control programs for pests and diseases already present in the country. In addition
Biosecurity Vanuatu facilitates market access through assurance of pest and disease freedom and food
safety. The department also ensures that Vanuatu maintains its obligations to such international
organizations/conventions as IPPC and the OIE.
The MALFFB is enthusiastic to see the nation’s agricultural, forestry and aquatic resources are
sustainable and managed efficiently, and that these resources make a significant contribution to the
country’s economic growth and wellbeing of the people of Vanuatu. The government through the
Ministry recognizes the role of women and youth and vulnerable groups in agriculture.
Net growth of the private sector and its subsequent leadership in driving their respective industries is
one of the key aims of the Ministry.
Introduction
The Ministry of Agriculture, Livestock, Forestry, Fisheries and Biosecurity’s (MALFFB) obligation is
to develop a Corporate Plan to assist its line Departments to develop their annual business plan. The
production and finalization of this document is the result of inputs gathered from CSU, Productive
sectors, other relevant stakeholders, Government of Vanuatu’s Priority Action Agenda (PAA) and
MALFFB’s Overarching Productive Sector Policy. By developing annual business plan in accordance
with these corporate plan objectives, will enable surely MALFFB to achieve the Overarching
Productive Sector Policy Goals which will also transform Vanuatu to Healthy, Educated and Wealthy
Nation.
Along the process of developing and finalizing the Corporate Plan, emerge very urgent needy areas
that have been treated as Priority Areas in this document. These need areas were identified at all level
of the Ministry starting from the Cabinet, Corporate Service unit, Productive Sectors, industries and
Communities.
The Priority Areas identified are:
Priority area 1: Institutional Capacity Building
MALFFB has identified a need to improve and strengthen its human resource to lead the productive
sector development; financial resources to drive and the appropriate infrastructure such as office
buildings, feeder roads, bridges and wharf to facilitate development. As part of Institutional Capacity
building there is a need to develop or review existing Legislation and Regulations to govern and
protect the operations and services provided by the Productive Sector.
Human resources is a critical area to seriously look at and ensure the Ministry is adequately staffed
to facilitate quality service provision to the entire population of Vanuatu regardless of ethnic origin,
gender and vulnerable group. In addition to that it is also vital to have staff who are suitably qualified
and remunerated to enable them to effectively serve the people of Vanuatu. Annual staff performance
appraisal is required as an indicator to measure and monitor the performance of staff at all level of
responsibilities. Institutional structures need to be reviewed and adjusted to accommodate the
pending and chronic needs that would contribute to Vanuatu’s GDP.
Financial Resource is the main and important element to drive the successes that need positive inputs
and commitments from the Government. The contribution from Donor partners towards the
productive sector over the past years has already reflect positive impacts to the productive sector,
particularly the rural areas, and the relationship and work partnership is to be acknowledged and
maintain. . If the objectives of this Corporate Plan are achieved, it will have a positive impact on the
overall objectives and goals of the Overarching Productive Sector Policy and the Priority, Action,
Agenda (PAA). The Corporate Plan emphasizes the need to mobilize resources to enable the
productive sector to fulfil its commitment to the people of Vanuatu. Therefore the Productive Sector
requires sufficient budget allocation in order to implement all activities that are outlined in this
Corporate Plan. Annual revenue collection is an instrument to be used as a Productive Sector’s
performance indicators that need to be encouraged, strengthened and maintained.
Appropriate Infrastructure development need to be put in place or upgrade and maintain at all
level to avoid unnecessary outflow that may be interrupt the implementation of Program activities.
There is a need to put in place a mechanism or management system to ensure that the infrastructures
and assets are maintained and sustained.
Priority Area 2: Production
The livelihood of Vanuatu’s population, particularly the rural areas, depends entirely on agricultural
activities. The trend of the production of the major commodities has declined significantly over the
years due to both internal and external factors.
To address the declining trend, there is a need to review current legislation, appropriate technology to
improve and increase production, create new development initiatives and approaches.
Priority Area 3: Rural Development
Rural farmers have been ignored and classified as vulnerable groups due to the discontinuation of
Extension Service which leads to deterioration of extension facilities and assets. Productive Sector is
now putting emphasis on developing an extension service model, renovate extension service houses
and offices in the Provinces, and recruit extension and field officers. It is indeed believed that by
revitalizing extension service the production will increase as expected and will boost the Vanuatu
economic growth and reduce the current trend of urban drift. The Productive sector needs to be
strengthened in all areas to be able to actively participate in rural development processes.
The strengthening of extension service in the production sector to drive this rural development
process will take a bottom up approach supported by research and appropriate funding. All existing
programs will be re-visited and enhanced and therefore will need a wide range of capacity building.
Therefore extension service needs support and a collaborative approach to achieve the nationwide
expectations.
Access to credit for rural development is a major constraint for producers – the Ministry will continue
to work to address this by assisting farmers with sourcing funding. The MALFFB will work
collaboratively with the Vanuatu Agriculture Bank to consider avenues where access to credit for
rural producers could be further enhanced.
Priority Area 4: Market access
While there is an increase in the production, market access is extremely essential. It will reassure the
farmers and boost their commitment in farming and fishing. Export and domestic markets need to be
identified and strengthened and ensure they are complying with food hygiene standards. Market
information needs to be provided back down to the Provinces and communities so they are aware of
the available markets. The Ministry also needs to facilitate networking between producers and
buyers/middle-men to ensure that products get from the farm to the consumers. Value-added products
are feasible options for market access but require that farmers’ capacity to produce and sell these is
strengthened.
Collaboration with relevant Government Ministries and key stakeholders is very much needed in
terms of export. Bilateral relationship needs to be revisited and strengthened to by considering the
balance of trade with Regional and international partners. Biosecurity also needs to be strengthened in
order for it to meet all international obligations and standards that enable trade to take place.
Preparedness and response plans must be in place to address any incursions or outbreaks of pests and
diseases.
The Vanuatu National Marketing and Consumer Cooperative Federation (VNMCCF) will be
established to facilitate the market access and improve the livelihood of the people of Vanuatu.
Priority 5: Food Security
Food security is commonly defined as a situation where all people at all times have physical, social
and economic access to significant, safe and nutritious food to meet their dietary needs and
preferences for an active and healthy life.
Historically, Vanuatu has managed to address food shortages through domestic food production and
importation. However, over the past 20 to 30 years, consumption patterns have shifted from fresh
local foods to manufactured or processed foods that are generally easier to prepare but may also be
less healthy. These changes along with declines in physical activity have led to high rates of obesity
and diabetes. Alongside this growing problem of chronic disease, problems of under nutrition and
vitamin and mineral deficiencies (e.g. iodine, iron, vitamin A, folic acid and zinc) persist in
vulnerable groups, contributing to birth defects, reduced brain development and learning ability of
students and increased susceptibility to diseases. These food-related health problems are detrimental
to the productivity of the country and may well be exacerbated by the impacts of climate change and
global market pressures on food security. In addition, high population growth and high urban
migration rates put a lot of pressure on land and production systems further exacerbating the problem
of food availability. The Vanuatu NCD Risk Factor STEPS report showed the effect that this poor diet
is having on the country’s population.
Table 3 Proportion of adults affected by lifestyle diseases according to Vanuatu NCD Risk Factor
STEPS report
Condition Percentage of adults affected

