Malawi Agricultural Sector Wide Approach

Republic of Malawi
Malawi Agricultural Sector

Wide Approach
A prioritised and harmonised Agricultural Development Agenda: 20112015
Ministry of Agriculture and Food Security

P.O Box 30134, Lilongwe 3,
MALAWI
Tel: +265 (0)1 789 033
Fax: +265 (0) 1 789 218
www.moafsmw.org
September, 2011
Malawi Agricultural Sector Wide Approach
FOREWORD
The Government of Malawi agreed with its development partners to formulate the
ASWAp aimed at increasing agricultural productivity, contributing to 6 percent
annual growth of the agricultural sector, improving food security, diversifying
food production to improve nutrition at household level, and increasing
agricultural incomes of the rural people. ASWAp is, therefore, a priority
investment programme in the agricultural sector for the period 2011-2015 and is
based on the priority agricultural elements of the Malawi Growth and
Development Strategy. It is also consistent with the Comprehensive African
Agricultural Development Programme (CAADP) and the Development Assistance
Strategy.
The ASWAp is a single comprehensive programme and budget framework that

has a formalized process for better donor coordination and harmonization of
investment and alignment of funding arrangements between Government of
Malawi and donors in the agricultural sector. It promotes increased use of local
procedures for programme design, implementation, financial management,
planning and monitoring and evaluation.
Government will spearhead the implementation process, but stakeholders in the

sector will have to compliment Government’s efforts by aligning and harmonizing
their programmes and activities to bring these into line with the priorities set out in
the ASWAp. The alignment and harmonization process will be hard but I am
confident that the commitment shown by various stakeholders during the
development of the strategy will assist in ensuring its effective implementation.
Furthermore, despite many challenges that may affect the implementation of the
ASWAp, there is need for all individuals and institutions in the sector to play their
roles to ensure meaningful engagement in farming as a business.
Lastly, I would like to thank His Excellency the State President, Ngwazi Prof.
Bingu wa Mutharika for his vision, direction and commitment in transforming the
agricultural sector in the country.
Professor Peter Mwanza, M.P.

Minister of Agriculture, Irrigation and Water Development
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ACKNOWLEDGEMENTS
The Ministry of Agriculture and Food Security coordinated the formulation and
preparation process of the Agriculture Sector Wide Approach (ASWAp) with funds from
the Government of Malawi and Development Partners. The Ministry is grateful for the
contributions made by the various individuals and institutions who worked tirelessly to
produce this document.
The Ministry would like to specifically acknowledge the contribution made by the
following institutions: Malawi Agricultural Sector Investment Programme Secretariat;
development partners particularly the World Bank, the European Union; Norwegian
Embassy; UK Department for International Development; Food and Agriculture
Organisation of the United Nations; United Nations Development Program, Japan
International Cooperation Agency and United States Agency for International
Development, Irish Aid and International Food Policy Research Institute for providing
financial and technical assistance to facilitate the process. The Ministry further
acknowledges the contribution and expertise of the Private Sector; Civil Society;
Government Ministries and Departments; members of the Synthesis Working Group;
members of the Pillar working groups; local and international consultants; members of
the ASWAp modelling group and members of various technical working groups. Lastly
but not the least, the Ministry would like to thank all individuals and organizations from
the public and private sectors who participated in the entire process.
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Table of Contents
FOREWORD ........................................................................................................................... I
ACKNOWLEDGEMENTS ................................................................................................... II
ACRONYMS ......................................................................................................................... VII
EXECUTIVE SUMMARY ................................................................................................... IX
CHAPTER ONE ......................................................................................................................1
INTRODUCTION ...................................................................................................................1
1.1 OVERVIEW .......................................................................................................................1
1.2 FEATURES OF THE ASWAP ......................................................................................1
1.3 MAIN ASSUMPTIONS OF THE ASWAP ............................................................................2
1.4 GUIDING POLICY FRAMEWORKS .....................................................................................2
1.4.1 The Malawi Growth and Development Strategy............................................................ 2
1.4.2 The National Agricultural Policy .................................................................................. 4
1.4.3 Other Sectoral Policies and Issues ................................................................................ 4
1.4.4 Comprehensive African Agricultural Development Programme (CAADP.................... 5
1.5 OUTLINE OF THE ASWAP DOCUMENT...........................................................................6
CHAPTER TWO .....................................................................................................................8
RATIONALE FOR THE ASWAP .........................................................................................8
2.1 JUSTIFICATION FOR THE 6 PERCENT AGRICULTURAL GROWTH TARGET.......................8
2.2 THE CGE MODEL PRIORITY OPTIONS FOR MALAWI ....................................................8
2.3 JUSTIFICATION FOR ASWAP FOCUS AREAS....................................................11
2.3.1 Improved Food Security and Nutrition ........................................................................ 11
2.3.2 Commercial Agriculture, Agro-processing and Market Development ........................ 12
2.3.3 Sustainable Agricultural Land and Water Management ............................................. 13
2.3.4 Agricultural Research and Extension Services ............................................................ 14
2.3.5 Institutional Development and Capacity Building ....................................................... 14
CHAPTER THREE ...............................................................................................................15
SECTOR PERFORMANCE AND KEY CHALLENGES ................................................15
3.1 SECTOR PERFORMANCE .............................................................................................15
3.1.1 Agricultural Growth .................................................................................................... 15
3.1.2 Food Production and Food Security ........................................................................... 16
3.1.3 Trends in Livestock Production ................................................................................... 19
3.1.4 Agricultural Trade Performance ................................................................................. 19
3.2 KEY CONSTRAINTS TO THE AGRICULTURAL SECTOR ...................................................21
3.2.1 Low Productivity .......................................................................................................... 21
3.2.2 Nature of Farming System and Adverse Climatic Conditions ..................................... 23
3.2.3 Small Land Holding Sizes, Fragmentation and Degradation ...................................... 24
3.2.4 Erosion of Agricultural Services.................................................................................. 25
3.2.5 Limited Value Addition ................................................................................................ 25
3.3 INSTITUTIONAL AND CAPACITY CHALLENGES ..............................................................26
3.3.1 Weak and Poor coordination among implementing Institutions ................................. 26
3.3.2 Weak Implementation and Management Capacities.................................................... 27
3.3.3 Past and Ongoing Support to Institutional Development and Capacity Building ....... 28
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3.4 HIV/AIDS AND GENDER CHALLENGES ........................................................................29
3.4.1 Gender, HIV/AIDS and Household Food and Income Security................................... 29
3.4.2 Gender, HIV/AIDS and Agricultural Research and Extension Services ..................... 29
3.4.3 Other Gender Issues .................................................................................................... 30
3.4.4 ASWAp Actions on Gender, HIV and AIDS ................................................................. 30
CHAPTER FOUR..................................................................................................................31
ASWAP PRIORITY INVESTMENTS ................................................................................31
4.1 FOCUS AREAS AND KEY SUPPORT SERVICES ..........................................31
4.1.1 Focus Area 1: Food Security and Risk Management .................................................. 33
4.1.2 Focus Area 2: Commercial Agriculture, Agro-processing & Market Development ... 38
4.1.3 Focus Area 3: Sustainable Agricultural Land and Water Management ..................... 42
4.2 ESTIMATED BUDGET FOR THE ASWAP.............................................................50
4.2.1 Estimated Budget ......................................................................................................... 50
CHAPTER FIVE ...................................................................................................................52
IMPLEMENTATION ARRANGEMENTS ........................................................................52
5.1 PROGRAMME COORDINATION AND MANAGEMENT ............................52
5.1.1 Harmonization and Alignment Process .................................................................... 52
5.1.2 Malawi CAADP Compact ......................................................................................... 55
5.1.3 Link between ASWAp and on-going programmes .................................................... 55
5.1.4 ASWAp Organizational arrangements ..................................................................... 56
5.1.5 Annual Preparation and Implementation Cycle .......................................................... 61
5.2 FUNDING AND PROCUREMENT ARRANGEMENTS .......................................63
5.2.1 Transition from Projects to ASWAp Programme Support ........................................... 63
5.2.2 Funding Modalities ...................................................................................................... 64
5.2.3 Annual Work-plans and Budgets (AWPB) for both Recurrent and Development Funds
.............................................................................................................................................. 67
5.2.4 ASWAp Financial Management ................................................................................... 68
5.2.5 District Level ............................................................................................................... 69
5.2.6 Procurement ................................................................................................................ 70
5.3 PLANNING, MONITORING AND EVALUATION ................................................................70
5.3.1 Results Framework ...................................................................................................... 71
5.3.2 Responsibilities ............................................................................................................ 71
5.3.3 Monitoring and Evaluation.......................................................................................... 72
5.4 INSTITUTIONAL STRENGTHENING AND CAPACITY BUILDING .................................72
5.4.1 Approach to Capacity Building ................................................................................... 72
5.4.2 Professional and Administrative Skills ........................................................................ 72
5.4.3 Technical Skills ......................................................................................................... 73
5.4.4 Selection of Trainees and Allocation of Funding for Training ................................. 73
5.4.5 Systems Design ......................................................................................................... 73
5.5 INAUGURATION OF THE ASWAP ...................................................................74
REFERENCES ......................................................................................................................76
APPENDICES ........................................................................................................................77
APPENDIX 1: STRATEGIC OBJECTIVES, OUTCOMES AND ACTIONS........................................77
APPENDIX 2: ASWAP RESULT INDICATORS ......................................................................88
APPENDIX 3: DETAILED RESULTS FRAMEWORK ....................................................................91
APPENDIX 4: DETAILED BUDGET (US$) ....................................................................128
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APPENDIX 5: RESOURCE GAP ANALYSIS IN US$ ...................................................166
APPENDIX 6: SUMMARY OF DEVELOPMENT PARTNERS COMMITMENTS TO
ASWAP (IN US$).................................................................................................................169
APPENDIX 7: COMPOSITION AND FUNCTIONS OF ASWAP RELATED BODIES
...............................................................................................................................................178
APPENDIX 8: TERMS OF REFERENCES FOR THE ASWAP SECRETARIAT AND
KEY STAFF POSITIONS ..................................................................................................180
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List of Tables
Table 1: Areas of Linkage between MGDS II and ASWAp ........................................................... 3
Table 2: Agricultural Commodities in the CGE Model .................................................................. 8
Table 3: Percentage Growth in the Agriculture Sector’s Output, 1970 - 2009 ............................. 16
Table 4: Composition of Export Earnings by Main Commodity .................................................. 20
Table 5: Current Establishment in the Ministry of Agriculture and Food Security ...................... 28
Table 6: ASWAp Focus Areas and Components .......................................................................... 33
Table 7: Summary budget for ASWAp by Focus Area (2011-2015) ............................................ 50
Table 8: Summary of Main ASWAp Funding Modalities ............................................................ 64
List of Figures
Figure 1: The Four Pillars of CAADP ............................................................................................. 6
Figure 2: The four pillars of CAADP .............................................................................................. 6
Figure 3: Sources of Additional Production Growth by Farm Household Groups ......................... 9
Figure 4: Sources of Additional Per Capita Income by Household Groups in Malawi................. 10
Figure 5: Trends in Main Food Staples per Capita, 1974-2007 .................................................... 18
Figure 6: Livestock Production Trends: 1970 – 2008 ................................................................... 19
Figure 7: Growth in Agricultural Exports, 1971 - 2007 ................................................................ 21
Figure 8: Productivity Trends in Main Agricultural Crops, 1970- 2006 ....................................... 22
Figure 9: Rainfall and Maize Production, 1970 - 2008 ................................................................. 24
Figure 10: Trends in per capita arable land, 1970 – 2006 ............................................................. 24
Figure 11: ASWAp Focus Areas, Support Services and Cross-cutting Issues .............................. 32
Figure 12: ASWAp (at start) ......................................................................................................... 53
Figure 13: ASWAp (medium term) ............................................................................................... 54
Figure 14: ASWAP Management Structure .................................................................................. 58
Figure 15: ASWAp Secretariat Organization Structure ................................................................ 60
Figure 16: ASWAp timeline for Planning, Budgeting and Commitments .................................... 62
Figure 17: ASWAp Flow of Funds Mechanism ............................................................................ 67
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ACRONYMS
ADD Agricultural Development Division
ADMARC Agricultural Development and Marketing Corporation
AI Artificial Insemination
ARV Antiretroviral Therapy
ASWAp Agriculture Sector Wide Approach
AU African Union
AWPB Annual Work Plans and Budgets
CAADP Comprehensive African Agriculture Development Programme
CGE model Computable General Equilibrium model
CoC Code of Conduct
CTC Community Therapeutic Centers
DAS Development Assistance Strategy
DEC District Executive Committee
DFID Department for International Development
EU European Union
FAO Food and Agricultural Organization
FISP Farm Input Subsidy Program
GBI Green Belt Initiative
GDP Growth Domestic Product
GoM Government of Malawi
HIV/AIDS Human Immune Virus/Acquired Immuno-Deficiency Syndrome
IEC Information, Education and Communication
IFMIS Integrated Financial Management System
M&E Monitoring and Evaluation
MASIP Malawi Agriculture Sector Investment Programme
MDG Millennium Development Goals
MDPC Ministry of Development Planning and Cooperation
MGDS Malawi Growth and Development Strategy
MoAFS Ministry of Agriculture and Food Security
MoF Ministry of Finance
MoIT Ministry of Industry and Trade
MoIWD Ministry of Irrigation and Water Development
MoLGRD Ministry of Local Government and Rural Development
MoU Memorandum of Understanding
MPRSP Malawi Poverty Reduction Strategy Paper
NAC National AIDS Commission
NEPAD New Partnership for African Development
NGO Non-Governmental Organisation
NRU Nutrition Rehabilitation Units
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NSO National Statistical Office
ODPP Office of the Directorate of Public Procurement
OPC Office of the President and Cabinet
PBA Programme Based Approach
PER Public Expenditure Review
PIU Programme Implementation Unit
PLHA People living with HIV and AIDS
PPPs Public Private Partnerships
SGR Strategic Grain Reserve
UNDP United Nations Development Programme
USAID United States Agency for International Development
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EXECUTIVE SUMMARY
The Agriculture Sector Wide Approach
The Government of Malawi (GoM) and its Development Partners agreed to formulate the
Agriculture Sector Wide Approach (ASWAp) as a means for achieving agricultural
growth and poverty reduction goals of the Malawi Growth and Development Strategy
(MGDS). The MGDS has targeted agriculture as the driver of economic growth and
recognizes that food security is a pre-requisite for economic growth and wealth creation.
The ASWAp, therefore, offers a strategy for supporting priority activities in the
agricultural sector to increase agricultural productivity and make Malawi a hunger free
nation, enabling people access nutritious foods and increase the contribution of agro-
processing to economic growth.
The ASWAp is unique in that it is a program led by the Malawi Government; envisages a
single comprehensive programme and budget framework; has a formalized process for
better donor coordination, harmonization of investment and alignment of funding
arrangements between GoM and donors; promotes increased use of local procedures for
programme design, implementation, financial management, planning and monitoring.
The development of the ASWAp was highly participatory and consultative involving the
Central Government Ministries and Local Councils, Civil Society Organizations, Non
Governmental Organizations, Development Partners, Cooperating Partners, Private
Sector, Academia and the general public.
Priority Investments of ASWAp

The ASWAp identifies three focus areas, two key support services and two cross-cutting
issues. The focus areas are: Food Security and Risk Management, Commercial
Agriculture, Agro-processing and Market Development and Sustainable Agricultural
Land and Water management. The two key support services are Technology Generation
and Dissemination, and Institutional Strengthening and Capacity Building while the
cross-cutting issues are HIV Prevention and AIDS Impact Mitigation and Gender Equity
and Empowerment.
Priority Focus Areas of ASWAp

Food Security and Risk Management Component focuses on increasing maize
productivity, reducing post-harvest losses, diversifying food production, managing risks
associated with food reserves at national level. Malnutrition will be reduced by
agricultural diversification that includes legumes, vegetables, fruits, small stock (Goat
meat and milk), pigs, rabbits, chicken and guinea fowl meat and eggs, and fish.
Commercial Agriculture, Agro-Processing and Market Development Component will

entail promoting commercial agriculture production involving smallholder farmers,
agricultural diversification, agro-processing for import substitution and value addition,
developing the domestic and export markets for inputs and outputs, and finally
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developing more public private partnerships involving producers, buyers, input dealers,
service providers, and policy makers in the value chain.
Sustainable Agriculture Land and Water Management focuses on sustainable land and
water utilization. Main focal areas of the component are conservation farming,
afforestation, protection of fragile land and catchment areas, and rehabilitation of
degraded agricultural land. Activities on water will focus on water use efficiency and
expanding the area under irrigation through the Green Belt Initiative (GBI).
Key Support Services of ASWAp

Technology Generation and Dissemination Component will aim at improving research
services with a focus on result- and market-oriented research on priority technology
needs in the sector. The component will also deal with technical and regulatory services
needs of the stakeholders complemented with efficient farmer-led extension and training
services.
Institutional Strengthening and Capacity Building Component will focus on

strengthening public institutions, building capacity in public management systems and
improving resource allocation for effective implementation of agricultural programs.
Cross Cutting Issues in ASWAp