Obesity (BMI ≥ 30 kg/m2) 18.8
High blood pressure 28.6
Diabetes 21.2
High volumes of food imports and increased consumption of nutritionally inferior foods call for
greater use of locally produced foods. This means that domestic trade and consumption of locally
produced foods must increase. Many locally produced foods however are relatively more expensive
than their imported substitutes. MALFFB will work with food producers to improve production
efficiency which should contribute to lowering local food prices. In addition MALFFB will work to
ensure that the fisheries, livestock and agriculture sectors continue to maintain a strong focus on food
security and the enhancement of rural livelihoods. Biosecurity also plays an important role in the
protection of the productive sector from incursions of pests and diseases which can reduce the
availability of food.
With a focus on ensuring access to safe nutritious food, the Ministry can help reduce government
spending on fighting NCDs. The national plan of action outlines a holistic approach to address all key
elements of food security along the food chain from farm to consumer, i.e. from primary production,
processing, trading, marketing, preparation and consumption. Investing in improving and increasing
production and productivity of all primary sectors is emphasised and aligned to the overall
Government’s primary sector development and the environment.
Priority Area 6: Climate Change, Climate Variability and Disaster Risk Reduction (DRR)
Climate change, Climate variability and Disaster risk reduction are cross-cutting issues affecting all
development sectors. Vanuatu is already experiencing disruptive changes consistent with the expected
effects of climate change – more erosion from rains and storms; floods; droughts; saltwater intrusion
on land due to storms; coral bleaching from increasing seawater temperatures; more widespread and
frequent vector-borne diseases due to increasing areas of suitable habitat for the vectors with warmer
temperatures; and periods of exceptionally high sea levels.
Therefore, Climate Change and DRR adaptation and mitigation strategies need to be mainstreamed
into Productive sector plans aiming at improving the livelihoods of communities through resilient and
sustainable practices. Community knowledge on the impacts of Climate Change and DRR in the
productive sector will need to be enhanced and impacts addressed through research, development and
distribution of resilient terrestrial and marine resources.
The Ministry will also look at available means of utilizing renewable energy for rural development
Priority Area 7: Research and Development
Research and development need to be ongoing to ensure that agricultural practices are relevant to
consumer needs and changes that are affecting our world such as climate change. The productive
sector is already utilising information from past research to improve their farming practices. Value
adding is one of the areas which the Ministry is researching as it improves the marketability of
products. There is much room for improvement in the dissemination of research results and in the
implementation of research. For example research information can be better disseminated if
coordinated by the Vanuatu Research Council (VRC) and bodies such as the National Advisory Board
should refer potential research to the relevant department.
Depending on the needs of farmers, the Ministry consults with VARTC on research and development
projects. For example there is work being done by VARTC to research alternative farming systems
and develop varieties of root crops that are resilient in the face of climate change – the results will be
the responsibility of the Ministry to disseminate to farmers. Research will ensure that Vanuatu will
continue to sustain production despite the effects of climate change and other external factors.
Animal Research is indeed important for the same reasons as in crop production – climate change is
happening and climate change-resilient livestock species are needed – related to this is the
preservation of indigenous animal genetics. Feeding trials, pasture improvement and the utilisation of
animal waste are also research priority areas.
There are many cases of foreign researchers carrying out studies on Vanuatu’s forest species who then
take the results and knowledge with them without any benefit to the country. These results should be
made available to Vanuatu to benefit us. To ensure that applicable research is done and directly
benefits Vanuatu, the Ministry aims to establish a Forest Research Institute that will focus on targeted
research on forest species. Climate change hardiness, increasing forest productivity and market
requirements are some of the main areas of focus. There will also be some work on lesser-used tree
species on their wood properties and suitability to commercialization. Development of key forest
species for dissemination to farmers for agribusiness will also be a priority of this research institute.
Seed banks will be produced where seeds are adequately stored for viability. Farmers will have access
to research results through the Forestry extension service so they can improve their farming methods
and know the suitable tree species for their respective geographic locations.
The Fisheries Research Unit needs to continually monitor fish stocks to ensure that they remain in a
healthy and sustainable state. This is an important undertaking to ensure that our fisheries are well
managed. Research into fish stocks takes note of numbers, behaviour, reproduction, movements and
interaction with other fish species. Another major research activity is that into alternative sources of
protein which can be raised in an aquaculture environment. There is also research being carried out on
how to better utilize marine resources.
Priority Area 8: Monitoring and evaluation
Monitoring and evaluation is an important activity which ensures that the ministry is transparent and
accountable in the way that it has spent its budget and donor funding and in the timeliness of its
activities. This activity will be regular throughout each year so that all departments can show that their
activities have not only been completed in a cost-effective and timely manner but that it has had a
positive impact on clients and other stakeholders. Transparency in the form of monitoring and
evaluation programs and documentation can also help the ministry secure funding for future activities
from the government and donors. Negative effects, mistakes made and lessons learned will be
documented and used to improve future performance.
The Corporate Plan is purposely developed to enable the Ministry to develop proper, realistic and cost
effective Annual Business Plans.
MINISTRY OF AGRICULTURE, LIVESTOCK, FORESTRY, FISHERIES AND BIOSECURITY

(MALFFB) CABINET
Objective 1: Leadership, Monitoring & Evaluation
By the end of 2018, the MALFFB Cabinet will contribute to the enhancement of the management of
the Ministry, the improvement of service delivery and better management of programs and activities
Expected results/Outputs, Activities and Indicators

Expected results/ Activities Output indicators
Outputs
1.1 Collaboration with 1.1.1 Liaise with local producer and Number of International,
International, regional fisherman groups to strengthen links with regional and local agencies
and local agencies the Ministry collaborating with the
improved 1.1.2 Liaise with other relevant MALFFB
Government Ministries and NGOs
1.1.3 Strengthen partnership with Regional
and international agencies through
meetings/high level discussions
1.2 Lobbying 1.2.1 Lobby for increased MALFFB budget MALFFB annual budget
contributes to increased to enable the ministry to meet its objectives increased
financial resources 1.2.2 Lobby for the ministry to be given
back 40% of revenue collected for its
operational budget
1.3 Relationship with 1.3.1 Lobby the MIPU for the building, Number of new
MIPU strengthened repair and maintenance of feeder roads, infrastructure activities
wharves, bridges and other infrastructure implemented
required to facilitate market access
1.4 Policies, Legislation 1.4.1 Liaise with all department heads on Number of policies,
and regulations the development of policies to govern the legislation and regulations
developed, reviewed operation of each Department within the developed, reviewed and
and approved MALFFB approved for MALFFB
1.4.2 Present and argue the case for
relevant policies, legislation and
regulations to the Government of Vanuatu
1.4.3 Liaise with departments on the
production of orders and amendments for
legislation
1.5 Needs Assessment 1.5.1 Encourage productive sectors to Number of initiatives
conducted at all time conduct needs assessment to identify areas developed as a result of
before developing any that need to be addressed need assessment
new initiatives 1.5.2 Support productive sectors to develop
new initiatives based on needs assessment
results
1.5.3 Encourage line Departments to
communicate the needs assessment results
to other line Departments to avoid extra
cost
1.6 Monitoring and 1.6.1 Encourage each line Department to
evaluation of programs develop their M&E Plan and use them for Number of monitoring and
carried out regularly by all their programs evaluation plans developed
the relevant officers and used
Objective 2: Rural development and market access
By the end of 2018, the MALFFB Cabinet will ensure that departments’ services reach 40% of the
rural households and create an increase in production of terrestrial and marine resources by 20%
and 30% increase in departments’ collected revenue

Outputs
2.1 Relationships with 2.1.1 Dialogue with Ministry of Trade and Number of trade agreements
relevant organizations other relevant organizations for domestic produced
and trade partners and international market opportunities Number of new local market
strengthened 2.1.2 Dialogue with current and potential initiatives
trade partners on plant and animal exports
and imports
2.1.3 Support the establishment and
improvement of community market centres,
small sawmill operators, butcheries and
fish markets
2.1.4 Lobby for improved market
opportunities for smallholders
2.2 Availability of 2.2.1 Encourage the establishment of Percent increase in value-
value-added plant and processing factories of both terrestrial and added products sold in rural
animal products marine products, where required areas
increased 2.2.2 Support the down streaming of
processing products to rural communities
2.3 A national 2.3.1 Develop a national cooperative model Number of Community and
cooperative body 2.3.2 Consult with relevant stakeholders for Island Cooperative
established, the possibility of establishing a national Associations established
strengthened and cooperative body
maintained 2.3.3 Support the setting up of Community
and island Cooperative Associations
2.4 Mechanism to 2.4.1 Consult with the Ministry of Finance % of rural farmers
provide financial to seek inputs to the future running of the accessing financial
assistance to rural Agriculture Development Bank assistance from the
farmers reviewed and 2.4.2 Discuss with development partners Agriculture Development
strengthened and other financial institutions new ways of Bank and others
facilitating financial assistance to farmers
Objective 3: Food Security and Climate Change
By the end of 2018, with the support of the MALFFB Cabinet, all departments will be effectively
addressing the impacts of climate change on terrestrial and marine resources and ensuring that
locally produced food is accessible to more consumers

Outputs
3.1 Local market outlets 3.1.1 Support initiatives that encourage Number of local market
of both terrestrial and local market outlets to provide secure and outlets improved
marine products for healthy food supply for all people of
local consumption Vanuatu
improved
3.2 Climate Change 3.2.1 Support the mainstreaming of climate Number of policies,
impacts effectively change adaptation and mitigation activities legislation and activity
addressed into policies, legislation and activity plans plans concerning climate
for the productive sector change adaptation
CORPORATE SERVICE UNIT (CSU)
Objective 1: Administration
By the end of 2018, the Office of the Director General (DG) will improve and uphold its management
system by establishing & improving an effective administrative system and provide accurate policy
advice to the Minister to set the strategic direction, planning and significant administrative decisions
for the Ministry.

Outputs
1.1 Leadership roles 1.1.1 Provide an effective leadership of Percent reduction in staff
improved and sustained the Ministry and line departments disciplinary cases
1.1.2 Provide quality advice and options
based on proper analysis to the cabinet
and Minister Number of state-owned
1.1.3 Oversee performance management enterprises self-sustained
system, effectiveness, staff morale and
loyalty
1.1.4 Oversee implementation,
monitoring, evaluation and reporting of
department projects and programs
1.1.5 Oversee state-owned enterprises
under MALFFB
1.2 Communications, 1.2.1 Provide valuable communication on Number of press releases
public marketing and achievements to the public and other communications
Public Relations 1.2.2 Discharge regular press releases Percentage of satisfied
enhanced and maintained and news reports on customer focus, clients
results, outputs
1.2.3 Client surveys of quality and
timeliness of service delivery
1.3 Morale, Pride and 1.3.1 Carry out team building workshops/ Number of team building
Loyalty built and activities for all officers in the ministry workshops and activities.
maintained 1.3.2 Conduct regular visits to the Number of MALFFB
departments and Provinces executive meetings.
1.3.3 Provide regular feedback to
departments on their work,
acknowledging high performance
Objective 2: Planning
By the end of 2018, the planning unit in the MALFFB will proactively assist Director General and all
departments in planning, budgeting and reporting activities

Outputs
2.1 Corporate planning, 2.1.1 Compile and review MALFFB Number of completed plans,
business planning and corporate plan budgets and reports
annual reporting are all 2.1.2 Ensure department annual business
implemented on time plans and budgets are completed on time
in the budget calendar
2.1.3 Compile departments’ annual
reports and submit to parliament
2.2 Donor funded 2.2.1 Follow up progress of all projects Number of project reports
projects well-coordinated that are coordinated by the CSU and produced
produce reports
Objective 3: Human Resources
By the end of 2018, the Human Resource Unit will properly manage 100% of the human resource
functions of the ministry including terms & conditions of employment and ensure that practices
conform to requirements under the Public Service Act (PSA), Official Salaries Act (OSA) and the
Public Services Staff Manual (PSSM)

Outputs
3.1 Qualified staff 3.1 1 Advertise staff vacancies as soon as Number of vacant positions
recruited possible filled with qualified staff
3.1 2 Review and/or produce job
descriptions for all positions
3.2 Improved staff 3.2 1 Review existing staff appraisal Number of staff appraisals
appraisal system in place system and implement changes using new appraisal system
3.3 Staff welfare and 3.3 1 Manage staff discipline at all times Percent reduction in staff
discipline are effectively disciplinary action
managed
3.4 Staff are trained at 3.4 1 Conduct training needs analysis Number of staff training
relevant training 3.4 2 Engage appropriate staff for up-
institutions according to skilling programs
identified gaps and needs
Objective 4: Finance
By the end of 2018, the MALFFB’s Finance unit will actively assist the Director General to meet all
requirements of the PFEM Act and Regulations and to provide efficient and effective finance services
for the ministry.

Outputs
4.1 Ministry funds are 4.1.1 Access the finance system to monitor Reduced occurrence of
used appropriately in use of funds by departments budget deficit
compliance with the 4.1.2 Produce monthly financial reports Number of financial reports
PFEM Act to the executive
4.1.3 Address budget shortfalls through
means of virements
4.2 Ministry budget and 4.2.1 Liaise with finance officers in all All budgets are submitted
budget submission to departments on budget preparation
MBC done on time 4.2.2 Prepare the ministry’s budget
submission for presentation to MBC
4.2.3 Advocate for budget increase to
cater for new initiatives
4.3 Ministry’s collected 4.3.1 Work with departments on exploring Amount of revenue collected
revenue increased new avenues to generate revenue
4.4 Assets effectively 4.4.1 Liaise with line departments and Number of assets updated
managed asset management unit to ensure all into the assets database
ministry assets are effectively managed
and disposed of where necessary
4.4.2 Develop and maintain an internal
assets database
DEPARTMENT OF AGRICULTURE AND RURAL DEVELOPEMNT
By the end of 2018, DARD would have been strengthened with a legal and administrative framework
to ensure more efficient and effective services are provided to 60% of farming households in Vanuatu.
Expected Results/Outputs, Activities and Output Indicators

Expected Results/ Activities Output Indicators
Outputs
1.1 Agriculture 1.1.1 Secure funding National Agriculture
Legislation developed, 1.1.2 Identify themes legislation (Act) gazetted
approved and gazetted 1.1.3 Hire expert(s) to draft divisions and and enforced
sections of the legislation
1.1.4 Liaise with State Law Office
1.1.5 Conduct provincial consultations
1.1.6 Validate legislation
1.2 Agriculture Sector 1.2.1 Secure funding Number of Agriculture
Policy developed 1.2.2 Develop contract TORs, timetable and policy documents printed
hire of consultant (s) and distributed
1.2.3 Identify all stakeholder, policy
themes/subthemes/objectives and directives
1.2.4 Stage 8 national consultation
workshops (1 inception, 6 provincial, 1
validation) to bring in all Agriculture
stakeholders from production, processing
and marketing together for all crops in
Vanuatu to decide policy directives of these
crops
1.2.5 Write up policy directions by
consultant(s)
1.2.6 Policy circulated for final comments
1.2.7 Forward policy to COM for
endorsement
1.2.8 Printing and distribution
1.3 DARD Financial 1.3.1 Assign DARD officer in each province Number of provincial
system developed and to monitor their respective budget officers monitoring their
utilized expenditures own budget
1.4 DARD Assets 1.4.1 Renovate DARD Staff houses and
management system provincial centres All provincial centres and
established and 1.4.2 Maintain an updated DARD assets staff houses with secured
maintained inventory lease arrangements are
renovated and maintained
Assets database
established and operated
1.5 DARD human 1.5.1 Hire consultant to compile human Human resource plan
resource plan resource plan accepted and implemented
developed 1.5.2 Conduct annual staff performance
appraisal
1.5.3 Identify training opportunities for staffs
1.5.4 Conduct refresher training for in-
service staff
1.6 DARD structure 1.6.1 Draft new proposed structure Revised structure
revised to reflect new 1.6.2 Consider budget implications completed and filled
policy directives 1.6.3 Seek PSC approval
1.7 Timely monitoring 1.7.1 Develop M&E tools Number of M&E activities
and evaluation of 1.7.2 Conduct M&E activities conducted; and M&E
DARD program 1.7.3 Analyse M&E results reports published
activities conducted 1.7.4 Report the M&E result
1.7.5 Superior need checklist to ensure
supply is distributed
1.7.6 Superior need checklist to ensure
supply is distributed
Objective 2: Production
By the end of 2018, production of export commodities and food crops would have increased to meet
both domestic and export demands permitting the Agriculture sector to increase its contribution to
national GDP by an additional 5%.

Outputs
2.1 Provincial seeds 2.1.1 Identify seed sources
centres established and 2.1.2 Importation of vegetable seeds
maintained overseas, and purchase of proven quality
seeds in local market outlets
2.1.3 Evaluation of imported OP seeds Number of Provincial
through farm trials and selection of best seeds centre established
varieties for seeds multiplication and storage and maintained
2.1.4 Establishment of 6 provincial seed
centers
2.1.5 Seed Storage and Disbursement
2.1.6 Seed Packaging, Sales
2.2 Coconut 2.2.1 Source seed nuts
rehabilitation 2.2.2 Deployment of seed nuts Number of coconut
programme conducted 2.2.3 Facilitate planting plantations rehabilitated
2.2.4 Identify logging Companies
2.2.5 Facilitate logging of old trees Number of seedlings
planted
2.3 Improved Planting 2.3.1 Source and collect improved planting
materials purchased materials from VARTC, FSA, and other Number of farmers and
and deployed to farmers institutions and organizations number of planting
2.3.2 Evaluation and selection of suitable materials purchased and
varieties deployed to farmers;
2.3.3 Multiply and mass produce them in
nurseries
2.3.4 Distribution of planting materials to
farmers
2.3.5 Monitoring of planting materials
2.3.6 Provide nursery tools
2.4 Farm 2.4.1 Survey needs for farm mechanization in
Mechanization and all provinces 6 technology centres
technology Centres 2.4.2 Purchase of suitable tools and established and
established and machineries operational
maintained 2.4.3 Establishment of provincial technology
centres
2.4.4 Hire and train operators
2.4.5 Set protocols for hire of agriculture
tools to farmers
2.5 Rice farming 2.5.1 Identify seed sources
encouraged and 2.5.2 Seed importation and evaluation 100 tonnes of rice
supported 2.5.3 Conduct appropriate trainings produced annually
2.5.4 Establish rice processing centres
2.5.5 Hire technical expertise in rice
processing, packaging
2.6 Tahitian Lime 2.6.1 Identify interested farmers
production on Efate 2.6.2 Establish rootstock nurseries Lime exports increased by
enhanced 2.6.3 Provide support in grafting 50%
2.6.4 Training on Field Management
2.6.5 Facilitate access to market
2.7 Cocoa 2.7.1 Establish selected clones
Rehabilitation 2.7.2 Deployment of clones to production Number of improved
areas planting materials
2.7.3 Provide training in grafting distributed
2.7.4 Set up nurseries
2.7.5 Proving support in planting
2.8 Pests and Diseases 2.8.1 Create a plant protection unit Number of plant
managed effectively protection officers
recruited
Objective 3: Technical Services
Information System
By the end of 2018, DARD information system would have been strengthened and managed
sustainably by ongoing production of extension materials and ensuring that 70% of required data are
collected, stored, reproduced and distributed

Outputs
3.1 Database 3.1.1 Identify and hire technical expert
information system 3.1.2 Design database Database established and
established 3.1.3 Formulate Data Collection Forms used
3.1.4 Decentralise system to provinces
3.1.5 Collect and enter data into the system
3.1.6 Provide training on data entry and
management
3.2 Information 3.2.1 Identify & promote existing sources of Over 50% of agriculture
materials developed Information Materials. information materials are
3.2.2 Mass Production of Information produced
Materials Existing & New materials
3.2.3 Mass Distribution of Information Over 75% of farmers show
Materials to Agriculture stakeholders improvement in production
3.2.4 Community Awareness level
3.2.5 Development of TV & Radio
Programs, Manuals & DVDs Authorities responsible are
3.2.6 Availability of photocopy machines & equipped with skills
printers in all provincial stations Survey conducted
accurately
Food Security
By 2018, DARD development programs would have effectively contributed to increased income of
households in poverty stricken areas by 20% as well as reducing malnutrition and NCD rates in areas
having poor nutritional status by 30%.