HIV prevention and AIDS impact mitigation issues are mainstreamed in the ASWAp
with the aim to minimize morbidity and mortality attrition, enhance resilience and
household coping mechanisms and also reduce HIV infection risks and vulnerability.
Gender equity and empowerment issues are mainstreamed in the ASWAp in order to
reduce gender disparities and enhance capacity of the youth, women and men to
contribute to agricultural development.
Implementation Arrangements
The ASWAp will be implemented by Malawi Government through the Ministry of
Agriculture and Food Security in collaboration with various stakeholders in the sector.
The coordination of the Strategy will be lead by the ASWAp Secretariat. Annual work
plans will be prepared by the MoAFS and the implementing agencies up to District
Assembly level according to the approved activities. Monitoring and Evaluation (M&E)
will be based on annual joint reviews involving all stakeholders under the ASWAp using
agreed targets and indicators of performance. The total budget over a four year period
(2011-2015) for the ASWAp is estimated at US$ 2,191,678,026. The funds will be
sourced from both the Government of Malawi and Development Partners.
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CHAPTER ONE
INTRODUCTION
1.1 OVERVIEW
The ASWAp is a priority investment programme in the agricultural sector for the period
2011-15 and is based on the priority agricultural elements of the Malawi Growth and
Development Strategy (MGDS). It represents a consensus on how Malawi can accelerate
agricultural growth and development. The ASWAp is designed to serve as a single
comprehensive programme and budget framework that has a formalized process for
better donor coordination and harmonization of investment and alignment of funding
arrangements between Government of Malawi and donors in the agricultural sector. The
ASWAp identifies key constraints of the agricultural sector and required investments
within the context of national and regional strategies, policies and targets set for
agricultural development and food security.
The ASWAp identifies three focus areas, two key support services and two cross-cutting
issues. The focus areas are: Food Security and Risk Management, Commercial
Agriculture, Agro-processing and Market Development and Sustainable Agricultural
Land and Water management. The two key support services are Technology Generation
and Dissemination, and Institutional Strengthening and Capacity Building. It recognizes
issues of HIV Prevention and AIDS Impact Mitigation and Gender Equity and
Empowerment as cross-cutting issues.
The preparation of the programme was based on key lessons learned from neighbouring
countries. These lessons include: (i) sector analysis and review of the basic reference
documents such as policy framework and implementation strategies for the agricultural
sector, using working groups related to key sector pillars; (ii) definition of the ASWAp
priority investment framework including objectives, components,
results/outcomes/impacts and how these will be implemented; and (iii) defining new
programmes needed to achieve the result framework of the ASWAp while taking into
account on-going programmes and projects.
1.2 FEATURES OF THE ASWAP
The design and implementation arrangements for the ASWAp have the following
features:
• A priority agricultural investment programme under the Ministry of Agriculture

and Food Security’s leadership.
• The programme is results-oriented and focused on contributing to a minimum of 6
per cent national annual economic growth, sustainable food security and
sustainable natural resources management.
• Gradual harmonization and alignment of Government and donor financial
support.
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• A streamlined programme which will support capacity building initiatives and

strengthening of institutions for effective delivery of services.
• Strong partnership arrangements between government and both traditional and
new development partners1, including farmer organizations, civil society and the
private sector.
• Increased influence and involvement of beneficiaries.
• Alignment with forthcoming changes in decentralization, strengthened public
private partnerships and strengthened coordination between sector line Ministries.
• Sustained and monitored mainstreaming HIV/AIDS and Gender issues.
• Strong linkage to national, regional and international policy frameworks namely
MGDS, CAADP and MDGs.
• Building on successes of the past
1.3 MAIN ASSUMPTIONS OF THE ASWAP
The ASWAP is premised on the following assumptions:

• Adequate commitment to the macro-economic reform programme
• Continued political stability in the country
• Minimal or no climatic risks such as drought or floods
• Policy consistency in course of implementing the ASWAp
• Improvement in the harmonization of procedures (financial, procurement and
policies etc) between Government and donors
• Adequate resources and capacity to implement the ASWAp activities
• Commitment to institutional reforms and speedy recruitment of staff to fill vacant
positions in the Ministries
• Improved working conditions in the Civil Service particularly the agriculture
sector to retain staff that will be trained under the program
1.4 GUIDING POLICY FRAMEWORKS
The ASWAp has been derived from medium term policy goal of the country prescribed
in the MGDS II. The MGDS II and the National Agricultural Policy Framework provide
the national policy context, while the Comprehensive African Agricultural Development
Programme (CAADP) under the umbrella of the New Partnership for Africa’s
Development (NEPAD) provides the regional context of achieving sustainable
agricultural growth and development when translated into actions at the national level.
The Development Assistance Strategy (DAS) provides an international framework on
AID harmonisation.
1.4.1 The Malawi Growth and Development Strategy
The MGDS II is the government’s overarching medium term strategy (2011–2016) to

attain the nation’s Vision 2020. The main objective of the MGDS II is to continue
1
For example, the private sector has not conventionally been treated as a development partner. In the
ASWAp, a clear development role is envisaged for private firms so as to create functioning and equitable
markets for both inputs and outputs.
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reducing poverty through sustainable economic growth and infrastructure development.

This is expected to transform the country from being a predominantly importing and
consuming economy to a predominantly producing and exporting economy. The ASWAp
operates with the MGDS II in the areas of agriculture, food security, water development
and disaster risk reduction.
The MGDS II represents a policy shift from social consumption to sustainable economic
growth and infrastructure development and places emphasis on six thematic areas. These
thematic components of the MGDS II are Sustainable Economic Growth, Social
Development, Social Support and Disaster Risk Management, Infrastructure
Development, Improved Governance and Cross-Cutting Issues.
Furthermore, MGDS II identifies nine key priority areas of a) Agriculture and Food
Security, b) Energy, Industrial Development, Mining and Tourism, c) Transport
Infrastructure and Nsanje World Inland Port, d) Education Science and Technology, e)
Public Health, Sanitation, Malaria and HIV/AIDS Management, e) Integrated Rural
Development, f) Green Belt Irrigation and Water Development, h) Child Development,
Youth Development and Empowerment, i) Climate Change, Natural Resources and
Environmental Managementa) agriculture and food security; These nine key priority
areas are expected to accelerate the attainment of the Millennium Development Goals
(MDGs).Table 1 below presents areas of linkage between MGDS II and ASWAp.
Table 1: Areas of Linkage between MGDS II and ASWAp

Key Priority Goals Expected-Medium Term Outcome
Area
Agriculture and • Increase • Increase smallholder farmers’ output
agriculture
Food Security productivity andper unit area.
diversification. • Increased agricultural diversification
• Ensure • Increased production of high value
sustained
availability of food to agricultural commodities for exports
all Malawians • Improved
at agricultural research,
affordable prices. technology generation and
dissemination
• Increased livestock and fish production
• Reduced land degradation
• Food self-sufficiency
• Sustained agricultural market systems
• Enhanced agricultural risk management
Agro-processing • To move up the value • Increased value addition to agricultural
chain in key crops products
• To increase agro- • Diversified agro-processed products
processed products for
both domestic and
export markets.
Green Belt • To increase • Increased land under irrigation
Irrigation and agricultural production • Reduced dependence on rain-fed
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Key Priority Goals Expected-Medium Term Outcome

Area
Water and productivity agriculture
Development through irrigation • Increased agricultural production and
intensification. productivity
• Increased household income levels
Climate Change, • To enhance resilience • Improved climate change mitigation
Natural to climate change risks and adaptation measures
Resources and and impacts
Environmental
Management
Land • Ensure equitable • Improved access to land and tenure
access to land and security, land planning, use and
tenure security and management
orderly use of land and
land based resource
Source: GOM, MGDS II (2011)
1.4.2 The National Agricultural Policy
In an attempt to harmonize policies, the Government has recently reviewed the various
national development strategies, agricultural strategies and agricultural-related legislation
and policies and produced a National Agricultural Policy-2010-2016 (NAP). The NAP is
a synthesis and summarizes the objectives of agricultural development, strategies and
policies that will be pursued to achieve both stated and commonly perceived agricultural
objectives. The purpose NAP is to promote agricultural productivity and sustainable
management of land resources to achieve national food security, increased incomes and
ensure sustainable socio-economic growth and development.
1.4.3 Other Sectoral Policies and Issues
There are several other sectoral policies and on-going reforms that will have significant
bearing on the achievements of outputs and outcomes of the ASWAp. These issues include
HIV and AIDS, gender, the rule of law, macro-economic management, decentralization and
Aid harmonization.
HIV/AIDS and Gender: The Ministry of Agriculture and Food Security has developed a
gender and HIV/AIDS policy that focuses on gender and HIV/AIDS mainstreaming;
economic empowerment; community-based support; food and nutrition security;
expanded HIV/AIDS communication; human resources protection and management;
workplace support; and HIV/AIDS action research. The policy recognizes that women
and the youth are responsible for a significant proportion of work in agriculture and the
rural sector.
Decentralization: Through the decentralization programme, some central Government

powers, functions and resources have been devolved to Malawians through their local
authorities. The progress towards decentralization has however been slow. There remain
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important unresolved issues including ineffective linkages between decentralization

policy and other public policy reforms; persistent power struggles and conflicts of roles
between elected members such as Members of Parliament, Councillors and Traditional
Authorities; weak institutional capacity, high turn-over of key staff like accountants,
economists and other specialists; ineffective participation of the local communities due to
lack of information, knowledge and skills; and inadequate financial resources among
others.
Macroeconomic Management: Macroeconomic stability in a stable political and

economic environment is a prerequisite for sustainable economic growth and wealth
creation. In the past few years, there has been substantial progress in macroeconomic
management – the results of which are reflected in better use of resources, stable
exchange rates, declining inflation and declining interest rates. The current
macroeconomic stability through prudent fiscal management and public sector
management, transparency and accountability, and reduction in corruption is likely to
provide a conducive macroeconomic environment for sustainable agricultural
development. It is worth noting that growth of GDP estimated at 6.7% in 2011 has been
increasing and is projected to stabilize at 6.6% by 2012, the average inflation rate
dropped from 16.9% in 2005 to 7.4% in 2010 and is projected at 6.9% by 2012.
Commercial banks base lending rates have fallen from 25% in 2005 to 13% in 2010,
(GoM Annual Economic Report, 2011).
Rule of Law: The creation of a strong legal system that safeguards the interest of both the
nation and the individual is a fundamental factor for achieving sustainable economic
growth and development. This, among others, is envisaged to create an enabling legal and
regulatory framework that provides incentives for economic activities. In the agriculture
sector, a strong legal and regulatory framework covering areas such as credit, property
rights, patent rights and enforcement of contract farming and out growers’ schemes,
cooperatives and public/private partnerships would be instrumental in the development of
the sector through private sector involvement.
1.4.4 Comprehensive African Agricultural Development Programme (CAADP
Malawi, as a member of several regional economic groupings, has to align its

development activities to be consistent with achieving the development targets set at
regional level. Under the New Partnership for Africa’s Development (NEPAD), Africa’s
Heads of State and Government have recognized the critical importance of agriculture as
the cornerstone of sustained growth and poverty reduction through adoption of the
Comprehensive African Agricultural Development Programme (CAADP) - a strategy to
put African agriculture on the path of strong and sustained growth. The principles of
CAADP include achieving a 6 percent agricultural growth and allocating at least 10
percent of budgetary resources to the agricultural sector. The Malawi ASWAp shares the
principal elements and priorities of CAADP and closely mirrors its emphasis on
agricultural productivity.
CAADP comprises four mutually reinforcing pillars namely (1) sustainable land and
water management; (2) improved market access and integration; (3) increased food
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supplies and reduced hunger; and (4) research, technology generation, dissemination and
adoption which is a cross-cutting pillar supporting and reinforces the other three pillars
(Figure 1).
Fostering Agricultural Transformation for

Food Security, Economic Growth and Poverty
Reduction in Africa
CAADP
Pillar 2 Pillar 3
Pillar 1
Rural infrastructure & Increasing food
Land & water
trade related capacities supply & reducing
management
for market access hunger
Pillar 4
Agricultural research, technology dissemination & adoption
Figure 1: The Four Pillars of CAADP

1.4.5 Development Assistance Strategy
The Development Assistance Strategy (DAS) sets out the policy and strategies for
increasing efficiency and effectiveness in the mobilization and utilization of Aid in
achieving the development results set out in the MGDS. The DAS seeks to achieve these
outcomes through the operationalisation of the norms of the Paris Declaration on Aid
Effectiveness. The five norms are: (i) National ownership of the development agenda; (ii)
Alignment of Development partners to the National Development Strategy and
Government systems; (iii) Harmonization of Development partner’s systems and
activities; (iv) Managing resources and decision-making for results; and (v) Mutual
accountability for development results.
The ASWAp seeks to operationalise the DAS policy framework through the development
and enforcement of the Malawi CAADP Compact. The ASWAp seeks to provide a
framework to which external partners can align, by reducing the number of individual
projects, increasing co-financing of larger projects, ensuring that projects support specific
components and sub-components of the ASWAp and that they contribute to key output
and outcome indicators identified in the results framework.
1.5 OUTLINE
Figure OF Tpillars
2: The four HE ASWA P DOCUMENT
of CAADP
The ASWAp is organized as follows: Chapter 1 is an introduction and presents the

assumptions for successful implementation of the strategy and the guiding policy
frameworks. Chapter 2 provides rationale and justification of the ASWAp. Chapter 3
summarizes the past performance of the agriculture sector. Chapter 4 presents priority
6|Page
investments of the ASWAP whereas Chapter 5 provides information on implementation

arrangements.
7|Page
CHAPTER TWO
RATIONALE FOR THE ASWAP

2.1 JUSTIFICATION FOR THE 6 PERCENT AGRICULTURAL GROWTH TARGET
Stakeholders agree that Malawi needs substantial increases in its agricultural growth rate
if it is to significantly reduce poverty and lay the foundation for any kind of structural
transformation that would benefit a large portion of the population. The CAADP, which
is a concept of NEPAD, had set the agricultural growth target at 6 per cent for the African
continent. All African countries were tasked with finding ways to achieve this target. The
ASWAP is therefore using a minimum target of 6 per cent growth in the agricultural
sector as recommended by CAADP.
In general, the ASWAp will encourage broad-based agricultural growth in order to

achieve the 6 per cent annual growth rate as prescribed by MGDS and CAADP with the
assumption that it will be supported with an allocation of at least 10 per cent of the
national budgetary resources as per the Maputo Declaration.
2.2 THE CGE MODEL PRIORITY OPTIONS FOR MALAWI
An economy-wide Computable General Equilibrium (CGE) model was developed for

Malawi to define priority options for investment under the ASWAp using the various
commodity scenarios in Table 2 (Benin et al., 2007). The model reveals that the maize-
led strategy contributes about 28 per cent and 30 per cent to the CAADP growth and
poverty reduction targets, respectively.
Table 2: Agricultural Commodities in the CGE Model

Maize-led Other Cereals- Root crop-led Pulses-led Horticulture-led
led
Maize Rice Cassava beans, >Fruits (banana,
Millet Sweet soybeans, mango, citrus,
Sorghum Potatoes pigeon peas pineapple)
Irish Potatoes Groundnuts >Vegetables
(tomato, onion,
garlic, shallot)
>Spices (chillies,
paprika)
>Tree-nuts
(macadamia,
cashew)
8|Page
Tobacco- Other export Livestock-led Fisheries-led Forestry-led

led crop-led
Tobacco Cotton Poultry Fisheries Forestry
Sugarcane cattle, (Capture
Tea goats, fisheries &
pigs acquaculture)
Source: Benin et al. (2007).
Figure 2 presents the extent to which specific agricultural commodities generate

additional agricultural growth above the baseline scenario. It is apparent from the model
that at national level, tobacco and maize based strategies bring the most additional
agricultural growth relative to other agricultural commodities. Benin et al. (2007)
concluded that achieving the 6 per cent agricultural growth is feasible, but this requires
additional growth in other high value crops and not only in maize or tobacco.
In terms of farm sizes, it is important to note that additional agricultural growth is likely
to come from small-scale farmers particularly resulting from a maize-led strategy.
Tobacco is likely to be the main commodity that will bring additional growth among
large-scale farmers. It is important to note that ecological zones matter in the importance
of commodities in agricultural growth. Maize is an important contributor to additional
growth in Machinga, Lilongwe, Blantyre and Karonga ADDs. On the other hand, other
export crops, particularly cotton, are the dominating commodity that will lead to
additional growth in Salima and Shire Valley ADDs while tobacco dominates in
Lilongwe, Mzuzu and Kasungu ADDs.
Forestry-led Fisheries-led Livestock-led

6 Other-export-crop-led Toba cco-led Horticulture-led
Pulses-led Root-led Other-cerea ls-led
Additional annual production growth (%) .
5 Ma ize-led
-1
-2
National
Blantyre
Medium-scale
Urban farm
Machinga
Rural farm
Mzuzu
Kasungu
Karonga
Small-scale
Large-scale
Salima
Lilongwe
Shire Valley
_____________________________________________________________
Source: Benin et al. (2007)
Figure 3: Sources of Additional Production Growth by Farm Household Groups
9|Page
The results of the CGE model also reveal that incomes will be driven mainly by growth
in tobacco, cotton and maize. This, however, depends on the agro-ecological zone in the
country (Figure 3). For instance, tobacco will significantly contribute to incomes in
Mzuzu, Kasungu and Lilongwe ADDs while other export crops (such as cotton) are
important in Salima and Shire Valley ADDs.
Forestry-led Fisheries-led Livestock-led

2.5
Other-export-crop-led Toba cco-led Horticulture-led
Additional annual per capita income growth (%) .
Pulses-led Root-led Other-cerea ls-led