Outputs
4.1 Healthy and 4.1.1 Formulate Healthy and wealthy survey
Wealthy Survey forms and printing Number of high risk
conducted 4.1.2 Conduct survey settings with very poor
4.1.3 Map out poverty stricken areas and income generation
areas of poor nutritional status identified
4.1.4 Conduct trainings/awareness; and
distribution of improved planting materials Incidence of malnutrition
and seeds and NCDs in identified
4.1.5 Conduct survey to measure areas reported
improvements in health and wealth status of
the people
4.2 Food and Nutrition 4.2.1 Identify food crops consumed by
security Analysis communities Report of analysis on
4.2.2 Identify and promote unused sources of selected crop varieties
dietary supplements produced
4.2.3 Analyse nutrient content of local food
crops
4.2.4 Select recommended crops for food and
nutrient security
4.2.5 Conduct community awareness
4.2.6 Mass production
Market access
By close of 2018, DARD would have identified and accessed 3 new domestic and 2 new export
markets, for raw and processed products.

Outputs
5.1 Market survey 5.1.1 Develop a market survey form
conducted 5.1.2 Establish survey team Survey results presented
5.1.3 Identify market outlets and conduct
survey
5.1.4 Report on findings
5.1.5 Utilize the survey results to improve
access to domestic and export markets
5.2 Economic analysis 5.2.1 Identification of crops
of crops conducted 5.2.2 Design method for economic analysis Number of crops identified
5.2.3 Analyse Crops with high economical
5.2.4 Select and report on economically values
viable crops
5.2.5 Public Awareness on economic viable
crops
5.3 Farmer groups, 5.3.1 Conduct assessment on status of

associations and existing farmer groups Number of groups
cooperatives 5.3.2 Establish new farmer groups and established, strengthened
established and strengthen existing groups and operational
strengthened 5.3.3 Provide support in terms of planting
materials, mechanized tools and relevant
trainings
5.3.4 Facilitate market access
5.4 Virgin Coconut oil 5.4.1 Identify interested community groups
processing enhanced on Malekula and Santo Number of processing
5.4.2 Provide training to community groups units established and
5.4.3 Assist with simple processing operational
equipments
5.4.4 Provide support in marketing
LIVESTOCK DEPARTMENT
By the end of 2018, the Department of Livestock will ensure 80% of its resources and program
activities are managed efficiently

Outputs
1. 1 Livestock policy 1.1. 1Develop Livestock policy Number of Livestock policy
and legislation 1.1.2 Develop Livestock legislation and legislation developed
developed and printed 1.2.3 Conduct Policy and Legislation and printed
consultations/awareness
1.2.4 Livestock legislation to be enforced
1.2 National Livestock 1.2.1 Validation and Launching Number of National
Framework finalized, 1.1.2 Train Livestock staff to properly Livestock framework
printed and launched interpret the document documents printed and
1.1.3 Implement the National Livestock launched
framework Number of Livestock staff
1.1.4 Monitor and evaluate the fully understand and
implementation of the National Livestock implement the NLF
framework Number of NLF progress
reports produced
1.3 Livestock midterm 1.3.1 Finalize and Launch the Livestock
strategic plan (MTSP) midterm strategic plan Number of Livestock
finalized and printed 1.3.2 Train Livestock staff to properly midterm strategic plan
interpret the Livestock midterm strategic printed and distributed
plan Number of Livestock staff
1.3.3 Implement the Livestock midterm fully understand and
strategic plan implement the MTSP
1.3.4 Monitor and evaluate the Number of MTSP progress
implementation of the Livestock midterm reports produced
strategic plan
1.4 Human Resources 1.4.1 Recruit qualified staff to the vacant Number of vacant positions
Development Plan position within the current livestock
developed 1.4.2 Conduct refresher training for structure are occupied on
Livestock officers merit according to PSC
1.4.3 Director to conduct annual staff recruitment procedures
appraisals
1.4.4 Include retirement package in the Number of Livestock staff
annual budget undertake annual refresher
1.4.5 Include transfers allowances in the trainings
annual budget
1.4.6 Negotiate for staff increment Number of staff appraisals
1.4.7 Develop a capacity building plan conducted and rewarded
with incentives Capacity
building plan developed.
1.5 Infrastructure 1.5.1 Ensure there is enough office space for Number of new/improved
improved all staff office buildings, staff
1.5.2 Renovate deteriorated buildings houses, and lab facilities
1.5.3 Construct new staff houses and offices
1.5.4 Established and maintain new
demonstration plots/holding grounds
1.5.5 Improve Animal Lab
1.6 Assets Management 1.6.1 Purchase administrative equipment Number of livestock assets
and Replacement Plan 1.6.2 Purchase Lab equipment registered into assets
developed 1.6.3 Purchase field and Extension database
equipment
1.7 Resource 1.7.1 Mobilize financial resources Percentage increase in
Mobilization plan 1.7.2 Decentralize funds to the Provinces livestock budget
developed 1.7.3 Advocate for increase Government
budget allocation to the Livestock
department
1.7.4 Negotiate sustainable financial
mechanisms for Livestock development.
1.8 Monitoring and 1.8.1 Conduct Annual Planning workshop Number of workshops,
evaluation plan for Livestock Department reports and M&E
developed 1.8.2 Conduct regular M&E conducted.
Objective 2: Research and Development
By the end of 2018, Department of Livestock will ensure 100% of its new research programs are well
coordinated, evidence-based and results are documented and disseminated to the six Provinces
through existing Extension Service

Outputs
2.1 Animal husbandry 2.1.1 Identify improved breeds Number of improved
improved and 2.1.2 Distribution of improved breeds resilient breeds identified,
maintained 2.1.3 Promote the use of appropriate local developed and distributed.
housing materials
2.1.4 Trial and identify variation sites Number of farmers
2.1.5 Identify and document genetic breeds adopting new technologies
2.2 Development of 2.2.1 Identify locally available feeds
appropriate animal 2.2.2 Trial and document recommended Number of On-farm
feeds facilitated animal feeds feeding trials conducted
2.2.3 Explore and encourage appropriate
means of providing water to animals
2.2.4 Develop a collaborative work with
stakeholder in local feed development
2.3 Animal health at 2.3.1 Document identified diseases Quarterly animal health
farm level maintained 2.3.2 Diagnose, identify and compare status report
in collaboration with zoonotic pathogens through one health
Biosecurity Vanuatu approach
2.3.3 Develop appropriate technologies to
promote good animal health and sanitation
2.3.4 Assist Biosecurity Vanuatu to
implement disease response plan
2.3.5 Collaborate with Biosecurity Vanuatu
to maintain a disease free status
2.4 Animal Welfare 2.4.1 Ensure animal safety during Number of animals welfare
improved and transportation cases addressed
maintained 2.4.2 Ensure proper stocking rate
2.4.3 Conduct public awareness on animal
welfare
2.4.4 Enforce animal welfare Act in
collaboration with Biosecurity Vanuatu
Objective 3: Production
By the end of 2018, livestock production will have increased by at least 30% in most of the six
Provinces.

Outputs
3.1 Cattle production 3.1.1 Review national livestock census Number of herds increased
increase from 174,000 3.1.2 Excess heifers and bulls are identified, by 10% (17,400)
by 10% purchased and given to more smallholders in
Number of cattle
Vanuatu for breeding purposes. slaughtered in butcheries
3.1.3 Legislation is enforced to forfeit and abattoir (including
unproductive cattle farm leases bush kill where possible)
3.1.4 Re-establish livestock revolving fund
3.1.5 Re-establish duty exemption for all
livestock materials Number of farmers with
3.1.6 Revisit and strengthen pasture good quality cattle
improvement services and weed management
3.1.7 Develop import protocols for pasture Number of field staff
and legume seeds equipped with new
3.1.8 Introduce improved genetic material breeding technologies
3.1.9 Evaluate progeny performance
3.1.10 Establish Breeding Pools in All
Provincial Areas.
3.2 Goats increased 3.2.1 Restocking from commercial farms to Number of goats increased
from 8000 by 10% small holders in two Provinces a year by 10% (800)
3.2.2 Liaise with Biosecurity Vanuatu to
develop updated import protocols for
importation of appropriate goat genetic
materials (live, semen); and also promote
proven local breeds
3.2.3 Evaluate progeny performance
3.2.4 Identify appropriate production areas
for goat development
3.3 Poultry production 3.3.1 Introduce poultry program to rural Number of poultry
increased from 368,000 farmers increased by 20% (73,600)
by 20%. 3.3.2 Training poultry farmers on production
of local breeds
3.4 Pig production 3.4.1 Liaise with Biosecurity to develop Number of good quality
increased from 89,000 updated Import Protocol for the importation pigs increased by 10%
by 10%. of improved genetic materials (live or semen) (8,900)
and also promote proven local breeds
3.4.2 Collaborate with pig breeders in
appropriate breeding programs
3.4.4 Disseminate information to farmers on
breeding programs and husbandry
3.4.5 Assist relevant stakeholders in feed
formulation
3.5 Sheep production 3.5.1 Subsidize sheep and farm equipment to Number of Sheep increased
increased from 1500 by smallholders and commercial farms by 10% (150)
10% 3.5.2 Facilitate importation of Fiji fantastic
sheep in liaison with Biosecurity Vanuatu
3.6 Horse production 3.6.1 Conduct farmers training on horse Number of horses
increased from 500 by husbandry increased by 10% (50)
10% 3.6.2 Promote horse power to smallholder
and commercial farms
3.7 Honey bees hives 3.7.1 Conduct farmers training on apiculture Number of hive sites
increased from 500 by husbandry increased by 10% (50)
10% 3.7.2 Distribution of queen bee with hives to
farmers
3.7.3 Conduct awareness on benefits of
beekeeping
3.7.4 Conduct regular disease surveillance
and provide advice to industry
Objective 4: Animal Health/Lab
By the end of 2018, Department of Livestock will collaborate with Biosecurity Vanuatu in maintaining
our disease free status.

Outputs
4.1 Paravet training 4.1 1 Adopt, design and deliver appropriate Number of trained
paravet training modules for field staff and paravets
farmers on disease recognition, prevention
and treatment etc.
4.2 Diagnostic lab 4.2.1 Refurbishment of Lab. Vet lab is equipped with
4.2.2 Order appropriate equipment for lab appropriated equipments
test. and human resource.
4.2.3 Young technician recruited and trained
4.2.4 Samples sent to overseas approved lab
for further diagnosis
4.2.5 Positive actions taken to address
farmers’ problems.
4.2.6 Database on diseases kept and updated.
4.3 Disease surveillance 4.3.1 Undertake regular disease surveillance Vanuatu Disease Data
undertaken exercise in consultation with the Veterinarian Base Established.
4.3.2 Source adequate finance to conduct
disease surveillance exercises.
Objective 5: Market access
By the end of 2018, Vanuatu will be recognized as a supplier of good quality beef and small livestock
products on the domestic and export markets

Outputs
5.1 Organic beef 5.1.1 Liaise with Biosecurity to develop Organic exports increased
production increased market access protocols for new markets by 50%
5.2 Marobe Market 5.2.1 Encourage participation of more rural Number of livestock and
Sales increased small livestock farmers under this market food crops sold and
program income generated
annually
5.3 Market linkages 5.2.1 Assist commercial livestock farms to Number of market
strengthened source herds from smallholder farms for networks established
fattening prior to marketing
5.2.2 Link farmers to access the services of Number of animals
rural butcheries and abattoir sourced from smallholder
farmers and linked to
market
DEPARTMENT OF FORESTRY
By the end of 2018, DoF will be properly structured, managed and professionally administer delivery
of sustainable services to six Provinces.

Expected Activities Output Indicators
Results/Outputs
1.1 Structure is 1.1.1 Negotiate the approval of the Forestry DoF structure
approved by PSC, Department propose structure approved and activated
DCO and COM
1.2 A Financial 1.2.1 Develop an internal financial Management Internal Financial
Accounts & Assets system Accounts and asset
management system 1.2.2 Mobilize resources to support the financial management system
developed system established and used
1.2.3 Develop an internal asset management
system
1.3 Forest 1.3.1 Develop and approve new Forest Number of Forest
Legislations Legislations where and when necessary Legislations developed,
developed, reviewed 1.3.2 Review and approve Forest legislations reviewed and approved
and approved when necessary
1.4 Human resources 1.4.1 Develop internal capacity building plan for
well managed Department staff, stakeholders, Land owners, Number of qualified
Farmers and industry personnel and motivated staff,
1.4.1 Develop Job Descriptions. stakeholders, Land
1.4.2 Recruit qualified staff to the vacant owners, Farmers and
positions. industry personnel
1.4.3 Staff management system developed performing their
1.4.4 Conduct annual staff performance appraisal responsibilities as
1.4.5 Provide work experience for trained expected
stakeholders
1.5 Appropriate 1.5.1 Advocate for Political support to increase
budget allocated to DoF annual budget % of annual budget
the DoF 1.5.2 Prepare DCO and COM paper for increase
supplementary budget when necessary
1.5.3 Increase DoF annual revenue collection
1.6 Information 1.6.1 Develop a data base system
system established 1.6.2 Finalize the Standard field reporting format
1.6.3 Proper and timely reporting of implemented Number of reports
activities at all levels submitted to each line
1.6.4 Produce annual reports and submit to managers and to
relevant Ministries and stakeholders relevant stakeholders
1.7 Regular 1.7.1 Develop a standard monitoring and Number of monitoring
monitoring and evaluation form for each section visits conducted by
evaluation conducted 1.7.2 Develop and submit Monitoring and each line manager
evaluation reports to relevant Ministries and
stakeholders Number of Evaluation
reports submitted to
relevant Ministries and
stakeholders
1.8 Annual business 1.8.1 Develop annual business Plan Number of business
Plan developed Plan developed
annually
Objective 2: Research
By the end of 2018, DoF will properly establish and maintain Forestry Research Institute (FRI) unit
with at least 70% of required equipment and qualified staff.
Results/Outputs
2.1 Forestry Research 2.1.1 Develop a Forestry Research Institute Unit’s
Institute Unit structure Number of qualified
operated by the 2.1.2 Recruit qualified staff for the FRI unit staff recruited as
Department of research officers
Forestry
2.2 Forestry Research 2.2.1 Develop a Forestry Research Plan
Institute Unit properly 2.2.2 Develop FRI Legislation
managed 2.2.3 Develop FRI Policy Forestry Research
2.2.4 Set research priorities in collaboration with Institute Unit
stakeholders succeeded
2.2.5 Coordinate with stakeholders regarding the
use of research Lab and facilities
2.3 Targeted and 2.3.1 Develop cooperative research program with
applied research in licensees and international organizations Number of different
all aspects of Forestry 2.3.2 Conduct regular Forest Research Activities types of research
sector conducted 2.3.3 Collect and assess data collected conducted
2.3.4 Analyze and report the results
2.3.5 Develop process for sharing information and
data
2.3.6 Sylvi-culture & new species are researched
Objective 3: Management of Forest Resources
By the end of 2018, DoF will improve the management of Forest resources in Vanuatu by
rehabilitating and reforesting deforested areas, establishing 20 new conservation areas and 12,000
hectares of high values planted Forests, protect high biological, culture, spiritual and historical
valued forests.