2.0 Ma ize-led
1.5
1.0
0.5
0.0
-0.5
National
Blantyre
Rural
Medium-scale
Urban farm
Machinga
Urban non-farm
Mzuzu
Urban
Karonga
Kasungu
Rural non-farm
Small-scale
Large-scale
Salima
Lilongwe
Shire Valley
_______________________________________________________________
Source: Benin et al. (2007).
Figure 4: Sources of Additional Per Capita Income by Household Groups in Malawi
However what is clear is that, in order to achieve the targeted 6 per cent agricultural
growth rate, there is need to increase investments in the agricultural sector. Benin et al.
(2007) noted that increasing agricultural growth to meet the 6 per cent target requires that
government spending on agriculture would have to grow by 23 per cent per annum,
resulting in 33 per cent of the total budget allocated to the agricultural sector by 2015.
Although, no specific investment priorities were identified, Benin et al. (2007) suggest,
consistent with the analysis presented in this document, that such spending should focus
on key activities such as promotion of increased use of inputs (fertilizer, improved seed,
pesticides, herbicides); development, dissemination and utilization of economically
viable technologies and options; irrigation development; and infrastructure development.
Value addition through agro-processing is also a good option and the potential
commodities for processing include tobacco, cotton, sugarcane, cassava, vegetables,
fruits, chillies, paprika, coffee, tea, milk and fish.
10 | P a g e
2.3 JUSTIFICATION FOR ASWAP FOCUS AREAS
2.3.1 Improved Food Security and Nutrition
The MGDS sees food security as a prerequisite for sustainable economic growth and
states that food should be available in sufficient quantities, either through domestic
production or through imports, so that Malawians have access to sufficient nutritious
food to lead a healthy and productive life. It is the intention of the government to move
away from the experience of severe food shortages that characterised the final decade of
the last millennium and the first five years of the current one to a situation of sustainable
food and nutrition security.
a) Food Security
Government has been promoting maize production for food self sufficiency at household
and national levels through production by both smallholder and large scale farmers.
However commercial production of maize by large scale farmers declined due to poor
prices of maize that led to low profitability thereby leaving maize production in the hands
of smallholder farmers only. Consequently not enough maize has been produced to feed
the nation annually due to input constraints faced by smallholders.
Due to the maize shortages experienced, the Government’s central policy during recent
years has been to promote maize production at household and national levels primarily by
a targeted input subsidy programme with more than 50 per cent of the current budget of
the MoAFS is allocated to the input subsidy. Targeted at small-scale farmers, it has
resulted in major maize production increases from 1.2 million metric tonnes in 2004/05
up to 3.4 million metric tonnes in 2009/10. This production recorded in 2009/10 resulted
into a surplus of about one million metric tonnes.
The targeted input subsidy programme needs to be continued and improved in order to
achieve sustainable food security. In order to maximize the payoffs to such investments
there is need to increase complementary research and extension efforts towards achieving
greater efficiency in resource use. This can be accomplished by better targeting of
nutrients and water availability to plants, adoption of good agricultural practices
managing post-harvest losses and responding adequately to climatic variability.
In addition to maize self-sufficiency, diversification of smallholder farming systems can

increase food availability, through creating economically attractive production options for
drought-resistant crops such as cassava, sorghum and millet. As importantly, the evidence
is clear that, once farmers reliably achieve food security, they rapidly explore other,
potentially more profitable, livelihood options (both on- and off-farm). This further
diversification helps reduce the vulnerability of households to unexpected shocks.
There are, however, challenges to this strategy as shown by published Malawi

experimentation. Conventional rotation and intercrop systems often produced moderately
reduced quantities of grain compared to monoculture maize, which could be unacceptable
to risk-adverse farmers on small land holdings (even though legume grain has enriched
11 | P a g e
value compared to maize grain). The notable exceptions are the long-lived legumes for
which reliable on farm Malawi data show can produce the same quantity of grain as
monoculture maize, and which increase the fertiliser use efficiency from 17kgs of grain
from 1 kg of nitrogen to 30 kgs of grain. This indicates that shrubby legumes could
transform the economic viability of fertilizer subsidy policies.
Over the past years, other strategies have been tested for coping with the risks of drought,
food supply shortfalls and price variability. These pilot interventions involved weather
insurance, price hedging, warehouse receipts, increasing storage capacity and agricultural
credit. The application of these risk management approaches has the potential to reduce
the variability of Malawi’s maize supply and prices. These approaches would also
strengthen Malawi’s ability to participate in regional grain trade.
b) Nutrition Security
The long term goal of government is to significantly reduce the degree and severity of
malnutrition in all its forms in the country i.e. chronic and acute malnutrition and micro-
nutrient deficiency disorders among the men, women, boys, girls, under-five children,
expectant and breast feeding mothers, and people living with HIV and affected by AIDS.
The ASWAp programmes will therefore ensure that Malawians have both physical and
economic access to adequate nutritious food for an active healthy life. The ASWAp will
therefore address most of the critical factors which create a food and nutrition insecure
situation in Malawi mainly; chronic poverty; low agricultural productivity; low food
intake due to lack of economic opportunities either to produce adequate nutritious food
or to exchange labour for income to purchase nutritious food; poor food utilization due to
inadequate knowledge and skills about food values; food choices, dietary diversification
and child feeding practices; poor nutrition education which is currently targeting women
and not reaching men as decision makers at household level; inadequate knowledge,
skills and technologies for food preparation, processing and preservation; inadequate
capacity of institutions to implement nutrition programs at national, district and
community levels.
2.3.2 Commercial Agriculture, Agro-processing and Market Development
Agricultural commercialization aims at increasing value addition to agriculture and

productivity of farmers while reorienting smallholder sub-sector towards greater
commercialization and international competitiveness. The government seeks to broaden
participation of smallholders in commercial crops, livestock and fish production. This
will be achieved by promoting contract farming (principally of tobacco, cotton and
horticultural crops), out-grower schemes (e.g. sugar, tea, horticultural crops) and farmer
cooperatives. Most of the export crops are grown on commercial estates and expansion of
smallholder participation will ensure that the benefits to agricultural growth trickle down
to the poor.
To compete on international markets, Malawi needs to upgrade the quality of export

commodities for higher unit value on international markets and to pursue niche markets
(e.g. vegetables, paprika, chillies, fruits) of commodities for which it has a comparative
12 | P a g e
advantage. This will require a significantly enhanced research and development

programme, closely linked to emerging and changing market needs. There are
opportunities for import substitution by promoting local agro-processing industries
oriented towards food and feed production such as cassava starch, poultry feed, canned
fruits and vegetables, fruit juices, dried fish, milk and milk products, meat and meat
products, and potato crisps.
2.3.3 Sustainable Agricultural Land and Water Management
The critical natural resource inputs into the production of food and commercial crops are
land and water. However, these resources are not sustainably managed resulting in land
degradation, soil erosion, deforestation, diminishing water resources and declining
biodiversity. Sustainable land and water management is key to sustained agricultural
production.
(a) Land resources

This sub-programme mainly targets higher efficiency of soil nutrients (mainly nitrogen)
and available rain water use efficiency, to maintain and increase crops and fodder
productivity. This in turn would allow for sustainable cash cropping and food
diversification. Actions under sustainable land management (SLM) will therefore
emphasize better land husbandry at farm level, including integrated soil nutrient
management relying on both organic and inorganic technologies. Adapted conservation
agriculture practices will increase the soil water and nutrient buffer capacity to ensure
higher productivity of rain-fed crops and mitigate the effects of weather variability and
climate change. This approach will also reduce loss of agricultural land, especially in
more fragile area, and protect vulnerable areas.
The ASWAp recognises that much investment in conservation agriculture has already
been made in Malawi and uptake has been modest. However, the overall thrust of the
ASWAp is the widespread introduction of profitable farming options to the poor. The
evidence is clear that, as farmers rise out of poverty, so they diversify and are able to take
the longer term decisions to protect their environment. Thus as the ASWAp starts to
create a profitable basis for agriculture in Malawi, so efforts will be increased to promote
sustainable farming approaches.
(b) Water resources
Malawi agriculture is dependent on rain which is currently not reliable because of climate
change. In the context of increased weather variability and climatic change, increasing
water use efficiency and strengthening irrigation potentials will contribute to increased
revenues to farmers. However these investments are only justified for high-value crops
for local and export markets.
(c) Climate Change Issues
Climate Change effects, droughts and floods, are the major climatic hazards affecting
crop production and the fisheries sector and have been responsible for the declining or
13 | P a g e
even drying of water bodies resulting in low fish production. The possible interventions
to mitigate the effects of climate change are many and have been included in the focus
areas of the ASWAp.
2.3.4 Agricultural Research and Extension Services
Public expenditure on agricultural research and extension is currently low and major
investments are needed to revitalize the research and extension services increased
agricultural production is to be successful. Furthermore, international and regional as
well as private technology flows need to be further integrated and diffused to farmers.
The ASWAp will strengthen technology generation (research) and technology
dissemination (extension) services.
2.3.5 Institutional Development and Capacity Building
The successful pursuit of an Agricultural Sector Wide Approach requires strengthening

of the capacities of the Ministry of Agriculture and Food Security to design and
implement a coordinated investment programme. It also involves strengthening the
capacities of other stakeholders in the sector such as farmer organizations, civil society
and communities.
Improvement in systems and processes in programme planning, budgeting, procurement,

financial management, monitoring and evaluation, and administration will encourage
donors to contribute directly to a national investment plan. Furthermore training
programmes targeting the resolution of critical gaps in technical skills will enhance the
capacity of the Ministry to implement the agreed agenda. Institutional development and
capacity building, for state and non-state actors, are cross cutting in nature and are a pre-
requisite to the success of the ASWAp.
Institutional Development and Capacity Building activities under the ASWAp will take
into account the core function analysis (CFA) undertaken for MoAFS. This determines
the specific roles that different players in the sector play based on their identified
competences and capacities. The ASWAp will also finance capacity and institutional
strengthening of farmers unions, commodity bodies, water user associations and other
relevant stakeholders.
Through ASWAp focused training programmes at the universities and colleges of

agriculture will be supported to enhance skills of professionals necessary to work with
farmers, agricultural educators, researchers and extension staff to harness knowledge and
information from various sources to create improved livelihoods for the poor. ASWAp
will create an enabling environment that encourages interaction amongst all actors in the
system to put knowledge into socially and economically productive use and make
knowledge available through dissemination practices that promote interaction and
learning by all.
14 | P a g e
CHAPTER THREE
SECTOR PERFORMANCE AND KEY CHALLENGES
3.1 SECTOR PERFORMANCE
In analyzing performance of the agricultural sector, trends in agriculture growth, food

production and security, livestock production and agricultural trade performance were
examined.
3.1.1 Agricultural Growth
The performance of the agriculture sector in terms of output has not been consistent. It is
important to disaggregate data to get a clear perspective on changes in the agriculture
sector. Between independence and the late 1970s, the estate sector (farming leasehold
land) was the engine of growth, exporting tobacco, tea and sugar. The smallholder sub-
sector (farming customary land) focused on food production – especially maize for
national food self-sufficiency. The estate sub-sector grew at an average of 17 percent per
annum over the period 1964-1977, while the smallholder sub-sector grew at an average
rate of 3 percent per annum (well below the rate needed just to maintain food needs)
(Conroy et al, 2007).
The bias in favour of estates at the expense of smallholders took many forms: customary
land was annexed from the smallholder sub sector; smallholders were legally prevented
from growing important high value crops (burley tobacco, tea and sugar were reserved
for the estate sub sector); smallholder producers of export crops were paid less than the
export parity price by the state marketing board with most of the resulting profits
channelled into the development of the estate sub sector. The smallholder sector was
relied upon to provide a marketable surplus of the staple food, maize, to feed estate and
urban workers.
Nevertheless, the 1970s were characterized by substantial support by the government to

the agricultural sector and consistency in policies with respect to subsidization of
agricultural inputs, access to agricultural credit administered by the government through
farmers’ clubs, availability of produce markets, farmers’ access to extension services, and
increased investments in research and development. The consistent weakness was the
failure to create broad-based change across the smallholder sector.
The aggregate agricultural growth during the period 1970-2005 agricultural output was
4.35 per cent per annum, much lower growth rates were registered in the 1980s and in the
2000-2005 period (Table 3). Recent figures show that agricultural output just grew by
2.16 per cent per year between 2000 and 2005, much lower than in the 1970s, when the
15 | P a g e
average annual growth rate was 5.35 per cent2. The growth rates in GDP per capita and
agricultural GDP per capita were generally negative during the 1980s and early 1990s,
with some improvements in the late 1990s. The late 1990s actually registered higher
growth rates in GDP per capita and agricultural GDP per capita than during the 1970s.
The high growth rate in agricultural GDP in the 1995-1999 period is probably an
anomaly and can be partly attributed to a reported (but probably overstated) estimate of
the increase in production of root crops for home consumption such as cassava and sweet
potatoes.3
The smallholder agricultural sub-sector had the worst growth rates, with a decline of 1.8
per cent per annum between 2000 and 2005– these were the years when financial support
for farm inputs was withdrawn. From 2006 – 2009, Malawi has experienced positive
agricultural growth (9.23%) largely due to the successful implementation of the Farm
Input Subsidy Program and favourable weather patterns in the period.
Table 3: Percentage Growth in the Agriculture Sector’s Output, 1970 - 2009

Indicator 1970-79 1980-84 1985-89 1990- 1995 2000 2006-
94 -99 -05 09
Gross Domestic Product 5.9 1 3.03 0.61 6.4 1.55 7.28
Agricultural GDP 5.35 0.36 1.28 2.15 15.06 2.16 3.63
GDP per capita 2.4 -2.08 -0.2 -2.66 3.17 -0.28 13.6
3
Agricultural GDP per
capita 1.9 -2.7 -1.89 -1.19 11.55 0.36 4.99
Source: Chirwa et al; 2006 - 2009 Updated using data from Annual Economic reports, IMF,
Resakss
3.1.2 Food Production and Food Security
Achieving national food security has been one of the major objectives of agricultural
policies adopted since independence. In Malawi, national food security is mainly defined
in terms of access to maize, the main staple food. Thus, even if the total food production
is above the minimum food requirement, but maize supply is below the minimum food
requirement, the nation is deemed to be food insecure. The nation therefore faces a food
crisis if the production and supply of maize falls below the minimum required levels.
Despite the fact that other food crops such as rice and cassava are alternatives to maize in
some parts of the country, maize has remained the main staple food for Malawians4. This
has not happend by chance considering that maize is a potentially highly productive crop
which stores well under Malawi smallholder farmer conditions.
2
As noted earlier, the impressive growth rates in the 1970s were achieved through a narrow based policy
environment. The lower growth rates today reflect the drag inflicted on the economy by the increasing
poverty consequent upon those earlier policies.
3
World Bank (2003) notes the estimates for root crops (cassava and sweet potatoes) tend to be overstated
and understate the potential food shortages
4
In a study of recipients of the free farm inputs in 1999/00 season, 96.4 percent reported that maize was the
staple food for the household, while cassava is a staple only for 2.8 percent and rice for 0.5 percent of the
sampled households (NSO, 2000)
16 | P a g e
Measured against the minimum maize requirement of 185 kilograms per capita5, Malawi
was, in aggregate terms, self-sufficient in maize production in the 1960s and 1970s
(Figure 4) when there were fewer people and larger farms. Even so, the nutrition data
show that the distribution of available food was highly uneven, indicating significant
household food insecurity. Maize production was heavily dependent on a blanket maize
fertiliser subsidy programme. Blanket subsidies of this type were recognised as an
inefficient way of helping the poor and were, therefore, targeted early on in Malawi’s
reform process.
The period of economic reforms which started in the 1980s were accompanied by
increased imports of maize to satisfy domestic demand6. While poor weather conditions,
low maize productivity and high population growth were factors in causing the growth in
maize imports, the major influence was the withdrawal of subsidised fertiliser.
Furthermore, the smallholder credit system which delivered the subsidised seed and
fertiliser to the larger smallholders was implemented with draconian penalties against
those who defaulted.
The severe 1991-2 drought made it was impractical and inequitable to demand credit
repayments from families on the edge of survival leading to the collapse of a state
managed credit system; this was combined with the sharp rise in international fertiliser
prices- a disastrous effect on household food security and national food sufficiency.
The 1996/7 supply of marketed maize (after a good growing season) fell precipitously,
the village level purchase price of maize quadrupled, and there was widespread hardship
amongst the majority poor section of the population. The liberalisation of markets
(agreed generally as essential to Malawi’s future growth) was rapidly becoming
discredited amongst the public by the high consumer price of maize and by the
conspicuous rents evidently being extracted by private traders. The economy was
experiencing all the downside effects of liberalisation, but few of its benefits.
5
In fact, this excludes losses between harvest and consumption, a more valid figure allowing for such
wastage is 220 kilograms.
6
Other food crops such as rice, cassava, sorghum and potatoes are bridging these shortages in maize
production and supply and there were substantial reported increases in cassava production in the late 1990s.
However, production statistics for sweet potatoes and cassava appear unreliable with these crops
accounting for a small fraction of consumption.
17 | P a g e
350
300
Kilograms per Capita
250
200
150
100
50
0
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
Years
Cassava Maize Potatoes Rice (Milled Equivalent) Sorghum
Source: Computed using FAOSTAT data

Figure 5: Trends in Main Food Staples per Capita, 1974-2007
The outcomes were that per capita maize production since the early 1990s has fluctuated
between 170 and 220 kilograms, with sharp declines in 1992 (67 kilograms) and in 1994
(105 kilograms) (World Bank, 2003). At household level, recent surveys indicate that the
average months of food security for rural households from own production in a normal
year is between 6 and 7 months. Food supplies in Malawi fluctuated between 1.6 and 1.7
kcal per capita per day from 1996-99 compared to the minimum requirement of 2.2 kcal
per capita per day. The increase in food production in 1999 and 2000, and from 2005 to
2009 has been largely attributed to good weather and the implementation of the
agricultural safety net programmes, including the free ‘starter pack’, the targeted input
program and the input credit facilities from the Malawi Rural Finance Company and the
Farm Input Subsidy Program.
There is, therefore, a critical link between food security, and maize inputs availability and
the relevance of a policy focus on these key areas in addressing poverty in Malawi. The
underlying fact is that unless Malawi farmers have access to improved inputs for both
food production and diversification, unacceptably large numbers of the poor will be
exposed to hunger. It is in recognition of this fact that the Malawi Government has added
a significant emphasis to investment in agriculture as a prerequisite for economic growth
and resulted in the successful implementation of the fertilizer subsidy programme FISP.
Recent government support towards the smallholder sector through FISP, combined with
good rains, has led to significant increases in maize production from 1.2 million metric
tons in 2004/05 to 3.4 million metric tons in 2009/10.
The renewed emphasis on agricultural sector has transformed Malawi from a net importer
to a net exporter of maize and allowed the majority of households to attain food security
since 2005/06. It has also led to low and stable maize prices- very important in a country
where the majority of households are net consumers and food accounts for over 60 per
cent of household income.
18 | P a g e
3.1.3 Trends in Livestock Production
The trends in levels and growth of livestock per capita show that livestock production has
been declining (Figure 5). The numbers of chickens and cattle per capita have been
declining, with the average in the last past five years being lower than that recorded in the
early 1970s. The per capita number of goats, however, has marginally increased. The
poor performance of the livestock sector is partially a reflection of the lack of emphasis
in the agricultural strategies and policies towards livestock. Another factor is the poor
performance of the cropping sector- as the demands for cropping land increase, so
farmers move more into traditional grazing areas and cropping displaces livestock. Thus
increases in grazing livestock in Malawi will depend on improved productivity in arable
agriculture. Livestock also serve as security assets especially for the poorest households;
in times of crisis, animals will be sold to raise cash for food and other needs. The dairy
farming sector in Malawi is just being developed, but it faces several capacity constraints
including lack of financial resources to purchase cows, poor farm management, outdated
machinery in some dairy processing plants, and lack of competition in milk processing.
Source: Computed using FAOSTAT data

Figure 6: Livestock Production Trends: 1970 – 2008
3.1.4 Agricultural Trade Performance
The agricultural sector contributes more than 80 per cent of foreign exchange earnings,
with exports dominated by tobacco, tea and sugar (Table 4). Maize is mainly grown to
meet the subsistence needs of many farming households, with only 15 per cent of total
production being marketed. Tobacco is the major export crop in Malawi accounting for
about 71 per cent of total exports in the 1995-99 period from 47.7 per cent in the 1970s,
although its share in export dropped to 55 per cent recently due to declining prices. Tea
has been traditionally the second foreign exchange earner, but its significance has been
declining from 21.2 per cent in the 1970s to 8.8 per cent in the late 2000s. Sugar has
19 | P a g e
traditionally been the third most important export commodity but is now taking over from
tea, thereby accounting for 11.4 per cent of export earnings in the 2000-05 period. With
the liberalization of burley tobacco production and marketing, smallholder farmers now
account for about 70 per cent of the total national output.
Table 4: Composition of Export Earnings by Main Commodity