Results/Outputs
3.1 Vanuatu Forests 3.1.1 Regularly undertake a National Forest
are sustainably Resources Assessment
developed and 3.1.2 Sustainably manage Vanuatu forests using
managed internationally accepted mechanisms by
integrating traditional and cultural practices
3.1.3 Protect, develop and manage non-wood
forest products and medicinal plants
3.1.4 Implement forest health surveillance system 20 new conservation
3.1.5 Issue or obtain a Government permit for all areas established
forestry harvesting and processing activities
3.1.6 Insist and follow guideline for harvesting of 12,000 hectares of high
planted forest valued planted forests
3.1.7 Establish 20 new conservation areas in established
Vanuatu
3.1.8 Establish 12,000 hectares of high values Number of new tree
planted Forests farmers associations
3.1.9 Manage and protect all watershed and
catchment areas
3.1.10 Manage and protect all areas vulnerable to
erosion
3.1.11 Maintain soil quality
3.1.12 Manage and protect wetland, coastal and
mangrove forest
3.1.13 Develop and implement land use plans plus
forestry activities
3.1.14 Design and implement projects for
integrated and sustainable forest management with
communities
3.1.15 Establish New nurseries
3.2 Deforested areas 3.2.1 Discourage conversion of natural forest Number of deforested
are rehabilitated and 3.2.2 Undertake compensatory replanting areas rehabilitated and
reforested 3.2.3 Facilitate new tree farmers associations reforested
3.3 Forest with high 3.3.1 Manage native forests through various silvi- Number of high
biological, culture, cultural system biological, culture,
spiritual and 3.3.2 Actively participate and engage with spiritual and historical
historical values are communities on forestry initiatives values species
conserved and 3.3.3 Actively manage and protect 30% of Vanuatu conserved and their
protected natural forests locations
3.3.4 Maintain the biodiversity and ecological
integrity of forests and trees
Objective 4: Climate Change
By the end of 2018, DoF will increase the adaptive capacity of 65,000 male and female households to
Climate change and its effects

Results/Outputs
4.1 Climate Change 4.1.1 Incorporate Climate Change mitigation and
adaptation issues GHG emission reduction in the forestry sector
integrated into through reducing deforestation and degradation, Number of forest
Forestry sector’s and increasing afforestation and reforestation sector’s program
activity Plan 4.1.2 Develop a regular database of climate activities on climate
change adaptation information in the forest sector change adaptation and
4.1.3 Update the herbarium database to document mitigation
existing vegetative biodiversity that may yield
resilient to climate impacts
4.1.4 Develop a National REDD+ Policies,
strategies and legislations
4.1.5 Strengthen the forest carbon projects
4.2 Community 4.2.1 Increase Stakeholders’ knowledge on Number of workshops
knowledge on the forestry climate change adaptation opportunities conducted
impacts of Climate 4.2.2 Improve Stakeholders’ knowledge on climate
Change in the forest change impact assessment activities Number of people
sector improved reached with
information on the
impacts of Climate
Change
4.3 Impact of the 4.3.1 Integrate Climate Change mitigation issues
Climate Change into forestry sector planning activities
addressed through 4.3.2 Introduced and promote Climate Change Number of
reforestation and resilient tree species and varieties demonstration plots
afforestation 4.3.3 Maintain and enhance Food security through established to
agro-forestry system demonstrate
4.3.4 Undertake Ground cover initiatives to reforestation and
prevent soil and coastal erosion afforestation
4.3.5 Rehabilitate Watershed and water catchment
areas are to secure water supplies
4.3.6 Minimize Site specific climate change
impacts through zoning development activities and
undertaking of Land use planning
4.3.7 Trial Windbreak species and systems to
minimize wind damage to crops and infrastructure
4.3.8 Establish Buffer zone around climate
sensitive ecosystems and enrichment planting
within these areas undertaken
Objective 5: Forest Industry
By the end of 2018, DoF will modernize Forestry industry by 70% to maximize benefits and increase
contribution to the National GDP by 5%

Results/Outputs
5.1 Forest industries 5.1.1 Develop the adequate infrastructure to
are modernized and facilitate the development of forest products and Number of forest
utilize appropriate services industries modernized
technologies 5.1.2 Modernize the forestry sector to deliver and utilize appropriate
efficiency, innovation, quantity, quality of products technologies
and services
5.1.3 Grade logs and timbers to internationally
accepted practices and standards
5.1.4 Modernize the forestry sector by developing
joint ventures
5.2 Forests are 5.2.1 Promote domestic processing and value Number of forests that
managed in an adding of wood and non-wood forest products are managed in an
integrated manner to 5.2.2 Increase the production of wood products integrated manner to
provide economic, 5.2.3 Increase the production of non-wood forest provide economic,
social and products social and
environmental 5.2.4 Manage the Forest production properly to environmental services
services ensure there is sufficient stock for local
consumption and export of surplus
5.3 Forest products 5.3.1 Seek new market for products of priority
and services are species, particularly value-added products
marketable and 5.3.2 Position forest products and services to be
tradable competitive in national and international markets Number of products of
and trades priority species
5.3.3 Regulate the import and export of timber, identified for market
logs and flitches and trade
5.3.4 Expand the utilization of local timber as an
economically valuable, durable and renewable
commodity for housing and construction purposes
5.4Prices for forest 5.4.1 Create a conductive business and investment Number of
products and services environment to enable competitive forest advertisements and
are nationally industries promotions aired and
competitive published in the media
companies
5.5 Ni-Vanuatu 5.5.1 Improve the access of Ni-Vanuatu to forest Number of Ni-Vanuatu
participation in forest industries involved in forest
industries improved industries
FISHERIES DEPATRMENT
Objective 1: Administration support services
To maintain a robust financial and administrative framework that assures effective and efficient
delivery of program services to the people of Vanuatu

Result/Outputs
1.1 Human Resource 1.1.1 Provide the overall supervision, Number of qualified staff
efficiently and guidance and leadership to fisheries recruited to vacant post and
effectively managed programme annually appraised
1
1.1.2 Conduct annual staff performance
appraisal
1.1.3 Develop a short-term and long-term
capacity building plan.
1.1.4 Review fisheries organizational
structure
1.1.5 Recruit staff to vacant posts
1.2 Networking with 1.2.1 Identify relevant government agencies Number of local regional and
other relevant to liaise with international agencies
government, 1.1.2 Share resources and information collaborating with
regional and 1.1.3 Collaborate with regional and department of fisheries
international international agencies to enhance
agencies enhanced institutional strengthening of the Fisheries
Department
1.3 Monthly 1.3.1 Apply established finance management
expenditure and system Total monthly collections
revenue performance 1.3.2 Provide regular monitoring of monthly
monitored expenditure and revenue performance
Objective 2: Effective Compliance and Enforcement
To increase fisheries compliance and enforcement measures in accordance to the provisions of the
Fisheries Act and relevant international fisheries treaties.

Result/Outputs
2.1 Licenses, 2.1.1 Issue licenses, permits and Number of license, permits
Permits and Authorization and Authorization issued
authorization issued
2.2 Amount of Tuna 2.2.1 Maintain a license register.
landed and 2.2.2 Maintain a Vanuatu record of fishing Number of Fishing vessels
1
Staff – civil servants and contracted staff
processed on shore vessel(s) registered and monitored;
in Vanuatu 2.2.3 Maintain Vessel Monitoring System and increased tonnage of
increased (VMS) for Vanuatu Flag Fishing Vessels Tuna landed at on-shore
2.2.4 Enhance National Port Sampling and processing plant in Vanuatu
Observer program; and
2.2.5 Conduct training for current/new
observers.
2.2.6 Increase number of observers
2.2.7 Increase observer coverage
2.2.8 Implement monitoring, control and
surveillance schemes on all regulated
fisheries activities
2.2.9 Comply with rules and procedures of
all RFMO’s
2.3 Regulatory 2.3.1 Develop and implement administrative Decreased number of
frameworks and penalty scheme offenders
enforcement 2.3.2 Facilitate fisheries prosecution
strengthened 2.3.3 Provide effective enforcement and
compliance services within and outside
Vanuatu waters.
2.4 Capacity for 2.4.1 Strengthen compliance networking Number of Provincial
management of system between provincial governments, Governments, fishermen and
fisheries resources fishermen and fishermen associations. fishermen Association ()
strengthened
Objective 3: Increase Development & Production capacity
To develop the capacity of the development and utilization of fisheries resources, particular attention
to rural areas, to enhance sustainable livelihoods

Results/Outputs
3.1 Effective 3.1.1 Establish Fishermen Association (FA) Number of Fishermen
coordination and in Vanuatu Associations established; and
monitoring and 3.1.2 Improve community governance provincial fisheries office
implementation of through the establishment of networking with centres and infrastructure
fisheries programs provincial government and Non-Government upgraded
in the rural areas Organization (NGO)
improved 3.1.3 Upgrade fisheries office facilities and
(OPSP 8&9) infrastructures in the provinces
arrangements
3.2 Market access 3.2.1 Install appropriate ice making
and services for machines and solar powered freezers in the
fishers and provincial centers and the rural areas
processors in the 3.2.2 Install cold storage facilities in the Number of fish marketing
provinces improved provinces and the urban centers centers and outlets
(OPSP 5) 3.2.3 Establish fish collection services and established in the provincial
inter-island market linkages centers and rural areas (by
3.2.4 Establish fish marketing centers and 40%)
outlets in the provincial centers and rural
areas
3.2.5 Promote fisheries value-added
3.2.6 produce and promote and build
appropriately designed fishing crafts that
assures viable economic fishing activities
3.2.7 Provide market information to support
and enhance industry development,
marketing and promotion in all provinces of
Vanuatu
3.2.8 Development management mechanism
for by-catch from foreign vessels at domestic
markets
3.3 Fishing 3.3.1 Establish fishing gear distribution and
technology to supply centers Number of new fishing
enhance rural 3.3.2 Implement and improve Fish methods introduced to
fishing efficiency Aggregating Device (FAD) design fishers; and increased
and high 3.3.3 Improve the capacity of the fisheries accessibility to communities
productivity boatyard to produce appropriate new boat
improved design
(OPSP 5) 3.3.4 Introduce new fishing method, and
fishing equipment (GPS/Fishfinder, etc)
3.3.5 Enhance efficiency and productivity of
traditional canoe
3.4 Access to 3.4.1 Improve rural fisheries training
training program for rural fishers and processors (in Number of qualified fisheries
opportunities for collaboration with Vanuatu Maritime personnel and trained fishers
fisheries staff, fishers College (VMC) and other training providers) and fish processors.
and fish processors 3.4.2 Utilize existing short term training
improved programs under current regional and
(OPSP 10) international bilateral arrangements
3.4.3 Promote under-graduate and post
graduate training for fisheries personnel
3.5 Alternative 3.5.1 Implement potential Aquaculture and Number of small-scale
fishery developed Mariculture fishery to rural areas of Vanuatu aquaculture.
and promoted 3.5.2 Promote home-made value-added Increased number of value-
(OPSP 1) fisheries product (i.e. tin-fish, fillet added product for the next 5
packaging etc) particularly in remote years.
locations
Objective 4: Management & Policy
To develop management frameworks, based on best available technical information, that assure
sustainable harvesting of major commercial fisheries resources with maximum economic returns.

Results/Outputs
4.1 Capacity of 4.1.1 Identify relevant stakeholders to assist Number of stakeholders and
Government the Department of Fisheries to keep abreast other Government institutions
fisheries institutions of best practice fisheries management models assistance to resource
strengthened 4.1.2 Coordinate cooperation with other management
local, regional and international agencies to
advance Fisheries management
4.1.3 develop and implement fishery
management plans
4.2 Public 4.2.1 Raise public awareness on fisheries Increasing community
knowledge on conservation and management awareness by 50% to rural
fisheries 4.2.2 coordinate community based resources population
conservation and management regimes
management
increased
Objective 5: Aquaculture Development
Provincial hatchery of fingerlings and post larvae
To increase and improve livelihood options through aquaculture developments by way of increasing
and distributing sufficient post larval prawn and GIFT tilapia fingerlings to at least 3 semi-
commercial farmers per each provinces.

Results/Outputs
5.1 Post larval 5.1.1 Construct hatchery for mass production Increasing production and
prawn; and GIFT of fingerlings and post larvae of farming distribution of post larval
tilapia fingerlings species. prawn and GIFT tilapia
distributed to semi 5.1.2 Establish demonstration farms in fingerlings to interested
commercial farmers potential sites in each province farmers by 50%;
5.2 Semi-commercial 5.1.3 Promote and introduce aquaculture Number of semi-commercial

farmers in each farming practices to interested farmers. prawn and GIFT tilapia
provinces delivered 5.1.4 Monitor and control of aquaculture farmers in the provinces
with post larval development activities
prawn and GIFT
tilapia fingerlings
5.3 Sustainable 5.3.1 Apply environmental risk assessment Increasing number of
aquaculture protocol to all aquaculture developments aquaculture development in
Development is 5.3.2 Identify high value and priority farming the rural areas by 30%
promoted species
5.3.3 Build capacity of farmers
Objective 6: Research
Coastal fisheries resources
To regularly assess the status of the stocks of the main fisheries resources of cultural and economic
importance, using best stock assessment models that assure the fisheries resources are being
managed and utilized sustainably

Results/Outputs
6.1 Capacity to 6.1.1 Undertake stock assessment surveys of Increasing number of stock
collect technical important fisheries resources to determine assessment surveys and
fisheries resource their maximum sustainable yields scientific research conducted
data is 6.1.2 Carry out applied scientific research on by 50%
strengthened new and underexploited fisheries resources
6.1.3 Increase capacity to improve
coordination and research of stock
assessment activities.
6.2 Protected and 6.2.1 Provide scientific advice to rural
managed areas by communities throughout Vanuatu in Increased population of high
communities are establishing coastal protected areas of value species protected and
restocked with value cultural and ecological significance managed areas
species 6.2.2 Restock of high value species of coastal
fisheries resources in selected areas
6.3 collaboration 6.3.1 Establish collaboration with local, Increasing number of local,
with local, regional regional and international partners regional and international
and international partnership arrangements
partners established with Vanuatu Fisheries
Department
Objective 7: Seafood Verification
To develop and implement safety standards for seafood products and fish processing and exporting
establishments for the export and domestic markets

Results/Outputs
7.1 Legislation and 7.1.1 Regulate and control exports of all Increased Number of seafood
regulation reviewed seafood products exporter’s compliance to the
7.1.2 Ensure export of all fisheries products require export certification
meet bio-security or codex standards standards by 80% in 2018
7.1.3 Issue permits, certificates and
endorsements pertaining to exports of semi Fisheries Legislation
processed and processed seafood reviewed and approved by the
7.1.4 Levy fees and charges for any of the by 2013 or 2014
purposes of the Fisheries Act
7.2 An adequate 7.2.1 Carry out regular inspection and Number of vessels, aircrafts,
degree of processing surveillance on processing facilities, vehicles, equipment and
and technical premises, equipment & machineries, used for machineries used in exporting
support services the export of fisheries products. semi processed and processed
improved 7.2.2 combine with 7.2.1 seafood
7.2.3 Carry out regular tests and sampling
on all fisheries product consignments prior to Quantity of semi processed
export. and processed seafood
7.2.4 Conduct regular monitoring and exported
control of all fisheries exports.
7.2 5 Provide feedbacks of inspection
information to both in country and overseas
exporters.
7.2.6 Collaborate with local, regional and
international agencies to develop relevant
policies relating to inspection and export
certification standards of fisheries products
of Vanuatu origin.
BIOSECURITY VANUATU
By the end of 2018, Biosecurity Vanuatu will improve its management by establishing systems that
effectively manage the department and its human resource, infrastructure, assets and finances.

Outputs
1.1 Proper infrastructure 1.1.1 Establish permanent office space Number of staff
constructed specifically for Biosecurity Administration appropriately housed in
1.1.2 Ensure there are sufficient office allocated office space in
spaces for all staff in all stations all stations
1.1.3 Renovation of current labs Well-equipped and
1.1.4 Allocate budget for rental of office functioning lab
space at airports & wharves
1.2 Administrative system 1.2.1 Review current Biosecurity structure BV operating under new
developed and utilized 1.2.2 Seek approval of DCO and COM for approved structure
Biosecurity Vanuatu structure Information on Biosecurity
1.2.3 Develop a Biosecurity website available online
1.2.4 Develop a Biosecurity Policy Number of various policy
1.2.5 Develop annual business Plan documents and procedures
1.2.6 Advocate for corporatization of developed and
Biosecurity Vanuatu implemented
Biosecurity Vanuatu
corporatized
1.3 Human resource 1.3.1 Recruit new staff to the vacant Number of qualified staff
effectively managed positions recruited, trained and
1.3.2 Review staff Job Descriptions. appraised
1.3.3 Develop staff technical capacity
1.3.4 Carry out staff performance appraisal
annually
1.4 Biosecurity assets 1.4.1 Develop an internal asset registry Number of Biosecurity’s
well managed 1.4.2 Conduct annual assets inventory assets listed on the
1.4.3 Purchase required equipment and Department’s asset list.
materials and carry out required repairs List of new equipment
and maintenance purchased
1.5 Biosecurity Finances 1.5.1 Develop internal financial Department activities
well managed management system implemented within budget
1.5.2 Mobilize financial resources in the appropriate time
1.5.3 Request Government to establish frame
revolving funds to improve services Number of financial
management documents
developed;
Revolving funds
established
1.6 A Biosecurity permit 1.6.1 Identify developer to create database Permits and certificates
and certification and funding for the activity issued and stored using
database developed and 1.6.2 Collect, analyze and share data Biosecurity Vanuatu
maintained among relevant stakeholders database.
Reports issued using
information in database
By the end of 2018, Biosecurity Vanuatu will have all the appropriate legal powers to carry out its
mandates on border protection, food safety and pest and disease control
Outputs
2.1 Legal instrument 2.1.1 Review Biosecurity legal framework Biosecurity Act enacted
developed 2.1.2 Seek DCO & COM approval of legal Revised Meat Industry Act
framework and regulations enacted
2.1.3 Conduct Biosecurity staff training on Revised Pesticide Act
legal framework enacted
2.1.4- Finalise Biosecurity Bill to go before All staff understand the
parliament legislation
2.1.5 Review Meat Industry Act and
associated regulations
Objective 3: Plant Health Services

By the end of 2018 Biosecurity Vanuatu will maintain and improve Plant Health management systems
to protect Vanuatu's plant health and facilitate market access