Commodity 1970- 1980- 1985- 1990- 1995- 2000- 2006-09
79 84 89 94 99 05
Tobacco 47.7 50.4 57.7 69.9 70.5 54.6 65.06
Tea 21.2 18.2 14.4 9.7 9 8.8 6.27
Sugar 7.1 13.3 10 6.7 7 11.4 6.66
Cotton 2.9 0.7 1.2 1.1 1.7 2.1 2.32
Other (non-
agric) 13.4 11.6 8.9 9.5 6.6 19.4 19.7
Source: Chirwa et al, Updated for 2006 – 2009 using data from RBM Financial and Economic
Review, Annual Economic reports
Groundnuts, traditionally one of the smallholder cash crops, used to be one of the major
export crops until the late 1980s when the export market collapsed between 1990 and
1999 due to a change in demand for Chalimbana groundnut. Organized markets are
critical for the success of smallholder commercialization and participation in high value
crop production.
Malawi’s trade problems are not entirely due to trade barriers imposed by the rich
nations. Importantly, it simply does not produce enough goods to trade of the right
quality and the right price. The landlockedness makes Malawi one of the high cost
producer in world markets due to transportation costs, despite the low earnings of its
farmers.
20 | P a g e
180000
160000
Sugar Tea Tobacco
140000
120000
Exports (MT)
100000
80000
60000
40000
20000
0
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
Years
Source: Computed Using FAOSTAT data

Figure 7: Growth in Agricultural Exports, 1971 - 2007
3.2 KEY CONSTRAINTS TO THE AGRICULTURAL SECTOR
There are several key constraints in the agricultural sector. The constraints include low
and stagnant yields, over dependence on rain-fed farming which increases vulnerability to
weather related shocks, low level of irrigation development, and low uptake of improved
farm inputs. In addition, low profitability of smallholder agriculture is influenced by
weak links to markets, high transport costs, few farmer organizations, poor quality
control and lack of market information.
3.2.1 Low Productivity
The poor performance of the agricultural sector in Malawi is partly attributed to the low
levels and growth rates in productivity. Figure 7 presents trends in productivity of main
agricultural crops in Malawi between 1970 and 2005. Productivity is narrowly defined as
output per hectare of land cultivated indexed to base 1970. This shows that productivity
in most of the agricultural crops increased but not sufficiently to offset the effects of
population growth. The percent yield gaps range from 38 per cent to 53 per cent for
cereals, and 40-75 per cent for legumes.
There have been marginal increases in maize and rice productivity, a substantial increase
in cassava productivity (although there are serious reservations on the reliability of the
data), and a decline in sorghum productivity. Until the early 1990s, when burley tobacco
production was liberalised, tobacco farming registered steady improvements in
productivity with a modest positive trend line, although there has been a reversal more
recently. The period that shows declining productivity in tobacco is associated with
increased involvement of smallholder farmers since the liberalization of the sector in the
late 1990s. Tea is the only crop that has witnessed steady improvements in productivity
since 1970. There has, however, been declining productivity in the past six years in both
maize and rice production. In fact most of the crops show negative rates of productivity
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growth in the 2000-05 period, with the exception of beans and tea. This period includes
the famine years of the early 2000s and may not represent a long term reversal of
productivity growth.
Maize Rice, paddy

3 Maize Linear (Maize)
3
Production (MT/ha)
Production (MT/ha)
Rice, paddy
2 2
1 1
0 0
1970
1975
1980
1985
1990
1995
2000
2005
1970
1974
1978
1982
1986
1990
1994
1998
2002
2006 Years Years
Cassava
25 Sorghum
Cassava Linear (Cassava) 1
Production (MT/ha)
Sorghum
Production (MT/ha)
20
0.8
15
0.6
10 0.4
5 0.2
0 0
1970
1973
1976
1979
1982
1985
1988
1991
1994
1997
2000
2003
2006
1970
1974
1978
1982
1986
1990
1994
1998
2002
2006
Years Years
Tobacco Tea
1.5 Tobacco Linear (Tobacco) 3
Production (MT/ha)
Production (MT/ha)
Tea Linear (Tea)
1
2
0.5
1
0
0
1970
1974
1978
1982
1986
1990
1994
1998
2002
2006
1970
1974
1978
1982
1986
1990
1994
1998
2002
2006
Years Years
Source: Computed from FAOSTAT data

Figure 8: Productivity Trends in Main Agricultural Crops, 1970- 2006
The major contributing factor affecting productivity in the smallholder sector in Malawi,
as outlined previously, is the low input use. Inadequate access to agricultural credit,
output and input markets, unfavourable weather, small land holding sizes and failures in
technology development and transfer further exacerbate to low productivity. Even if
farmers attempt to diversify their production, the options are very limited as the needed
improved inputs (and the advice to go with them) are not readily available. Profitability
22 | P a g e
based around fixed production recommendations has been eroded as prices for major
inputs such as fertilizers and chemicals have increased substantially.
There are some useful exceptions. In the tea sector, smallholder farmers are inter-linked
with commercial tea estates in an input-market relationship without the problem of side
selling7. In the coffee sector, smallholder farmers through their cooperative, manage
savings and credit scheme that is facilitating access to inputs. In sugar, interlinking
smallholder farmers with the buyers is facilitated by the availability of a single market for
sugarcane. Quite naturally, market buyers are unwilling to put up capital for farmers to
buy needed inputs if they are unsure of being able to recover the debt through side
selling.
Similarly, although there has been an increase in livestock in absolute terms, supply fails
to meet demand. The recent trends in cattle and chicken per capita is a declining one,
while for goats there is an increasing trend in per capita goat production. The livestock
sector experiences problems of lack of capital to invest in herd stock and ineffective
control of animal diseases. Fish production in most of Malawi’s water bodies has been
declining in recent years due to over exploitation, poor pre- and post-harvest handling by
communities and poor enforcement of legislation and preservation of fish stocks.
3.2.2 Nature of Farming System and Adverse Climatic Conditions
The agricultural sector is heavily dependent on rain-fed cultivation. Malawi has 3 million
hectares of agricultural cultivatable land, but more than 99 per cent of agricultural land
remains under rain-fed cultivation. The rain-fed nature of smallholder farming makes
agricultural production prone to adverse weather conditions such as drought and floods.
The country has experienced a number of climate change-related hazards over the past
decades, particularly increased incidence of drought, dry spells, intense rainfall with
riverside and flash floods, poor distribution of rainfall, and pest and disease outbreaks. In
1970, only 0.06 per cent of cultivatable land was under irrigation, but this has marginally
increased to 0.47 per cent in 2005. More recently, government and non-governmental
organisations have been promoting irrigated cropping during the rainy and dry season
using low cost irrigation equipment such as treadle pumps. Most of the bumper harvests
in maize have been in years that Malawi had good rains.
7
Side selling is the practice of conducting marketing arrangements outside the pre-agreed contract.
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3500
Maize (mt)'1000 Rainfall (mm/annum)
Maize production (MT) '1000

3000
2500
2000
1500
1000
500
0
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Years
Figure 9: Rainfall and Maize Production, 1970 - 2008
3.2.3 Small Land Holding Sizes, Fragmentation and Degradation
Smallholder production is on customary land, on which rights to cultivate and transfer

land is conferred by traditional chiefs. With the growing population, customary land has
become more fragmented and the land holding sizes have declined. Average land size
holding per household in Malawi is 1.2 hectares while the average land per capita is 0.33
hectares (GOM and World Bank, 2006). In addition, per capita land holdings are highly
skewed, with the poor holding only 0.23 hectares per capita compared to the non-poor
that hold 0.42 hectares per capita. The small land holding sizes are reflected in Figure 9
which shows the trends in per capita cultivatable land in Malawi. Per capita land holdings
have been declining since 1970s, partly due to population growth of 3 per cent per
annum. The increase in cultivated land may be due to cultivation of marginal and less
productive land.
0.5
0.4
Hectares
0.3
0.2 Arable land per capita Linear (Arable land per capita)
0.1
0
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
Years
Source: Computed based on FAOSTAT data

Figure 10: Trends in per capita arable land, 1970 – 2006
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The methods of cultivation on these small land holdings among smallholder farmers
remain traditional and non-mechanised. Several studies in Malawi have shown a positive
relationship between technology adoption (e.g. fertilizer use) and land sizes among
smallholder farmers. There have been several government efforts promoting the adoption
of fertilizers, hybrid varieties and modern methods of farming and the provision of price
incentives through progressive market reforms. However, due to partly diminishing land
holdings the supply response has remained weak. At current market prices for inputs and
outputs, adoption of higher productivity technologies is simply impossible for the poor
given their low purchasing power.
The absence of widespread adoption of more productive agricultural technologies has

resulted in land degradation due to continuous cultivation, soil erosion, deforestation and
limited technology adoption on land and water management.
3.2.4 Erosion of Agricultural Services
The liberalization of the agricultural sector witnessed the State withdrawing from direct
interventions on input, output and financial markets in order to bring operational
efficiency and to ensure private sector development. However, product markets and input
markets for agricultural growth are still functioning imperfectly. With respect to product
markets, most smallholder farmers are poorly organised and lack bargaining power over
pricing of agricultural produce. Transaction costs remain high due to low traded volumes
of agricultural produce and lack of agricultural financing. In the input market, access to
agricultural financing is limited among smallholder farmers, particularly since the
collapse of the government run smallholder credit scheme. Commercial banks and
microfinance institutions consider lending to the agricultural sector as a risky investment;
preferring to lend to non-farm sectors.
There has also been erosion of extension services. The supply-driven system of training
of individual farmers that used to work effectively in the 1970s has been undermined by a
growing farming population, collapse of the farmer club system, deaths and retirement of
extension workers, inadequate training of new workers, lack of retraining of existing
workers and declining resources allocated to the agricultural extension. NSO (2005)
revealed that only 13 percent of agricultural households got advice from an agricultural
adviser on crop and input management. The inadequate extension services have
implications on the extent to which research and technology developed can be
disseminated, adopted and efficiently utilized by smallholder farmers.
3.2.5 Limited Value Addition
Smallholder agriculture is associated with lack of value addition in agricultural products.

There is very little agro-processing and most smallholder farmers sell raw agricultural
produce without adding value. For the main cash crops, such as tobacco, groundnuts and
cotton, which are mainly grown by smallholder farmers there is no value addition by
smallholder farmers. However, in some cash crops such as cotton, sugar, tea and coffee
smallholder farmers are linked to commercial processing facilities and some value
addition takes place. For example, in the coffee sector, the cooperatives have their own
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processing facilities and smallholder farmers are producing some of the final products
such as Mzuzu coffee that is sold in retail markets both in Malawi and export markets.
Mzuzu coffee, for example, has achieved a premium price of up to 47 percent which
benefit smallholder farmers directly.
3.3 INSTITUTIONAL AND CAPACITY CHALLENGES
3.3.1 Weak and Poor coordination among implementing Institutions
Institutional structures with clear roles, responsibilities, and linkages supported by

adequate resources and systems capacities are essential for the delivery of development
programmes. Institutional arrangements for implementation of agricultural programmes
and delivery of related services involve both state and non-state actors at central and
district level. At national level, emphasis has been on the formulation and implementation
of sector policies, strategies, projects and programmes and this has largely entailed a top-
down approach. However, with the advent of decentralization, emphasis has shifted to
state and non-state institutions at district level, which now have a greatly increased role in
planning and implementation programmes and projects as well as delivery of services.
There are currently various ongoing institutional reforms within the sector that entail
changing roles especially between central and district level institutions on one hand and
between state and non-state actors, on the other. These include the Core Function
Analysis (CFA) Initiative by the MoAFS that aims at defining roles of state and non-state
actors in the planning and delivery of the ministry’s remit. In the course of doing so, it
will identify which functions the public sector should retain, which could be sub-
contracted, and those that should be privatized. Key elements of the analysis include:
• National and local level responsibilities: This involves delineating the
responsibilities of the MoAFS at central level (including the Agricultural
Development Divisions) from those of the districts. An overarching principle,
consistent with decentralisation policy, is that activities should be planned and
implemented at the lowest possible level.
• Responsibilities outside the public sector: This comprises defining which

functions can be implemented by other stakeholders. This may include
implementation through sub-contracting and, indeed, one of the challenges is to
identify ways to collaborate with the private sector.
At national level, key institutions in the agricultural sector comprise the Ministries of
Agriculture and Food Security, Irrigation and Water Development, Trade and Industry,
Local Government and Rural Development, Natural Resources, Energy, and
Environment; Development Planning and Cooperation, the Office of the President and
Cabinet, Department of Nutrition, HIV and AIDS, and Office of the Directorate of Public
Procurement. There are however unclear roles and responsibilities, weak implementation
arrangements, and rigidities amongst these stakeholders hence the need to enhance
coordination mechanisms so as to maximise synergies and complementarities. The
MoAFS therefore plans institutional reform across the sector in response to the results of
the core function analysis to ensure improved service delivery mechanism.
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The ASWAp activities will be implemented by a range of Ministries (including Ministry

of Industry and Trade, Ministry of Natural Resources, Energy and Environment), Local
Assemblies, as well as civil society, farmer’s organizations and private sector enterprises.
3.3.2 Weak Implementation and Management Capacities
There exist weak implementation and management capacities in the agricultural sector
that pose significant challenges to the implementation agricultural programmes. The
implementation of programmes is also hampered by shortage of skilled staff in the sector.
(a) MoAFS Capacity
The MoAFS has seven departments: Department of Crops; Department of Animal Health
and Livestock Development; Department of Agricultural Extension Services; Department
of Agricultural Research Services; Department of Land Resources and Conservation;
Department of Fisheries; Department of Agricultural Planning Services, and Department
of Administration and Support Services. In terms of human resources, the MoAFS has a
total establishment of 13,408 posts in various skill levels. Table 8 shows the number of
established posts by skills and operational levels. The current establishment suggests a
top heavy and administratively bloated structure. Each Head Office post supports 5 posts
at ADD and district levels. Similarly, in terms of skills, there are low ratios of number of
technical personnel to administrative/support personnel. For instance, at Head Office, the
ratio of administrative posts to technical is 1:1.05 implying that each technical post is
matched by an administrative post. Such a low ratio is also evident at the district level. At
ADD level, things are somewhat better with the ratio of administrative to technical staff
of 1:3.5.
There are also problems of vacant posts within the MoAFS. For example, in 2009, about
31 per cent of the establishment of the MoAFS was vacant. Most of the vacancies exist at
middle and operational levels of the MoAFS structure resulting in significant shortages of
operational staff such as extension workers. This has created work over-loads and
tremendous strain on existing staff which compromise on the quality of delivery of
programmes and services. Some of the factors that have led to staff shortages include
bureaucratic bottlenecks in the application of human resource policies, guidelines and
procedures coupled with less attractive remuneration packages than those available in the
private sector and non-governmental organizations (NGOs). Moreover, high staff
turnover and inadequate availability of trained personnel on the labour market have over
the years significantly worsened the vacancy situation within the MoAFS and the public
sector. In the meantime, information on capacity development needs is often anecdotal
and incomplete and requests for capacity building actions remain largely unsystematic
resulting in marked deficiencies in key skills within the public sector.
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Table 5: Current Establishment in the Ministry of Agriculture and Food Security

Grade and Skills Headquarters ADD District Total
Grade
Senior 37 13 - 50
Middle 212 291 64 567
Operational 2,139 3,072 7,580 12,791
Total 2,388 3,376 7,644 13,408

Skills
Technical 1,223 2,625 4,215 8,063
Administrative and Support 1,165 751 3,329 5,245
Services
2,388 3,376 7,644 13,408
Total
Source: MoAFS Human Resources Department
Weak institutional, management and operational capacities within the agriculture sector
are further reinforced by inadequate or lack of operational infrastructure and equipment
and ineffective policy and technical systems and procedures. Ultimately, these constraints
have contributed to weak and inadequate coordination and communication mechanisms
among the various actors in the sector.
(b) Non-state Actors
The principal non-state actors are the farmers themselves who are the main beneficiaries
of agricultural programmes. The main problem of smallholder farmers is that they are
highly unorganised with very few incorporated cooperatives and associations in
existence. As a result, smallholder farmers tend to have no or very little influence on
policy developments and project activities that influence their environment.
Private firms working in agriculture and agribusiness are also key stakeholders, as well as
potential beneficiaries. There have been very little linkages between farmers and private
firms that provide various services to the agricultural sector. For instance, contract
farming exists only in a few sectors and it covers an insignificant proportion of
smallholder farmers. Additionally, there are many communities and groups (as well as
schools and universities) who have significant capacity to play a more substantive role in
fostering agricultural change in Malawi. These groups and communities often include
local leaders who are influential in advising and guiding grassroots development and
members for such groups often highly motivated.
3.3.3 Past and Ongoing Support to Institutional Development and Capacity Building
Despite having substantial government and donor-funded support towards capacity in the
agriculture sector, there are still capacity gaps and institutional weaknesses. The problem
with most of the previous institutional development and capacity building support has
been lack of coordination and weak linkages with strategic sector objectives. Some of the
on-going programmes that are being implemented include:
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• Public Service Capacity Development Programme: with the objective of

improved development management and this addresses capacity constraints across
government, programme and project management, public financial management,
conditions of service and work ethics, policy making, and the structure of the civil
service.
• Farm Income Diversification Programme (2010 – 2014): within the overall
objective of improved rural livelihoods, this includes activities aimed at improved
capacity in trade policy.
• Irrigation, Rural Livelihoods and Agricultural Development Project (2006 –
2011): seeks to strengthen institutional capacity for irrigation development and
management.
• The ASWAP-SP (2008-2013): whose objective is to support the ASWAp, in
particular Focus Area 1, and to strengthen the capacity of MoAFS in view of
implementing a SWAp.
3.4 HIV/AIDS AND GENDER CHALLENGES
3.4.1 Gender, HIV/AIDS and Household Food and Income Security
Institutionally HIV/AIDS is having devastating effects on the agriculture sector. A study

in the Central Region of Malawi (Shah et al., 2002) found a significant number of
households suffering from chronic illness and unable to provide labour needed for
agricultural production. Resources, especially cash, which could have been used to
purchase agricultural inputs are used to pay for health care and funerals- further
depressing production and leading to lower levels of household income and nutrition. As
food security deteriorates, malnutrition increases. Low crop yields and the burden of
medical and funeral expenses forced many of the households affected by chronic illness
to sell produce in distress or to borrow. Households affected by chronic illness relied
more on ganyu labour (off-farm casual work), which reduced further productivity on their
own farms resulting to oversupply of casual labour hence low wages. Profitable (but
typically labour and cash intensive) crops such as tobacco are replaced by low
productivity, low input cassava and sweet potatoes. Land may have to be taken out of
cultivation altogether as there may not be sufficient labour to prepare and plant it, even to
low labour crops.
3.4.2 Gender, HIV/AIDS and Agricultural Research and Extension Services
The MoAFS is the largest provider of agricultural research and extension services to rural
farmers in Malawi. The Ministry has reported that the number of staff has been reduced
due to HIV/AIDS and its capacity to provide high quality research and extension services
to farmers has been reduced. Other stakeholders that provide agricultural services such as
microfinance and agro-input dealers have also been affected. These constraints indirectly
contribute to food insecurity at household level. The reduction in numbers of staff and
service providers makes it difficult for farmers to access services. In order to address
these constraints, the Ministry is emphasizing on introduction of pluralistic extension
services and promotion of lead farmers.
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Support services to agriculture are strongly affected as skilled and experienced staff
acquires the disease. The MoAFS alone reported losing 2275 staff from illness in the
period 1990-2006. The civil society and private firms working in the agricultural sector
have lost significant numbers of key professionals.
3.4.3 Other Gender Issues
There is an important link between gender and HIV/AIDS as woman and girls are
particularly vulnerable. They are more likely to suffer physical abuse, including sexual
abuse, than boys and men. Economically, they generally have lower levels of education
and have difficulty in moving away from abusive situations. Women and girls are
typically less aware of their human rights and less able to claim these rights. Women,
who represent 90% of carers of PLWAs, are also nearly two thirds of the population
affected by HIV/AIDS. Carriers of the virus are highly subject to discrimination and
gender-based violence.
Women are disadvantaged relative to men in every sphere of activity as they are poorly
protected by cultural and legal norms, typically less well educated, and are less numerate
and literate than their male contemporaries. In the broader agricultural context, gender
inequality is widespread. Female headed households are more likely to be food insecure
than male headed ones. Access to, and control over, agricultural assets (including land,
labour, and cash) is problematic for many women, leaving them with poorer availability
of advice, loans, and inputs. Few are active participants in household decision making,
and most are overburdened by the daily labour of cultivation, drawing water, cooking,
and running the household. In this unequal situation, they may be coerced or forced into
unsafe sexual activity. Woman, as the main labourers on the farm as well as the major
carers, find their work load increasingly impossible if a family member becomes ill.
Following the death of a spouse, a widow may lose her access to land and household
resources, rendering her destitute and highly vulnerable.
3.4.4 ASWAp Actions on Gender, HIV and AIDS
The implementers of the ASWAp will therefore ensure that women and the youth have
access to technologies, information, financial markets, participate in decision making
processes, are not overburdened with labour, have access to agricultural resources and
benefits, and that additional gender focal points are established to address gender issues
in all departments of the ministry and implementation partners.
Although substantial progress has been made in addressing the AIDS pandemic, the key
challenges remain those of reducing high risk behaviour, providing adequate nutrition for
those taking Anti-retroviral drugs (ARVs), and accessing drugs to treat opportunistic
infections. The ASWAp will, therefore, endeavour to address the challenges posed by the
HIV/AIDS pandemic by implementing activities that will reduce high risk behaviour,
provide adequate nutrition support services to those taking Anti-retroviral drugs, and
improve access to drugs to treat opportunistic infections.
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CHAPTER FOUR
ASWAP PRIORITY INVESTMENTS
4.1 FOCUS AREAS AND KEY SUPPORT SERVICES
The ASWAp will implement prioritized sub-programs based on key strategic objectives
while recognizing the negative impact of the HIV/AIDS pandemic, gender disparities,
climate change and environmental degradation on agricultural productivity. ASWAp has
three Focus Areas namely: (i) Food Security and Risk Management; (ii) Commercial
Agriculture, Agro-processing and Market Development; and (iii) Sustainable Agricultural
Land and Water Management as shown in Figure 10. The three Focus Areas will be
strengthened by two Key Support Service areas which are cross-cutting actions namely:
(i) Technology Generation and Dissemination; and (ii) Institutional Strengthening and
Capacity Building. The success of the ASWAp program will depend on services provided
by the research and extension systems and on the capacity of the implementing
institutions. Furthermore, considering the negative impacts of the HIV/AIDS pandemic
and of gender disparity on agricultural productivity, these aspects will be mainstreamed
as cross-cutting issues during ASWAp implementation. The implementation of ASWAp
will be evidence-based thus; collection and use of reliable statistics and expansion of the
agricultural information management system will be enhanced during the
implementation.
The interrelationship between ASWAp Focus Areas, Key Support Services and Cross-
cutting Issues is illustrated in Figure 10 while the actual focus areas and their components
are summarized in Table 6.
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ASWAp
FOOD SECURITY AND RISK

MANAGEMENT
Technology Institutional
Generation and SUSTAINABLE Strengthening
AGRICULTURAL LAND AND
Dissemination and Capacity
WATER MANAGEMENT
Building
COMMERCIAL AGRICULTURE,
AGRPROCESSING AND MARKET
GENDER DEVELOPMENT HIV/AIDS
Figure 11: ASWAp Focus Areas, Support Services and Cross-cutting Issues
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Table 6: ASWAp Focus Areas and Components

Focus Area Components
1. Food Security and Risk Management 1. Maize self-sufficiency through increased maize
productivity and reduced post harvest losses
2. Diversification of food production and dietary
diversification for improved nutrition at
household level with focus on Crops, Livestock,
and Fisheries
3. Risk management for food stability at national
level
2. Commercial Agriculture, Agro- 1. Agricultural exports of different high value
processing and Market Development commodities for increased revenue and
income
2. Agro-processing mainly for value addition
and import substitution
3. Market development for inputs and outputs
through Public/private sector partnerships
3. Sustainable Agricultural Land and 1. Sustainable agricultural land management
Water Management 2. Sustainable agricultural water management
and irrigation development
Key Support Services
1. Technology Generation and
Dissemination 1. Results and market oriented research on
priority technology needs and provision of
technical and regulatory services
2. Efficient farmer-led extension and training
services
2. Institutional Strengthening and 1. Strengthening public management systems
Capacity Building 2.Capacity building of the public and private
sectors
Cross-Cutting Issues
1. HIV prevention and AIDS impact
mitigation 1. Mainstream gender and HIV AIDS
2. Gender equality and empowerment
A summary of strategic objectives, outcomes and main actions by focus area is shown in
Appendix 1, while the detailed results framework including outcomes and outputs
indicators and targets are shown in Appendices 3 and 4.
4.1.1 Focus Area 1: Food Security and Risk Management
Under this focus area, the ASWAp will pursue three components: (i) increasing maize
productivity and reducing post-harvest losses; (ii) promoting diversification of food
production for improved nutrition at household and national levels; and (iii) promoting
sustainable food availability at national level by risk management.
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Component 1: Increase Maize Self-sufficiency

The country will attain maize self sufficiency by increasing maize productivity and
assisting targeted vulnerable smallholder farmers with agricultural inputs through the
targeted Input Subsidy Programme while improving its technical efficiency. This will be
implemented with further investments in technology development and dissemination
while focusing on appropriate fertilizer use, the production and distribution of improved
seed, the use of good agricultural practices and on-farm storage technologies for both
food and seed.
Actions:
• Implement the maize input (seed and fertilizer) subsidy programme in an
equitable and gender sensitive way with efficiency enhancing strategies such as:
o Contract farming arrangements;
o Seasonal credits for emerging farmers;
o Minimum commodity producer prices;
o Organic farming and use of legumes;
o Inputs for assets programmes; and
o Improved farmer organisation for effective bulk buying of inputs and bulk
selling of outputs
• Increase attention to efficient fertilizer use under the subsidy programme through
differentiation in the fertilizer formula and extension advice to farmers on how
best to use the fertilizer.
• Promote good maize agricultural practices with emphasis on the following:
o Strengthening the existing tractor hire programmes through increased
availability and accessibility;
o Strengthening the existing oxen hire programmes through increased
availability and accessibility; and
o Time of planting, seed dressing, spacing, and weeding including use of
herbicides.
o Promotion of conservation agriculture
• Develop and register new improved varieties of maize, produce and multiply
breeder and basic seed, certify commercial seed and multiply improved seed
through smallholder farmers as well as through established seed firms.
• Promote improved on-farm storage technologies (food and seed).
• Promote improved on-farm storage facilities through construction of cement and
metallic silos for seed and grain, training of local artisans to manufacture the silos
and use of improved granaries at household level.
• Strengthen migratory pests monitoring and control
Component 2: Diversification of Food Production for improved Nutrition
The ASWAp will promote agricultural diversification by increasing productivity of high

nutritive value crops, livestock and fish based on the comparative advantage of each
agro-ecological zone. The specific actions are outlined below.
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Actions:
a) Production diversification
Crops (legumes, tubers, horticulture)
• Promote the production of quality legumes, Irish potatoes and vegetable

seed for market distribution
• Promote development of fruit nurseries for production of high quality
disease free planting materials
• Promote planting of fruit trees during Tree Planting season (Each
household to plant at least 20 fruit trees comprising of at least mango,
citrus, pawpaw and banana)
• Promote the multiplication and distribution of cassava cuttings and sweet
potato vines of improved varieties.
• Include legume seed under the input subsidy programme
• Provide advisory services on good agricultural practices (GAP) and these
ought to be linked to reliable gross margin analyses, regulatory activities
and monitoring visits to maintain standards and quality.
• Develop and register new varieties
• Produce and multiply breeder seed.
• Promote integrated production and protection technologies (IPPT) for the
horticultural crops through extension services to groups of farmers and
traders.
• Conduct staff and farmer training on food budgeting (300 kg maize
/person/yr; 50kg g/nuts + 50kgs Soya beans + 50kgs beans/person/year)
• Develop mother nurseries
• Facilitate the multiplication of foundation, breeders and basic seed, and
promote multiplication and distribution of improved certified legume seed
varieties for inclusion in the Input subsidy programme
• Facilitate preparation of policies, legislation and regulations governing the
horticultural industry to ensure adherence to the required market standards
and food safety (nurseries, field production and marketing standards).
Livestock (poultry, small stock, pig)
• Introduce improved, approved and registered breeds with superior

characteristics
• Promote production of improved chicken feed based on locally available
materials.
• Introduce productive dairy goat breeds that give at least two liters of milk per
day as compared to the local goat which gives 0.25 to 0.5 liters of milk per
day.
• Improve and increase capacity of existing regional hatcheries (Mikolongwe,
Bwemba and Choma) for rapid multiplication of chickens and guinea fowls.
• Introduce productive breeds in the smallholder communities to improve the
size and quality of goats and pigs.
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• Improve the management system for pigs and rabbits under smallholder
farmers
• Improve poultry vaccination services including the production and
importation of sufficient vaccine doses.
• Increase the number of chickens and guinea fowls vaccinated against
Newcastle disease at smallholder level
• Manufacture and distribute mini-hatcheries to groups of smallholder farmers
or individuals at village level for chicken and guinea fowl multiplication.
• Promote goat re-stocking and transfer systems (farmer to farmer pass-on
programmes) for meat and milk production.
• Improve vaccination services against Swine fever to stimulate production of
pigs for meat.
• Disseminate skills and knowledge in the preparation, processing and
utilization of rabbit meat.
• Intensify livestock frontline staff training
• Intensify farmer and staff training programs
• Intensify livestock group formation and support
• Monitor and certify quality of poultry feeds
Fish (aquaculture)
• Promote village level fish farming schemes comprising of four hectares of

water surface area benefiting about thirty smallholders per location through
construction of fish ponds
• Facilitate provision of fish fingerlings, fish feed and training of fingering
producers as well as fish feed producers
b) Dietary Diversification
Dietary Adequacy
• Promote consumption of high nutritive value foods on a regular basis with
emphasis on alternative staple foods and variety of foods from all food
groups
• Promote the Malawi six food groups approach to food consumption
• Develop and disseminate local recipes with emphasis on the multi-mix
approach.
• Conduct demonstrations on processing and utilization of foods in a
diversified diet
Dietary Quality for Vulnerable Groups
• Promote consumption of enriched foods in complementary feeding

programmes and maternal nutrition and among people living with HIV
and affected by AIDS (PLHA) through the use of soy beans, pigeon peas,
and groundnut as key ingredients.
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• Conduct demonstrations on preparation of enriched porridge (phala) to

communities, Nutrition Rehabilitation Units (NRU) and Community
Therapeutic Centers (CTC)
Nutrition education
• Develop and distribute Information Education and Communication (IEC)

materials on consumption, processing, preparation and utilization of
enriched foods including local foods
• Train extension workers on prevention of micronutrient deficiencies
• Conduct multi-media campaigns on dietary diversification, consumption
of Vitamin A and Iron rich foods
• Conduct consumer education on fortified foods
• Train Extension staff (TOT – training of trainers) and Households in
processing, preservation, storage and utilization of food.
• Conduct joint staff and farmer training with the Ministry of Women and
Child Development and Local Government and promote coordinated
approaches
Capacity building for nutritional programmes
• Fill vacant positions related to nutrition programmes in the agricultural

sector.
• Train nutrition officers to higher academic and professional levels
(Diploma, BSc, MSc, and PhD levels)
• Conduct short courses on nutrition for extension staff
• Conduct training for farming families on nutrition.
• Conduct orientation courses for newly recruited staff on nutrition policies
and programmes
• Procure the equipment and facilities necessary for frontline staff (motor
vehicles, motor bikes, bicycles, computers and food preparation
equipment.)
• Establish and strengthen Public Private Partnerships (PPP) on nutrition
programmes.
• Develop effective lobbying and advocacy strategies in nutrition at all
levels.
• Strengthen nutrition surveillance systems in the agricultural sector
• Promote fruit tree planting on the annual tree planting season (Each
household to plant at least 20 fruit trees i.e. mango, citrus, avocado pear,
banana, apple for nutrition purposes).
• Facilitate local production of local and indigenous vegetables seed of high
nutritive value vegetables.
• Facilitate importation of high quality seed of the recommended varieties of
exotic vegetables.
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Component 3: Risk Management for Food Stability at national level
The ASWAp will introduce a food stabilization mechanism at national level by

improving the management of markets and climatic risks that create national food gaps,
mainly for maize. The ASWAp will therefore invest in programmes that will improve the
management of the national and regional silos and the Strategic Grain Reserve (SGR) to
reduce grain storage losses and increase storage capacity at national level.
Actions:
• Promote innovative market-based risk management schemes, such as the crop
weather related insurance products, a warehouse receipt system operated by the
private sector, and commodity market insurance system.
• Develop capacity for wider use of the maize call option import contracts.
• Improve the weather forecast systems for rainfall and the early warning systems for
floods and droughts.
• Develop community based storage systems and facilities for food and seed (village
grain banks and improved granaries).
• Improve management of the SGR to ensure adequate stocks at national level
• Increase storage capacity at national level by building more regional silos and
improving the capacity of the existing silos
• Promote planting of drought tolerant crops (cassava, millet and sorghum)
• Strengthen weather forecasting capability for agriculture
• Develop a weather related insurance product for maize ie. Rainfall index based early
warning system; Macro and Micro-weather insurance systems
• Employ maize supply/price hedging strategy
4.1.2 Focus Area 2: Commercial Agriculture, Agro-processing & Market Development
The ASWAp will promote high value chains for which Malawi has a comparative advantage
for export, import substitution and agro-processing development. The ASWAp has three sub
programmes in this area: (i) promoting agricultural exports for improved balance of trade and
income, (ii) Commercial agriculture and agro-processing for import substitution and
domestic market development, and (iii) development of a public/private partnership to
facilitate a nationwide system of profitable markets for agricultural inputs and outputs.
Component 1: Agricultural Exports for Improved Balance of Trade and Income
The ASWAp will increase the total value of agricultural exports through the exports of
tobacco, sugar, tea, cotton, coffee, macadamia, chillies, paprika, soybeans, groundnuts,
vegetables and fruits by increasing volumes and unit values of these agricultural export
commodities.
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Outcome 1: Increased volumes of exported commodities
Actions:
• Promote contract farming, out-grower schemes and farmers’ organizations
(cooperatives) including women and youth agricultural clubs for specific
commodities or value chains for e.g. tobacco, cotton, sugar, tea, chillies, paprika,
fruit nurseries, fruit orchards, vegetables etc.
• Distribute seed, fertiliser, and chemicals vouchers through the Farm Input Subsidy
Programme.
• Strengthen farmers’ organizations in agri-business management skills, planning,
cost-benefit analysis, accounting, input and output handling, grading and
packaging and price negotiations.
• For each commodity, promote dialogue and cooperation between value chain
stakeholders including farmers’ organizations, traders, processors, exporters,
buyers and policy makers.
• Strengthen capacity of value chain players by sub-contracting private service
providers to conduct this capacity-building.
• Promote agricultural exports through market research studies, export trade fairs
and buyer and seller meetings.
• Promote producers organizations for specific commodity value chain
• Promote production, distribution and utilization of improved seed, chemicals and
fertilizers.
Outcome 2: Increased unit value of agricultural exports by commodity.
Actions:
• Provide improved technologies to enhance output quality and cost-effectiveness
in particular quality seed for tobacco and cotton, clonal tea bushes for
smallholders, improved macadamia planting material and quality fruit tree
seedlings.
• Improve compliance with market standards (grading, packaging, labelling) by
providing training to value-chain stakeholders.
• Promote quality through compliance with sanitary and phytosanitary standards
and improving the capacity of national laboratories to conduct tests on export
samples.
• Increase provision of quality certification and regulatory services to enhance
output quality.
• Procure laboratory equipment for analysis of soil, pesticides efficacy, cotton fiber,
lint quality, and pesticide residues in food crops
Component 2: Commercial Agriculture and Agro-processing for value addition and

Import Substitution
The ASWAp will promote increased commercial production of rice, fruits and
vegetables, cassava, potatoes, paprika and chillies primarily for agro-processing. This
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sub-programme will also promote increased commercial dairy and beef production, as
well as sustainable lake fishing for import substitution.
Outcome 1: Increased volumes of high value commodities for import substitution.