Outputs
3.1 Incursions of exotic 3.1.1 Develop pest surveillance procedures Vanuatu plant health
pests and diseases 3.1.2 Develop & disseminate awareness status maintained
prevented materials Number of surveillance
3.1.3 Conduct pests surveillance and systems in place for
monitoring in Vanuatu; targeted pests
3.1.4 Conduct import risk analyses (IRA)
3.1.5 Carry out pests diagnostics Number of leaflets, posters
3.1.6 Update pests list database (PLD) for and other awareness
Vanuatu material developed and
3.1.7 Expand pest collections; disseminated
3.1.8 Conduct audits on pest surveillance Pest list database updated
and monitoring systems A documented audit
system developed and
utilized
3.2 Import & export 3.2.1 Develop import & export systems for Number of Import &
systems for plants & plants & plant products export documents for
plant products developed 3.2.2 Review and/or develop export plants & plant products
pathways for crops market access (MA) developed
Number of additional
products approved for
import by importing
countries
3.3 Plant Health 3.3.1 Conduct Plant Health trainings and Number of staff trained on
trainings conducted send staff overseas for specialized training plant health
Objective 4: Pesticide management

By the end of 2018, Biosecurity Vanuatu must effectively manage the importation and distribution of
pesticides

Outputs
4.1 Pesticide importation 4.1.1 Develop pesticide management system Pesticides well regulated
and distribution well 4.1.2 Assess & issue pesticides import by Pesticide officer
managed permits;
4.1.3 Amend current pesticide Act Pesticide committee active
4.1.4 Inspect & approve pesticide storage
facilities; Pesticide registry in use
4.1.5 Carry out pesticide inventory;
4.1.6 Facilitate clearance of pesticides
4.1.7 Register approved pesticides
importers
4.1.8 Recruit a pesticide officer
Objective 5: Border Control and Preparedness for Pest and Disease Incursions
By 2018, Biosecurity Vanuatu will improve & strengthen border control activities at all ports of entry
and be prepared to respond to exotic pest and/or disease incursions

Outputs
5.1 Well-managed border 5.1.1 Crafts and passenger clearance Number of crafts,
control system in place 5.1.2 Cargo inspection and clearance passengers and cargo
5.1.3 Monitoring and surveillance of inspected and cleared
international ports Number of interceptions
5.1.4 Customer service and international waste
5.1.5 Destruction of international wastes dealt with appropriately
5.1.6 Establish new outposts at Sola, Number of new outposts
Litzlitz, Aneityum established
5.1.7 Fill all vacant border control Operations procedures
positions reviewed and implemented
5.1.8 Conduct training for Border control All border control
staff positions filled
5.1.9 Conduct public awareness on items Number of scanning
allowed into Vanuatu machines installed and
operational
5.2 BV and stakeholders 5.2.1 Review emergency pest and disease All staff and relevant
adequately prepared for response plan stakeholders aware of
any incursions of pests or 5.2.2 Test/simulate emergency pest and roles in emergency pest
disease response plan
diseases and disease response
Objective 6: Certification and inspection of imports and exports

By 2018 BV will improve and strengthen inspection and treatment of import & export products and
increase revenue up to 100 million vatu.

Outputs
6.1 Inspection, treatment 6.1.1 Certification of imports and exports Number of export
& certification for import 6.1.2 Issue proper invoice certificates and import
& export of products 6.1.3 Inspections of imports & exports permits issued
6.1.4 Treatment of imports and exports Number of cases of non-
compliances captured
Objective 7: Animal Health
By 2018 Biosecurity Vanuatu through the Animal Health unit maintains animal health status,
maintains current markets for animals and animal products & facilitates access to new export
markets

Outputs
7.1 Vanuatu animal 7.1.1 Develop new and review current Animal health status
health status maintained existing import protocols maintained
Number of import
protocols reviewed
Number of new import
protocols developed
7.1.2 Maintain passive surveillance system Passive surveillance
through veterinary clinical service and information compiled in a
inspections database and reported to
the OIE and in annual
reports
7.1.3 Carry out active surveillance Reports on surveillance
activities where possible at abattoirs and results and number of lab
on farms in collaboration with the tests produced annually
department of Livestock Number of lab tests carried
out for vet clinical and
meat hygiene activities
7.1.4 Establish laboratory diagnostic Vet laboratory functional
capability within veterinary service for clinical and meat
hygiene tests and staffed
with trained personnel
7.1.5 Implement appropriate biosecurity/ Animal movement and
disease control measures where needed other relevant disease
7.1.6 Consult/ inform stakeholders on control measures
disease control measures that will be contribute to maintaining
implemented current animal health
status
All stakeholders comply
with disease control
measures
7.2 Maintain access to 7.2.1 Carry out regular inspections and Records of all inspections
export markets for audits of export establishments to ensure and audits are available
animals and animal compliance with legislation and market Export markets remain
products requirements open
7.2.2 Ensure all export certification Annual report on BSE risk
requirements are met for all consignments management submitted to
current markets
7.2.3 Collect and compile data on disease Meat inspection disease
incidence in animals/carcasses inspected at database up to date
abattoirs
7.2.4 Carry out regular training and Quarterly assessment/
assessment of meat inspectors refresher training sessions
recorded and reported
Number of additional
training courses attended
by meat inspectors
7.3 Facilitate access to 7.3.1 Negotiate conditions for access to Number of potential
new markets new markets markets for which access
is negotiated
7.3.2 Implement surveillance/ inspection Improved compliance with
and other regulatory procedures to ensure export requirements for
market access requirements are met potential markets
Number of new markets
accessed for animals and
animal products
Objective 8: Meat hygiene

By 2018, 100% of meat establishments in the six provinces are supplying safe and hygienic meat
products.

Outputs
8.1 Meat establishments within 8.1 1 Regularly inspect meat Quarterly reports produced on
controlled areas comply with establishments and correct non- establishment inspections and
Meat Act compliances outcomes
8.1.2 Train meat handling staff Number of training sessions

in meat establishments on held for butchery staff in a year
hygienic meat handling
8.2 Meat hygiene standards in 8.2.1 Train meat handling staff Number of training sessions
rural butcheries is improved in rural butcheries on hygienic held for rural butchery staff in a
through collaborative work with meat handling year
DARD/ Livestock department
8.2.2 Provide written Rural butchery hygiene systems
guidelines/ systems for rural disseminated and used
butchery staff to follow

MALFFB Corporate Plan 2014 2018

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FOREWORD

Hon. David TOSUL

It gives me great pleasure to formally launch the Ministry of Agriculture,

Hon. David TOSUL (MP)

BSE Bovine spongiform encephalopathy

Table 2 Distribution across provinces of livestock in small holdings in 2007

The Department of Fisheries is currently engaged in facilitating and promoting Aquaculture

The Priority Areas identified are:

Priority area 1: Institutional Capacity Building

Priority Area 2: Production

Priority Area 3: Rural Development

Priority Area 4: Market access

Priority 5: Food Security

Condition Percentage of adults affected

Priority Area 7: Research and Development

Priority Area 8: Monitoring and evaluation

MINISTRY OF AGRICULTURE, LIVESTOCK, FORESTRY, FISHERIES AND BIOSECURITY

Objective 1: Leadership, Monitoring & Evaluation

Expected results/Outputs, Activities and Indicators

Objective 2: Rural development and market access

Expected results/Outputs, Activities and Indicators

Objective 3: Food Security and Climate Change

Expected results/Outputs, Activities and Indicators

CORPORATE SERVICE UNIT (CSU)

Expected results/Outputs, Activities and Indicators

Expected results/Outputs, Activities and Indicators

Objective 3: Human Resources

Expected results/Outputs, Activities and Indicators

Expected results/Outputs, Activities and Indicators

DEPARTMENT OF AGRICULTURE AND RURAL DEVELOPEMNT

Expected Results/Outputs, Activities and Output Indicators

Expected Results/Outputs, Activities and Output Indicators

Objective 3: Technical Services

Expected Results/Outputs, Activities and Output Indicators

Objective 4: Technical Services

Expected Results/Outputs, Activities and Output Indicators

Objective 5: Technical Services

Expected Results/Outputs, Activities and Output Indicators

5.3 Farmer groups, 5.3.1 Conduct assessment on status of

Expected Results/Outputs, Activities and Output Indicators

Objective 2: Research and Development

Expected Results/Outputs, Activities and Output Indicators

Expected Results/Outputs, Activities and Output Indicators

Objective 4: Animal Health/Lab

Expected Results/Outputs, Activities and Output Indicators

Objective 5: Market access

Expected Results/Outputs, Activities and Output Indicators

Expected Results/Outputs, Activities and Output Indicators

Objective 3: Management of Forest Resources

Expected Results/Outputs, Activities and Output Indicators

Objective 4: Climate Change

Expected Results/Outputs, Activities and Output Indicators

Objective 5: Forest Industry

Expected Results/Outputs, Activities and Output Indicators

Objective 1: Administration support services

Expected Results/Outputs, Activities and Output Indicators

Objective 2: Effective Compliance and Enforcement

Expected Results/Outputs, Activities and Output Indicators

Objective 3: Increase Development & Production capacity