Actions:
• Provide research, extension and marketing support services for irrigated and rain
fed commercial crop production (choice of marketable crop, adapted varieties,
crop husbandry, irrigation technique, integrated production and protection
practices)
• Strengthen technical, operational and management capacities for irrigation
management including establishment of water user associations (WUA)
• For dairy production, import improved heifers, promote Artificial Insemination
(AI) services or live bull services and improve fodder and pasture production
from local materials
• Conduct preventive vaccination against animal diseases (foot and mouth, anthrax,
black leg, lumpy skin disease) for beef production
• Rehabilitate dip tank infrastructure including provision of acaricides and
strengthen technical and O&M capacities of users’ groups for their management;
• Promote stall feeding and local production of livestock feed based on local
formulations and materials for dairy and beef production
• Encourage adoption of appropriate on/off shore fishing practices, including
developing area-specific fishery management plans for Lake Malawi.
• Facilitate production of improved fingerlings, fish feed and poultry feed .
• Promote formation of milk bulking groups and cooperatives for livestock.
• Provide the essential technical services required by beef and milk producers (AI
service, live bull service, feed production, veterinary services)
• Increase production of animal feed and fodder
• Promote mini dairy processing and cooling facilities
Outcome 2: Increased unit value of commodities (crops, fish and livestock).
Actions:
• Promote group and individual small-scale agro-processing particularly for cassava
(starch) horticultural products (fruit juices and jam, tomato paste etc) and oilseed
crops for cooking oil (e.g. groundnuts)
• Set-up and expand market information systems in key markets and for key
commodities;
• Build or rehabilitate market infrastructure and collection points in strategic
locations for specific commodities;
• Provide support to small and medium scale agro-processors in preparing business
plans and loan applications to the commercial banking sector, market information,
linkages between buyers and suppliers;
• Develop financial leverage systems for private agri-business enterprises through
the provision of matching grants system;
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• Provide non-financial business services and capacity strengthening to small and

medium scale agro-processors and traders (e.g. business plan, market
informat6ion, linkages between suppliers and buyers)
• Promote utilization of agro-processing technologies
• Establish organized meat and egg markets
Component 3: Development of public/private partnerships to facilitate a nationwide

system of profitable markets for agricultural inputs and outputs
The objective is to create accelerated and broad-based growth in the agricultural sector by
combining traditional farmer knowledge, private sector expertise, and government
investments and programmes into a coherent and productive programme.
ASWAp will facilitate, through dialogue with the relevant private sector associations,
support to partnerships to facilitate the development of a nationwide system of outlets for
agricultural inputs and purchasing arrangements for outputs. This will build on existing
efforts to improve market access but, in particular, go beyond the basic agro-dealer
concept to one in which agro-dealers form a component part of the technology
dissemination and promotion chain. Through carefully focused farmer-led field
investigations, farmers will be encouraged to test for themselves (with support from
development agencies – both government and private) new livelihood options and to
explore the markets for these options. Thus the poor will become empowered to demand
the inputs that they need and become linked effectively to a domestic or export market in
which they play a full role.
The Partners will jointly:

• design, coordinate and implement on-the-ground activities that improve
efficiencies in the inputs and output markets and lead to broader growth and
development of the agricultural sector, and,
• offer solutions to the Government on subsidy improvements to relieve financially
burdensome problems in delivery/distribution
• provide an explicit statement of impacts being targeted, to achieve the strategy
Actions:
• Develop commodity based partnerships in the value chain involving all key
players i.e. producers (farmers and processors), agro-input dealers, buyers, service
providers (research, extension, training, information systems, financiers,
marketing infrastructure) and policy makers ( for legislation, regulations and
standards)
• Ensure sustainable partnerships through strong linkages and effective dialogue
backed by signed Memoranda of Understanding and Codes of Conduct
• Improve transaction efficiency along the value chain for both inputs and outputs,
and reduce risk so as to encourage further private sector involvement (increasing
agro-dealer cover, widening the base of input suppliers, banks etc.),
• Improve the efficiency of public investment, and the collateral investments being
made by the private sector, NGOs and farmers.
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• Empower farmers by mobilizing them into organized units such as cooperatives,

farmers clubs or associations and through contract farming or out-grower schemes
and training to impart skills.
• Ensure the poor get the most profitable inputs at the right time, and in quantities
that they can afford.
• Improve farmer knowledge and choice regarding new technologies (enhance
agro-dealer skills, implement farmer-based trials etc) as well as being informed on
output market potentials and options.
• Establish and improve on effective communication and coordination mechanisms
amongst government, donors, civil society organisations, and the private sector
• Enhance public sector investments to better leverage collateral for private sector
investments to achieve longer term gains
• Develop a strategy for a partnership with key private sector actors that defines the
objectives that must be shared by all partners, outline the structure of the
Partnership, and indicate membership characteristics
• Determine roles and responsibilities and establish the approach and operational
principles
4.1.3 Focus Area 3: Sustainable Agricultural Land and Water Management
Sustainable management of natural resources will enhance the productivity of both food
and cash commodities and increase sustainability of output per unit of resource, mainly
land and water, while protecting the environment. This focus area has two sub-
programmes that will contribute towards sustainable land and water management,
weather variability and climatic change.
Component 1: Sustainable Land Management
The land management programme will promote the dissemination and adoption of
sustainable land management practices on agricultural land. The component of
sustainable land management is aimed at providing conducive environment for achieving
food security and also whole farm profitability and needs.
Actions
• Promote the use of conservation farming technologies that build soil fertility, prevent
soil erosion and conserve rain water (contour ridging, application of manure,
preparation of compost, minimum tillage, agro-forestry, box ridges, tractor ploughing
to break the hard hoe pan, and use of herbicides as a labour saving technology.
• Increase area under sustainable land management.
• Finance planting material (mainly seeds) and other inputs mainly related to
community nurseries for agro-forestry seedlings production including fruit tree
seedlings.
• Promote community based dambo and water catchment area management and the
prevention of river banks degradation.
• Subsidize inputs to raise forestry and fruit tree seedlings or buying of plants from
commercial nurseries for farmers and village communities for planting on fragile or
degraded land areas
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• Promote labour saving technologies (land ploughing using hired tractor or own
tractor, herbicides for weed management and crop protection agents)
• Promote management systems and technologies that protect fragile land (river banks,
dambo areas, steep slopes or hilly areas, and water catchment areas)
Component 2: Sustainable Water Management and irrigation development
The ASWAp will promote the expansion of sustainable water management by improving
utilization efficiency and increasing the area under irrigation for increased high value
commodity production. The high value crops considered a priority include rice, paprika,
chillies, green maize, vegetables (cabbage, onion, tomato, garlic, shallot, green beans, carrots,
peas), and fruits (banana, pineapple, citrus, mango, strawberry, pawpaw).
The Greenbelt Initiative
Irrigation intensification will be carried out under the broad umbrella of the Greenbelt
Initiative (GBI). The overall goal for GBI is to contribute towards the attainment of
sustainable economic growth and development in line with the MGDS. The Initiative aims at
reducing poverty, improving livelihood and sustainable food security at both household and
national level through increased production and productivity of agricultural crops, livestock
and fisheries.
The initiative will make of use of the abundant fresh water resources present in the country
lakes which cover over 21% of the country’s territorial area. The lakes include (Malawi,
Chirwa, Chiuta, and Malombe), perennial rivers (Shire, Songwe, North and South Rukulu,
Bua, Dwangwa, Lingadzi, Lilongwe, and Ruo) and Lagoons (Chia and Bana). These water
bodies offer potential to improve food and agricultural productivity.
Actions:
• Rehabilitate existing irrigation schemes and construct new ones to expand area
under irrigation from 20,000 ha to 40,000 ha at national level.
• Provide research and extension services to farmers on appropriate irrigation and
crop production techniques and systems.
• Establish gender sensitive Water User Associations (WUA) and strengthen their
technical and operations and management capacities for sustainable irrigation
(including farmers’ participation in a revolving fund) and high value commodity
production and marketing.
• Establish rainwater harvesting systems in the field and off-field. These systems
include the construction of new dams constructed and the rehabilitation of
existing dams, as well as small scale water harvesting systems for gardening.
• Promote catchment area management and protection by WUA and community
afforestation - including establishment of fruit orchards.
• Improve the technical and management capacities of WUA
• Rehabilitate existing irrigation infrastructure in research stations
• Strengthen technical capacity for irrigation management
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4.1.4 Key Support Services 1: Institutional Development and Capacity Building
Institutional development and capacity building of extension services and other agricultural
institutions are critical factors in creating and fostering an enabling environment for
sustainable development and growth of the agricultural sector. The existence of institutional
structures with clear roles, responsibilities, linkages, capacities, and skills is a very essential
pre-requisite in achieving the overall goals and objectives of the ASWAp. This component is
cross-cutting in nature and will implement programs to address institutional and capacity
constraints in the ASWAp.
The overall objective of the institutional development and capacity building program will be
to create an enabling institutional capacity of key state and non-state stakeholders for the
implementation and achievement of the ASWAp objectives.
Actions:
• Strengthen and improve institutional capacity (leadership and management) of
key stakeholders (across institutions) to plan, implement and monitor the
programme at Central and District level.
• Improve coordination and partnership mechanisms.
• Improve capacity to manage government and donor investments in agriculture.
• Develop and strengthen policies, systems, guidelines and procedures
• Develop and improve resource capacities of key institutions (adequate funding,
motor vehicles, motor cycles, bicycles, computers, and other equipment and
facilities).
• Facilitate the acquisition of additional transport means (motorbikes and bicycles
and limited motor cars) to ensure that all frontline staff have transport to carry out
their duties.
• Recruit additional extension workers to progressively fill the existing vacancies
based on the establishment as reported by the human resources office (currently at
31 per cent vacancies).
• Construct and rehabilitate offices, institutional buildings, and institutional houses
of extension workers and other offices.
• Develop Gender, HIV and AIDS analysis and mainstreaming skills at all levels
beginning with focal points.
• Provide short-term and long term training to members of staff according to the
training succession plan to build capacity for sustainable implementation of the
ASWAp.
• Provide sufficient financing for the regular maintenance of transport means for
front line extension and research staff.
• Provide training including Gender, HIV/AIDS training to frontline staff for
orientation, upgrading and skills development.
• Improve agriculture sector planning, implementation, M&E, investment
management, governance, and nutritional surveillance
• Establish an ASWAp secretariat to coordinate the activities of the ASWAp and
provide linkage within the MoAFS and amongst key stakeholders in the
agricultural sector
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• Develop and strengthen public management systems such as planning, budgeting,

monitoring, evaluation, financial management, human resources management,
procurement
• Conduct a Core Function Analysis of the MoAFS to determine how the Ministry
will manage its activities under the ASWAp
• Provide training needed to improve technical and administrative systems, skills
development, strengthening partnership
• Establish and strengthen public/private partnerships for specific priority
commodities
• Conduct orientation courses for newly recruited staff on policies and programmes
• Provision of training to frontline staff for orientation, upgrading and skills
development
• Provision of training to frontline staff for orientation, upgrading and skills
development
• Fill all critical vacant posts in the MOAFS and the agricultural sector as a whole
• Recruit the appropriate human resources needed to implement programmes
effectively, and set in place the need capacity development programmes to ensure
that there are properly trained people for future needs.
4.1.5 Key Support Services 2: Technology Generation & Dissemination
The most plausible way for increasing agricultural production in Malawi is by increasing
crop and livestock productivity. The process of technology generation, adaptation,
dissemination and adoption will be enhanced towards the achievement of results
identified under the key focus areas.
The ASWAp will promote demand-driven as well as market- and industry-oriented

research and extension systems, while targeting the comparative advantages of each
commodity and agro-ecological zone.
Actions
• Supporting and intensifying applied research and extension programmes focused
on priority ASWAp targets such as interventions in the pesticide research to
contain and eliminate the Large Grain Borer (LGB) and intensification of research
on Genetically Modified Foods.
• Increasing the capacities of the research and extension systems to respond to
farmers’ technology needs of all gender categories, by generating and
disseminating appropriate technologies for sustainable agricultural productivity
increases.
• Strengthening result-oriented gender sensitive research and extension activities
and improving the relevance and responsiveness of services that farmers need.
• Provision of technical services such as AI service for dairy cattle, dip tanks,
vaccines and vaccination services for livestock, seed certification services,
sanitary and phytosanitary services, production and certification of foundation and
basic seed and vegetative planting materials, development and monitoring of
quality standards, soil analysis for site specific fertilizer recommendations,
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pesticide residue analysis for food safety and analysis of Aflatoxins in groundnuts
and other food grains.
• Develop crop varieties that are high yielding, good quality, resistant to diseases
and drought tolerant
• Develop Good Agricultural Practices (GAP) i.e. Soil fertility, fertilizer and plant
population management systems and integrated pest management
• Develop labour saving technologies
• Develop harvest and post harvest management systems including crop storage
systems
• Improve efficiency of the use of inputs (Seed , fertilizer and chemicals) by
farmers
• Breed or introduce livestock that are highly productive in meat, milk and egg
production
• Monitor production of livestock feeds and certify their quality
• Develop value addition technologies to promote agro-processing initiatives
• Provide technical services required by farmers i.e.dip tank fluids, vaccines for
livestock; seed certification services; sanitary and phytosanitary services;
production and certification of foundation and basic seed and vegetative planting
materials; development and monitoring of quality standards; soil analysis for site
specific fertilizer recommendations; pesticide residue analysis for food safety and
analysis of Aflatoxins in groundnuts and other food grains.
• Disseminate technologies on Good Agricultural Practices (GAP) to increase
agricultural productivity i.e. choice of varieties and seed; management of soil
fertility, fertilizers and plant population, time of planting and integrated pest
management
• Provide policy and regulatory support services
• Promote the use of model villages, green belts, clusters and farmers cooperatives
in the transfer of technologies
• Train farmers on all aspects of GAP
• Provide technical services required by farmers i.e. Artificial Insemination service
for dairy cattle; dip tank management, vaccination services for livestock;
distribution of vegetative planting materials; and monitoring of quality standards.
4.1.6 Cross-cutting issues
Gender and HIV/AIDS
The ASWAp will responds to the needs of women farmers, youth and people living with
and affected by HIV by adopting a gender and HIV-responsive targeting strategy. Gender
and HIV and AIDS issues will be mainstreamed in the ASWAp focus areas and key
support services in order to reduce the gender disparities, prevent further spread of HIV
and mitigate the negative impacts of AIDS on agricultural productivity and food and
nutrition security.
Gender, HIV and AIDS will be mainstreamed at work place and in agricultural programs
involving communities. Gender equity in the ASWAp will be attained through targeting
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at least 50% women farmers in all interventions whereas gender inequalities at work
place will be attained among others by ensuring that of all staff trained at various levels
30% should be women.
The ASWAp will also respond to the needs of the youth, who will increasingly take on
leadership roles in the community. ASWAp will endeavor to ensure that the voices of the
youth are properly articulated into the development process. The ASWAp will also target
support vulnerable groups for example People Living with HIV/AIDS and households
keeping the chronically ill.
The following actions will be implemented to facilitate mainstreaming of gender, HIV

and AIDS
Focus area 1: Food Security Nutrition and Risk Management
1. Develop mechanism for increasing the percentage of vulnerable women, OVCs,

PLHIVs, FHHs and CHHs accessing production resources ie through FISP and
user friendly technologies that reduces drudgery and increase agricultural
production
2. Provide food supplements and agricultural inputs to staff living with HIV at the
workplace.
3. Promote small stock animal production and fish farming for women, youth and
PLHIV through pass-on schemes.
Focus Area 2: Commercial Agriculture, Agro-Processing and Market Development
1. Support women, youth and PLHIV on agricultural and non-agricultural income

generating projects including business organization and management
2. Promote greater involvement of women in commercial farming.
3. Scale-up services on gender, HIV and AIDS to migrant workers and traders in
rural farms, estates and rural market centers
4. Advocate for gender, HIV and AIDS mainstreaming in ASWAp planning,
implementation, monitoring and budgeting processes
5. Design and implement affirmative action to increase the number of women in
policy and decision making positions.
6. Promote self help projects for vulnerable women, youth and PLHIV
Focus Area 3: Sustainable Agricultural Land and Water Management
Promote adoption and scale-up appropriate agro-forestry, soil and land conservation
practices amongst women, youth, and PLHIV
Support Area 1: Technology generation and dissemination
1. Institutionalize gender, HIV and AIDS responsive research in agriculture and

fisheries
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2. Design and disseminate gender, HIV and AIDS responsive agriculture and
fisheries information, education and communication materials
3. Develop and strengthen existing training curricula and courses on gender, HIV
and AIDS
4. Institutionalize gender, HIV and AIDS in ASWAp and ensure M & E systems are
gender, HIV and AIDS sensitive
Actions:
1. Document, disseminate and share best practices on gender, HIV, AIDS food and
nutrition security and natural resource management.
2. In collaboration with other stakeholders, develop and implement capacity building
programmes for staff at all levels and farmers of all gender Conduct gender, HIV
and AIDS audit for key institutions and programmes and recommend
mainstreaming strategies.
3. Strengthen and establish where there is need gender, HIV and AIDS focal points
and workplace committees with clear terms of reference in all subsectors,
departments and institutions
4. Develop and implement awareness and advocacy programmes against agricultural
property grabbing including land.
5. Institute workplace interventions to reduce stigma and discrimination and mitigate
the impacts of gender disparities HIV and AIDS
6. Review agricultural related policies, programmes and projects to mainstream
gender, HIV and AIDS.
7. Formulate a resource mobilization strategy for the Agriculture sector gender, HIV
and AIDS strategy
8. Market gender, HIV and AIDS strategy to donors and stakeholders and monitor
its implementation.
9. Establish networks and partnerships with all stakeholders and partners dealing
with gender, HIV and AIDS in agriculture fisheries and natural resources sector
10. Establish and operationalise Technical Working group committees on gender,
HIV and AIDS, food and nutrition security at all levels.
11. Institute and update database on gender, HIV and AIDS in Agriculture, food
security and natural resources
12. Review and develop the agriculture sector Gender, HIV and AIDS strategy.
An essential component of any development planning is statistics. Reliable agricultural

statistics help government and donors by informing budget and aid allocation decisions
and by monitoring the effectiveness in use of finances and aid. MoAFS has a National
Early Warning Unit for Food Security (NEWU) which is linked to the SADC umbrella
body the Regional Early Warning Unit for food Security (REWU). In line with the
CAADP plan, NEWU provides early warning information for disaster preparedness and
mitigation. Through crop production estimates projections and weekly agricultural
commodity price data, it is possible to furnish planners, policy and decision makers with
information on expected food shortages to enable advanced planning. The food balance
sheet which provides useful information on food availability, food requirements and the
resultant food surplus or deficit is an important tool for guiding decision making process
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in terms of need for distribution of food aid. Related to the domestic food gap analysis is
vulnerability assessments conducted by the Malawi Vulnerability Assessment Committee
(MVAC) with support from the SADC Regional Vulnerability Assessment Committee
(RVAC). The Malawi Country STAT, linked to the international FAO data base, is a rich
web based data bank for food, agricultural and natural resources statistics.
The ASWAp will use agricultural statistics for planning, monitoring and evaluation,
policy formulation and early warning for food security. Agricultural statistics will be an
essential feature of the ASWAp implementation arrangements. The agricultural statistics
which will form the basis for M&E will be linked directly to the output targets of the
ASWAp. The ASWAp framework has highlighted the inadequacy of regular surveys that
provide essential information regarding changes that are occurring in the agricultural
sector and at household level. ASWAp proposes that surveys should be funded regularly
including the Annual Production Estimates (APES) sample survey which as will be seen
later in the document is a key priority area in strengthening agricultural statistics.
Priority elements in the ASWAp are:
• Strengthening Collaboration between NSO (National Statistics Office) and

MoAFS. A strategic plan has been developed by NSO and six institutions
(including MoAFS) involved in the collection, analysis and reporting of official
statistics. Strengthened collaboration between MoAFS and NSO in the production
of agricultural statistics will improve accuracy and timeliness of agricultural
statistics, standardise and harmonise concepts and methodologies for collecting
data, reconcile discrepancies observed in MoAFS and NSO agricultural statistics,
and improve stakeholder and user confidence in agricultural statistics.
• Capacity building. The ASWAp framework requires training programmes to be
targeted at critical gaps in technical skills, one of which is agricultural statisticsc
will enhance the capacity of the ministry to implement the agreed agenda.
Institutional development and capacity building are cross cutting in nature and are
a pre-requisite to the success of the ASWAp. The ASWAp framework capacity
building arrangement has been categorised into short, medium and long term. In
line with the foregoing, investing in training in agricultural statistics will directly
assist in addressing the capacity gap identified in the ASWAp.
• Enhanced survey capacity. Surveys will be mounted or further improved in the
following areas - Agricultural Production Estimates; Post harvest losses;
Agriculture Market Information Systems (AMIS); cost of production and farm
management surveys; Fish Catch Assessment Survey
• Agriculture Management Information System. In line with ASWAp concept to
improve management information systems, the ministry will develop an AGMIS.
This will be linked to, and enhance the value of, the Annual Agricultural
Statistical Bulletin. The bulletin is a collection of various forms of agricultural
statistics into one booklet for easy reference by users.
• Area Sampling Frame. To improve the validity and reliability of crop estimates,
the Area Sampling Frame (ASF) methodology will be tested for estimating crop
area and production.
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4.2 ESTIMATED BUDGET FOR THE ASWAP
4.2.1 Estimated Budget

The budget has been derived from strategies and prioritised actions of the ASWAp.
Costing of the ASWAp was based on unit cost measurement. The unit costs were derived
from the current levels of the cost of the activities. It is assumed that the cost of the
activities will remain the same for the duration of the current ASWAp implementation
period. In other ways the current cost of activities will purchase the same amount of
goods and services in the delivery of future targets of the ASWAp. However, if the cost
of purchase of goods and services increases then reduced targets will be achieved with
the same amount of money. Table 11 below presents the financial and budget
requirements for the priority inputs to be delivered under ASWAp including the recurrent
costs of delivering the services. The table presents the cost breakdown by focus area and
components. The total ASWAp first phase budget is at US$ 1,678,678,026 for the
implementation of prioritised sector investments from July 2011 to June 2015. It has to
be highlighted however that the Greenbelt initiative demands huge investments in the
first phase of ASWAp implementation due to irrigation infrastructure designs and
development.
Table 7: Summary budget for ASWAp by Focus Area (2011-2015)
Focus Area/ Component 2011/12 2012/13 2013/14 2014/15 TOTAL
Food security and risk 201,092,230 212,561,560 207,660,570 210,984,090 832,298,450
1 management
1.1 Maize self-sufficiency 162,457,200 162,791,500 163,127,750 163,464,000 651,840,450
Diversification and 36,061,280 39,588,810 41,361,570 43,601,340 160,613,000
1.2 nutrition
Risk Management for
Sustainable food 2,573,750 10,181,250 3,171,250 3,918,750 19,845,000
1.3 availability
Commercial agriculture
and market 33,525,250 37,593,500 39,739,250 47,978,000 158,836,000
2 development
Agricultural export for
improved balance of trade 8,632,000 10,082,500 11,170,000 11,957,500 41,842,000
2.1 and income
Commercial production
for import substitution 24,528,250 25,606,000 28,089,250 35,390,500 113,614,000
and domestic market
2.2 development
Input and output market
development through 365,000 1,905,000 480,000 630,000 3,380,000
2.3 Private public partnership
Sustainable land and 193,613,800 225,253,600 256,945,400 286,277,200 962,090,000
3 water management
Sustainable agricultural 6,853,800 10,629,600 14,545,400 24,991,200 57,020,000
3.1 land management
Sustainable agricultural 186,760,000 214,624,000 242,400,000 261,286,000 905,070,000
3.2 water management
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Focus Area/ Component 2011/12 2012/13 2013/14 2014/15 TOTAL
Key support service:

Technology generation 24,696,825 28,155,850 28,856,075 29,881,600 111,590,350
4 and dissemination
Results and market
oriented research and 2,278,625 2,429,350 2,972,075 2,131,800 9,811,850
provision of technical and
4.1 regulatory services
Efficient farmer-led
extension and training 22,418,200 25,726,500 25,884,000 27,749,800 101,778,500
4.2 services
Key support service:
Institutional
21,063,843 19,577,748 25,368,350 32,353,285 98,363,226
strengthening and
5 capacity building
Strengthening public 11,639,183 10,744,288 15,956,840 23,162,325 61,502,636
5.1 management systems
Capacity building of the 9,424,660 8,833,460 9,411,510 9,190,960 36,860,590
5.2 public and private sector
6 Cross cutting issue: 5,335,903 6,528,634 7,658,590 8,976,872 28,500,000
Mainstreaming of gender 5,335,903 6,528,634 7,658,590 8,976,872 28,500,000
6.1 and HIV AIDS
TOTAL 479,327,851 529,670,892 566,228,236 616,451,047 2,191,678,026
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CHAPTER FIVE
IMPLEMENTATION ARRANGEMENTS
5.1 PROGRAMME COORDINATION AND MANAGEMENT
The agricultural sector performance and effectiveness have in the past been weakened by
multiple, uncoordinated donor and government financial support that has resulted in lack
of coherence in priorities, inconsistencies in implementation, low government ownership,
low critical mass of investments in key areas and therefore low impact of agricultural
investments. It has also resulted in high transaction costs on behalf of the Government
and generally has contributed to weaker government institutions.
The Government of Malawi has recognized these challenges and has recently embarked
on defining a Development Assistance Strategy. This strategy seeks to “domesticate”
commitments taken as part of the Paris Declaration on AID effectiveness in 2005 and
confirms the government’s preference for budget support or pool funding arrangements
for financial support to a government programme.
The ASWAp’s medium term goals include donor harmonization and alignment of
assistance to agriculture. Harmonization is defined as better coordination between donor
and government policies, strategies, implementation modalities and procedures.
Alignment is defined as donors aligning on Government policies, strategies, priorities and
procedures. In view of the institutional complexity of the sector and the size of the
challenge, a gradual approach will be adopted by initially covering a set of priority
actions, aimed at achieving MGDS priority targets, within which coordination among
funding partners and public and private implementers will be enhanced. This will lead to
a completely harmonized approach to investment in agriculture in the form of a sector
wide programme.
5.1.1 Harmonization and Alignment Process
The process of harmonization and alignment of assistance to the agricultural sector is

represented in figures 11 and 12. The large box represents the whole of the agricultural
sector, while the thick line represents the ASWAp, a priority programme within the
agricultural sector. Some on-going discrete projects fall within the scope of the ASWAp,
as defined in the results framework and related priority areas, others fall outside. In an
initial phase government and donors will be able to pool their additional funding to
support the whole of the ASWAp and its priority programmes, or they can choose to
earmark their additional funding to support a specific programme or even sub-programme
of the ASWAp.
With on-going discrete projects/programmes being terminated or extended and new

funding going to the pool, or at least being earmarked within the ASWAp framework, it
is expected that the ASWAp will gradually grow to a fully harmonized and aligned
52 | P a g e
programme (see Figure 12). The focus areas/programmes could also gradually evolve
towards a SWAp, covering a larger scope of investments within the agricultural sector.
Other
Project 1 ASWAp (Agriculture Sector Wide approach)
Programme Programme Programme Program
Other
Project 2
1 2 3 4
NEW INVESTMENTS (Pooled)
Ear ‐
Ear ‐ Ear‐ marked
Other Ear‐marked marked
marked
Project 3
Existing investments
Project 4t Pro‐
Other Project6
Project
2 ject 5
Project 4 Project 1 Project3
Other Govermental support Other

Project5
AGRICULTURAL SECTOR
Figure 12: ASWAp (at start)
There will be need for a gradual transition from the current fragmented array of
interventions towards: (i) enhanced coordination of major on-going investments and their
link to future ones; (ii) a base pool funding for the programme which would allow some
earmarking of funds, initially complemented by discrete funding of certain sub-
programmes or specific actions outside the pool; (iii) agreement on a transition strategy
for gradual harmonization between donors and government and alignment to government
priorities, policies and procedures. Various government policies will also have to be
harmonized so that there is policy coherence, consistency and stability. NGO discrete
projects will continue to operate. Under the ASWAp, the objective will be to better
coordinate and align them to ASWAp priorities.
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Other
Project 1
ASWAp (Agriculture Sector Wide Approach)
Programme Programme Programme Program 4
1 2 3
INVESTMENTS (Pooled)
Other
Project 3
Ear‐marked
Other Ear‐
Project 4 Ear‐marked marked
AGRICULTURAL SECTOR Other Govermental support Other

Project 5
Figure 13: ASWAp (medium term)
The various steps for achieving this gradual approach to improved harmonization and
alignment in the agricultural sector include:
1. Agreement on government priorities for the agricultural sector.

2. Enhancing coordination between on-going ‘projects’ and ‘new’ harmonized
investments within the ASWAp framework.
3. Using government structures and planning and monitoring systems as a first
choice to implement projects as compared to Project Implementation Units
(PIUs).
4. Aligning with government systems and procedures regarding financial
management, procurement and auditing which have to be assessed and
strengthened.
Funding modalities: There are five financing modalities for the ASWAp namely:
parallel funding (multiple donors for coordinated projects), discrete projects, co-funding
(multiple donors for single project), pooled programmatic funding and pooled sectoral
funding. Earmarked funds are provided by government (and sometimes managed by
government), while discrete funds can be provided by other stakeholders and are not
managed directly by government. Both operate with separate accounts outside the flow of
funds mechanism for the pooled funding. Most on-going projects use discrete funding
and in the short-term these on-going discrete projects will continue (Figure 12).
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5.1.2 Malawi CAADP Compact
The Malawi CAADP Compact outlines the institutional, planning, budgeting,

procurement, financial management, M&E and reporting arrangements related to a fully
harmonized and aligned ASWAp framework. The Compact sets principles and ways of
working amongst the public institutions, Development Partners, the Civil Society, Private
Sector, and other actors, engaged in the agricultural and food security sectors.
Furthermore, it is expected to guide the alignment of existing projects and programmes to
the ASWAp framework and demands enhanced coordination in implementing prioritised
sector investments. This Compact was signed by the Government of Malawi,
representatives of the Development Partners, the Civil Society, Private Sector,
representatives of the farmer organisations and farmers union on April 19, 2010.
It is planned that the ASWAp officially starts in the 2011/2012 financial year with some
pooled funding, while allowing for earmarked and discrete funding within the ASWAp
priority framework. However, all investments supporting the ASWAp priority framework
will seek to coordinate programme planning, budgeting and M&E in relation to the
ASWAp targets. In the meantime, government systems of procurement, financial
management and accountability can be strengthened. As the Ministry of Agriculture and
Food Security is implementing a fully-fledged Sector Wide Approach, it will
simultaneously strengthen capacities to build trust in the system and ensure that donors
join the pooled funding system.
5.1.3 Link between ASWAp and on-going programmes
The Farm Inputs Subsidy Programme (FISP) vs ASWAp - The Farm Inputs Subsidy
Programme (FISP) implements Focus Area 1(Food Security and risk management) of the
ASWAp .The programme aims at increasing food security at household and national
levels. Specifically, the programme aims at increasing the smallholder farmer access to
improved farm inputs and adoption of improved technologies in maize production
systems. Therefore, the FISP Coordination team will periodically report progress to the
ASWAp secretariat.
The Greenbelt Initiative (GBI) - The Greenbelt Initiative (GBI) implements Focus Area
3 (Sustainable Agricultural Land and Water management) of the ASWAp. The overall
objective for Greenbelt Initiative is to contribute towards the attainment of sustainable
economic growth and development in line with the Malawi Growth and Development
Strategy (MGDS). The Initiative aims at reducing poverty, improving livelihood and
sustainable food security at both household and national level through increased
production and productivity of agricultural crops, livestock and fisheries.
Specifically the Initiative aims at increasing production and productivity of crops,

livestock and fisheries; increasing household incomes; agricultural exports and foreign
exchange earnings; promoting diversification of crop and livestock enterprises; reducing
rural-urban migration; and improving availability of quality water for both domestic and
industrial use.
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The GBI Secretariat will report progress on quarterly basis to the ASWAp secretariat.
The ASWAp secretariat will report to the Principal Secretary and the Executive
Management Committee for final decisions. In addition, a multi-sectoral GBI
Management Body chaired by the Office of the President and Cabinet will give oversight
to the implementation process and manage inter-sectoral and inter-institutional issues
5.1.4 ASWAp Organizational arrangements
The ASWAp will be delivered principally through the existing organisational structures
of the public administration. This will help ensure sustainability and contribute to
building capacity. In contrast, where possible, and in line with recent international
commitments on development assistance, creating new and parallel implementation
structures will be avoided. It is nonetheless recognized that there are new management
and coordination demands to be accommodated in a programme-based approach and
hence some temporary structures in the organisational arrangements are proposed. An
organisation and management chart is shown in Figure 13 while the ASWAp secretariat
organisation chart is shown in figure 14.
a) ASWAp Management Structure
The Ministry of Agriculture and Food Security (MoAFS) is the lead ministry for the
ASWAp while other implementing and interested ministries will participate in making
key decisions on the programme. At the central level, the line departments of the MoAFS
and the Ministry of Irrigation and Water Development (MoWID) will have the principal
responsibility for delivery of the programme. All programs/projects in the agriculture
sector are under the umbrella of ASWAp framework, implement ASWAp priorities, and
are required to regularly report progress to the ASWAp Secretariat. The ASWAp joint
planning, monitoring and evaluation will holistically examine all sector investments.
Figure 14 illustrates the management structure for implementation of the programme. As
a sector investment plan, ASWAp implementation will take on board all key
stakeholders. The roles and responsibilities of key stakeholders are outlined below:
Ministry of Irrigation and Water Development

The Ministry will principally be responsible for irrigation infrastructure development and
rehabilitation.
Ministry of Local Government and Rural Development
The Ministry will principally be responsible for ensuring high quality, efficient, and
effective implementation of ASWAp through their existing Governance Structures at all
levels. The Ministry will work closely with other key stakeholders to ensure successful
implementation of prioritized ASWAp interventions.
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Ministry of Lands and Physical Planning
The Ministry will principally be responsible for ensuring that land issues are properly
managed as the MoAFS intensifies agricultural activities.
Ministry of Natural Resources, Energy, and Environment
The Ministry will principally be responsible for ensuring that resources are used in a
sustainable manner.
Ministry of Industry and Trade
The Ministry of Industry and Trade will principally be responsible for ensuring that there
is a market available for the increased production. Figure 13 shows the various bodies
involved in the implementation of the ASWAp.
57 | P a g e
Executive Management Committee

Sector Working PS of the MoAFS, MoIWD,
Group (SWG) PS Agriculture MoLGRD, MoTID, OPC (Nutrition, HIV,
AIDS),MOF, MDPC
ASWAp Technical Working Groups

Secretariat 1. Food Security and Risk Management
CENTRAL 2. Commercial Agriculture, Agro‐processing and
Market Development
LEVEL 3. Sustainable Agricultural Land and Water
Management
4. Monitoring and Evaluation
MoIT MoAFS MoIWD MoLGRD
District
DISTRICT
DEC
LEVEL
Other
Directorate Directorate Directorate
Directorates
Management Calls and chairs Technical support Convenes Advise &/ or consultations
Membership of each working group will be differentiated according to relevant technical skills to facilitate pillar focused discussions that effectively support implementation
Figure 14: ASWAP Management Structure
58 | P a g e
At district level, formal responsibility for delivery rests with the District Commissioner (DC).
However, in practice, this will be delegated to the Directorate for Agriculture, Natural Resources and
Irrigation, and within this directorate to the District Agricultural Development Officers (DADO) and
District Irrigation Officers (DIO).
The functions of the public sector structures and consultative bodies proposed for effective delivery
of the ASWAp services are as follows:
Decision making will be the responsibility of an Executive Management Committee, chaired by the
Principal Secretary (MoAFS), with membership from participating ministries (Irrigation & Water
Development; Industry & Trade; and Local Government & Rural Development) and supporting
ministries such as Development Planning & Cooperation; Finance, Gender; HIV/AIDS and Nutrition
Department under the OPC.
Planning, monitoring and evaluation will be done by the District Councils, working in conjunction
with the MoAFS (through the Agricultural Development Divisions) and the participating ministries;
Implementation will be principally by the District Councils with support from the Agricultural
Development Divisions; and
Consultation with stakeholders (including farmers, the private sector, the development partners, civil
society, non-governmental organisations and other non-state actors) will be organised by the MoAFS
and the District Councils. Roles of the various structures are summarised below:
• Executive Management Committee: provides strategic direction and inter-ministerial

coordination, oversees implementation of policy decisions, endorses annual workplans, and
monitors progress.
• ASWAp Secretariat: consolidates work plans, liaises with development partners; convenes
meetings of the Management Working Group, the Technical Working Group, Sector Working
Groups, and the Executive Management Committee; ensures timely reporting; monitors
adherence to the Malawi CAADP Compact; coordinates the annual progress review; and
prepares proposals for the Executive Management Committee’s endorsement.
• Sector Working Group: provides for dialogue between government, civil society, private
sector, and development partners on financial management, planning, and monitoring &
evaluation; and supports line departments in these areas.
• Technical Working Group: supports line departments on technical issues and methodologies
for implementation of activities; advise the Principal Secretary, MoAFS on broad policy
issues; and reflect informal feedback from stakeholders.
• District Executive Committee: reviews progress in implementation and represents
stakeholders’ views at district level.
• Task forces will be established to handle specific technical and management issues.
b) ASWAp Secretariat
The ASWAp Secretariat is intended to facilitate the strategic and operational processes of
implementing the ASWAp. The Secretariat will be located in the Ministry of Agriculture and Food
Security and the Coordinator will report directly to the Principal Secretary (PS). Terms of Reference
for this secretariat are provided in Appendix 2.
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The Secretariat is a lean structure comprising of three key positions (Figure 15), namely: ASWAp
Coordinator supported by two deputies (one responsible for technical issues and the other
management issues). The ASWAp Coordinator is responsible for ensuring that the Secretariat
coordinates the work of various mechanisms and advises the PS directly. The Coordinator will also
interact with development partners. The Deputy Coordinator (Technical) will be responsible for all
technical operations, especially working with the three Technical Working Groups and backstopping
line officers in the various departments and other implementing actors. The Deputy Coordinator
(Management) will be responsible for operations and supporting initiatives for strengthening
capacities for effective delivery of the ASWAp results. In addition to these three positions, there will
be need to engage TAs in areas of M&E, Finance Management, Human Resources Management and
Procurement which are critical in ensuring effective implementation of ASWAp activities. These will
not be considered as part of the Secretariat personnel but instead work directly with respective
departments and divisions as part of capacity building process. Initial support services positions may
essentially include: Secretary (1) and Driver (1).
The ASWAp Secretariat is deliberately intended to be relatively small, comprising critical skills only.
The skills required relate to leadership and operational responsibilities that ensure that the Secretariat
plays its facilitation and backup role effectively and efficiently. The Secretariat will engage outside
expertise with respect to the implementation of specific priority areas of intervention. This will be
done through short term technical assistance arrangements based on demand and expressed gaps to
support implementation of activities of ASWAp within the MoAFS and other participating
Ministries.
PS
ASWAp Coordinator
Deputy Coordinator 1 x Secretary Deputy Coordinator

(Technical)
1 x Driver (Management)
Figure 15: ASWAp Secretariat Organization Structure
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5.1.5 Annual Preparation and Implementation Cycle
The ASWAp will align its planning, budgeting and monitoring cycle to the Government of Malawi’s
main cycle. The fiscal year goes from July to June while budget preparation extends from January to
May. Budget ceilings are issued anytime between February and May before the budget goes to
Parliament for approval in late June. The budget implementation report is sent at the same time as the
next budget. The time line for planning, budgeting and commitments is outlined in Figure 16
The planning preparation will start at district level in January of the year preceding implementation
(N-1). Districts will have until March to finalize their activities and budget based on disaggregated
annual targets of selected output indicators from the results framework. The ADD will provide
backstopping support to districts at least in the initial stages.
The districts will receive individual budget ceilings previously agreed by the Executive Management
Committee (EMC), on proposals from the MoF. The Annual Work plan and Budget (AWPB) will be
revised and sent to the District Commissioner (DC) and Agricultural Development Division (ADD)
by early April. The ADD will consolidate the AWPBs from the various districts under its area and
send the consolidated version to the Planning Department of the MoAFS between March April.
By Mid-May, the Planning Department will consolidate the AWPB for the Ministry of Agriculture
and Food Security. The ASWAp secretariat will insert the budget elements from the other
implementing ministries (MoIT, MoLGRD, MoIWD, Department of Climate Change and
Meteorological Services and other key implementers) and finalize the overall AWPB for the
ASWAp. This will be endorsed by the EMC before being sent to the MoF for inclusion in the budget
in June.
All cost centres will receive funds according to the treasury plan and start implementing activities
and spending their budget. All districts will report at least on a quarterly basis both on the use of
funds and implementation of activities to the DC and the ADD. These will compile a report and
submit it to Planning and the Finance departments at the Ministry Headquarters.
An annual implementation report will be prepared within 60 days of the end of the fiscal year. This
report will be based on the planning for the previous year (N-1) and will explain which targets have
been met, which ones have not and why. This report will form the basis for an Annual ASWAp
Review (coinciding with the Partnership Forum) to be held in September that will make a
performance assessment of the Ministries and the ASWAp during the previous year. The report will
also contain financial and budget execution information. The Agriculture sector review should then
feed into the MGDS review mechanism.
An external audit will be conducted shortly after accounts are closed in July. It is expected that this
external audit will be ready by November. Based on the outcome of the Annual Review and on the
Audit report, donors will make their commitments for the following year (N+1). This, along with
GoM commitments and the amounts foreseen in the Mid-Term Expenditure Framework, will form
the basis for calculating budget ceilings for the following fiscal year. These should be confirmed by
March.
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Planning and budgeting TIMELINE Consultation and commitments
Months Jan: Donors and Gov. provide indicative

Jan.: Planning process for year N JAN commitments for year N+1 based on outcome
starts at district level
of Annual Review and Audit
Btwn Mar & May: Budget ceilings FEB
Mar: EMC endorses proposed budget
MAR Year N-1 Executive
Btwn March and Apr: ADD ceilings for year N
consolidate AWPB and APR
May: EMC endorses AWPB year N for
MAY Executive
May: Finalization of AWPB for year ASWAp before transmission to MoEPD
N
JUN
Jul: FY starts, implementation of JUL

the AWPB for year N
AUG
End Aug: Annual Implementation report N‐1
SEP
OCT
Mid‐Sept: ASWAp annual review ‐ assessment
of year N‐1 based on Implementation Report
NOV
End November Audit N‐1 report
DEC
Year N
JAN
FEB Mid‐Year Implementation report N

MAR
Mar: Exec. Mgmt. Comm. endorsed
Executive
APR proposed budget ceilings for year N+1
MAY
JUN
JUL
Y N+1
AUG
Figure 16: ASWAp timeline for Planning, Budgeting and Commitments
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5.2 FUNDING AND PROCUREMENT ARRANGEMENTS
Development partners have agreed to provide harmonized support for that country’s sectoral
investment programme. The main objective of this harmonization effort is to shift from short term
lending for many discrete development projects toward more coordinated financing of agreed
investment programmes. A collateral commitment is to make greater use of government systems for
project or programme management and administration.
The adoption of a sector wide approach (or SWAp) does not imply the adoption of any particular
funding arrangements or financial management system. ASWAp is not a lending instrument. The
government has expressed a preference for the receipt of basket or pooled funding. However, in
practice it is anticipated there will be an evolutionary transition from project to programme funding.
The speed of this transition will depend on the rules of different donors and evidence of the growing
strength of government systems.
The pursuit of greater harmonization of funding and programming can be measured in terms of three
objectives. First, as discussed above, a growing share of funding will be explicitly aligned with the
Results Framework of the ASWAp investment programme. Second, a declining proportion of
development partner funding is expected to be allocated to discrete projects, and a growing
proportion will be allocated to ASWAp programmes in the form of pooled funding. Finally, a
growing share of donor resources are expected to be declared on budget, be managed by government
staff and be administered using the government’s own financial management, procurement and
human resource management systems. These principles are broadly outlined in the CAADP Compact
and may be more specifically delineated in a Code of Conduct.
5.2.1 Transition from Projects to ASWAp Programme Support
Currently, the MoAFS directly or indirectly supervises more than 35 distinct donor projects. Only 14
of these projects were considered on budget in 2010/11. In the immediate future, the projects which
are on-budget will be identified and thus within the investment portfolio of the ASWAp. Related
efforts are needed for projects linked with the ASWAp but administered under the auspices of other
Ministries in government.
There will remain a limited number of agricultural projects funded by development partners which
are not considered on-budget because these are implemented by public or private non-governmental
entities (civil society organizations, CGIAR centres, farmer unions and agri-business). While these
may be considered as part of the ASWAp, insofar they contribute to the Results Framework, they
will not be included in the ASWAp budget plan.
As experience is gained, efforts will be made to clarify the contributions of civil society
organizations, non-governmental agencies and the private sector to the ASWAp. NGOs will be asked
to submit work plans to the ASWAp Secretariat which highlight the contributions of their
programming to specific components of the ASWAp. The methods for improving coordination of
these investments with government programmes will be explored. Similarly, efforts will be made to
categorize the contributions of the private sector to specific components of the ASWAp Results
Framework.
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5.2.2 Funding Modalities
The ASWAp will be implemented using various funding modalities that will be mutually agreed
upon between the Government of Malawi and Collaborating Development Partners. Again, the major
objective is to improve the harmonization of investment efforts in support of the agreed development
programme. In principle, the objective is to shift from discrete project funding toward pooled sectoral
funding in the pursuit of an agreed set of performance indicators representing major outcomes or
sectoral results. In practice, funding modalities chosen will depend on the rules guiding commitments
of individual development partners, the experience gained in moving from project to programme
funding, and the proven strength of government systems.
In this context, it is possible to approximately characterize five types of funding modality (Table 8)
though the distinctions between these classes may be subject to negotiation on a case by case basis.
In any case funding modalities will be further detailed in the Memorandum of Understanding
Table 8: Summary of Main ASWAp Funding Modalities

Type In ASWAp On Budget Use of Government Use of ASWAp
(on plan) government leads performance
admin systems implementation indicators
Discrete Y/N Y/N Y/N Y/N Y/N
projects
Parallel funding Y Y/N Y/N Y/N Y/N
(multiple
donors for
coordinated
projects)
Co-funding Y Y Y Y Y
(multiple
donors for
single project)
Pooled Y Y Y Y Y
programmatic
funding
Pooled sectoral Y Y Y Y Y
funding
Discrete Projects
Most funding for agricultural sector activities currently takes the form of discrete funding for specific
agreed workplans with associated budgets. Often, the implementation of such projects is led by a
Project Implementation Unit (PIU) specifically hired for the purposes of project management and
administration. This PIU may or may not be under government supervision. By the end of 2011, all
parties are agreed that there will be no more PIUs for projects based on contracts signed with
government. With more immediate effect, it is anticipated that all new agricultural projects will
highlight what components, and component activities in the ASWAp investment plan are being
supported. In effect, all ASWAp related project commitments must be ‘on plan’. If a discrete project
is not identifiable with a component part of the national ASWAp workplan, this will not be
considered a contribution to the ASWAp.
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Most discretely funded projects are expected to start to use government systems for project
management and implementation. They are expected to adopt ASWAp performance indicators in
their logframes or results frameworks. They are expected to be identified as on-budget, with a
schedule of disbursement which can be tracked in relation to national budgets.
A small number of discretely funded projects may be considered part of the ASWAp workplan, but
implemented by non-governmental agencies. These would be considered ‘off-budget’ for the
purposes of national planning. However, the adoption of ASWAp linked performance indicators
would still be encouraged.
Parallel Funding
A major step toward harmonization can be made by shifting from entirely distinct project funding to
the funding of closely linked workplans operating in parallel to one another. For example, there may
be multiple discrete project investments in support of the expansion of small-scale irrigation in the
country. In this case, the project workplans would be identified with component activities within the
ASWAp investment plan, and efforts would be made to coordinate these investments through sharing
of workplans, sharing of implementation support missions and the pursuit of common performance
indicators. If the project is on-budget, this will be implemented by government agencies using the
government’s own financial management and procurement systems. However, it is again possible
that a component project running in parallel with related commitments may be run by a non-
government agency outside of government systems.
Co-Funding
Co-funding of project commitments represents a third step toward harmonization of commitment.

This involves the commitment of multiple donors to a single, common workplan and budget. One
example of this is the Agricultural Development Programme Support Project (ADP-SP) which has a
single workplan and budget with complementary contributions from the World Bank, the Global
Environment Facility and the Kingdom of Norway. Again, the expectation is that this project
workplan would be identifiable within the overall ASWAp investment plan. In addition, these
commitments are expected to be on-budget, and to make full use of government administrative and
management systems. The workplan should target the pursuit of identified ASWAp performance
indicators.
Pooled Programme Funding
Development partners may also agree to allocate pooled funding to programmes of the ASWAp. In
this case, funding is committed to a more generic set of activities defined by government teams
leading the implementation of larger components of the ASWAp. For example, several donors may
jointly commit funding toward the implementation of the Farm Input Subsidy Programme. This
commitment would be on-budget and would make full use of government systems. It would be
implemented by the budget, and to the limits acceptable to donors it would be implemented using
government financial management and procurement rules. The pooled funding commitment would be
governed by a Joint Financing Agreement signed by multiple donors.
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Pooled Sectoral Funding
Ultimately, some donors may agree to provide pooled funding for the overall ASWAp investment
plan in a similar manner to their current programme of national budget support. In effect, this would
be an earmark of a component of national budget support to the agricultural sector. This would
obviously be on-budget, make full use of government systems and be subject to review using agreed
ASWAp performance indicators.
Financial Arrangements for Pooled Funding
Donors will disburse their funds into the Forex account which are then transferred into the
withholding account and converted into local currency. The funds thereafter will go through Treasury
to the implementing agency which is the Ministry of Agriculture and Food Security (MoAFS)
(Figure 17). Upon the authorisation of the MoAFS, Treasury will disburse funds directly to the
district. The implementing sectors at Central level shall access their funds through the Ministry of
Agriculture and Food Security. Their budgets shall be included in the MoAFS vote and will access
their funds through the same Ministry on monthly/quarterly basis in accordance with their work-
plans and budgets. The following steps outline the pooled funding modality Table 13):
• Collaborating partners will deposit funds in a Forex account (in USD) based at the Central
Bank of Malawi (the Ministry of Finance is the signatory) on a quarterly basis and based upon
an agreed disbursement plan linked to the ASWAp treasury plan;
• The funds shall be converted into Malawi Kwacha and transferred into the withholding
account. The balance of the Forex account shall transit from one fiscal year to the next one.
• The implementing sectors at Central level shall access their funds through the Ministry of
Agriculture and Food Security. Their budgets shall be included in the MoAFS vote.
• Districts are expected to open ASWAp operating accounts for themselves (one per district) to
avoid fungibility of ASWAp resources with resources for other normal district programmes.
This will ensure that there is proper use and accountability of the ASWAp resources.
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DEVELOPMENT PARTNERS DEVELOPMENT

PARTNERS DIRECT
Donors contribute quarterly BUDGET SUPPORT
according to ASWAp
disbursement plan HELD IN
POOLED DONORS FOREX
RESERVE
ACCOUNT
Transfers through Ministry of

Transfers according to treasury plan
Finance on request of MoAFS
ASWAp HOLDING ACCOUNT MOF
(MK)- at reserve bank ORT
GOVERNMENT OF MALAWI TREASURY

ACCOUNT IN MK (GoM Account Number 1)
HELD AT
RESERVE
BANK
DISTRICT ASWAp
MINISTRY OF AGRICULTURE OPERATING
AND FOOD SECURITY
ACCOUNT
AGRICULTURE OTHER SECTORS
Figure 17: ASWAp Flow of Funds Mechanism
5.2.3 Annual Work-plans and Budgets (AWPB) for both Recurrent and Development Funds
The pursuit of harmonization begins with the contributions of development partners to the funding
and implementation of the national investment plan. In the initial stages, these contributions may
only be defined in generic terms as commitments to Focal Areas and Components of the overall
ASWAp. However, for harmonization to work in practice, more detailed discussions will be needed
to clarify how project and programme workplans are linked into the overall ASWAp workplan and
budget.
• The ASWAp Secretariat will prepare/consolidate the AWPB that will be discussed and agreed
upon with ASWAp collaborating partners, and included in the main budget document of the
GoM.
• The main basis for the AWPB will be the result framework that will lay out the main actions
and their corresponding targets for the year in question.
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• The ASWAp Secretariat will prepare/consolidate an associated annual procurement plan
which details the contributions of government and development partners to the ASWAp
investment programme.
• The ASWAp Secretariat will prepare/consolidate an associated annual staff development plan
• The ASWAp Secretariat will prepare/consolidate an associated technical assistance plan
• The ASWAp Secretariat will prepare/consolidate an associated annual technical progress and
performance report on the ASWAp summarizing major accomplishments and the status of
achievement of key performance indicators.
5.2.4 ASWAp Financial Management
The ASWAp Financial Management will be characterized by the principles of accountability and
transparency at each level of the implementation process. Achieving these objectives will require an
efficient accounting system that is capable of providing management with accurate and timely
expenditure reports and other financial information. In this regard, Government of Malawi and
Collaborating Partners will be committed to ensure that:
• The Government Public Financial Management Act (2003) Public Audit Act (2003), Public
Procurement Act (2003), the Treasury Instructions and Desk instructions guide all financial
matters for the implementation of the ASWAp;
• The MoAFS and other participating partners maintain adequate financial management
systems to reflect expenditure transactions and assets financed from the Programme of work.
This system will ensure that the MoAFS and participating institutions produce timely,
relevant and reliable financial information for planning, budgeting and implementation of the
Programme of work.
• The MoAFS maintains implementation of a computerized accounting system which can

produce accurate and timely financial management information using the Accounting General
System called IFMIS (Integrated Financial Management Information System).
• Technical Assistants are recruited to assist the MoAFS headquarters, departments, districts,
and other implementing partners to enhance the implementation of the Integrated Financial
Management Information System (IFMIS) and improve management, accounting, cash
management, financial accounting, audit, procurement and asset management.
• Any participating entity in the implementation of the ASWAp provides monthly financial
statements. These statements will classify, analyze and report data covering income and
expenditures from all sources of funding in accordance with Ministry of Finance requirements
and the needs of the AWPB of the ASWAp. The ASWAp annual consolidated financial
statements based on the ASWAp work programme will be submitted to the MoF.
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• The ASWAp secretariat submits a mid-year Programme review Report to the Executive
Management Committee which includes financial accounts of the implementation of the
Programme of work by 28th February. An annual programme implementation report will be
prepared by 31st August, covering the previous fiscal year. The format of this report will be
agreed upon between the Government and ASWAp donors.
• The Auditor-General- carries out a mid-year Financial Audit for pooled funding programmes.
For earmarked and discrete funding programmes, a private audit firm under the auspices of
Auditor-General will carry out the audits. This audit will cover the first six months of each
fiscal year of the government of Malawi (July-December), and an Annual Consolidated
Financial Audit at the end of each fiscal year (July-June).
• The Government of Malawi ensures that its systems within the Agricultural and Food
Security sector have robust levels of internal controls. This will require the establishment of
internal audit function, independence of accounting functions, separation of initiation and
authorization of transactions, and recording and custody of assets.
In this context it is expected that the Ministry of Finance will release the funds to all the cost
centres (Ministry central level, ADD and District) upon request of the MoAFS linked to a
disbursement plan, in a timely manner in accordance with the agreed disbursement plan and
IFMIS procedures. Performance and expenditure reporting will be done by each cost centre in the
agreed reporting formats. Accounting and financial management reports will be prepared in line
with existing government procedures to be discussed and agreed with ASWAp donors.
In line with previous recommendations (2000 Public Expenditure Review report), the ASWAp
shall increase funding to districts and other lower level establishments to a ratio between
headquarters and districts of at least 40 percent and 60 percent respectively. However, this shall
exclude funds for implementing complex programmes which are better managed centrally such as
the subsidy programme and the Human Resource Development Plans.
5.2.5 District Level
At district level, ASWAp funds will be disbursed directly from Treasury to the districts. These shall
be required to open an ASWAp operating account at a Commercial Bank in their respective districts.
The funds shall be disbursed on monthly/quarterly basis in line with the proposed AWPB.
The District Agricultural Development Officer (DADO) will be the custodian of this account who
ensures that implementation takes on board all other key stakeholders such as other public and civil
society organisations. Each ASWAp implementing sub-sector shall be required to submit their plans
of action for the month and payment requests to the Director of Finance (DoF) at the District level
through the DADOs office.
The DoF will be responsible for compiling monthly expenditure returns for the ASWAp. The office
of the DADO will therefore submit the agriculture district reports to the Ministry of Agriculture and
Food Security headquarters who in turn will submit the consolidated report to the Accountant
General. Copies of the national report shall also be circulated to other ASWAp implementing
Ministries, donors and relevant stakeholders. In the spirit of decentralization, the ADDs shall be
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responsible for providing backstopping services and policy direction in the management of ASWAp
funds. In order for this role to be effectively implemented there is need to build capacity at both ADD
and district levels with the provision of adequate staffing in the accounts sections at all levels..
5.2.6 Procurement
The Government of Malawi and collaborating partners will agree that the principles underpinning public
procurement within the ASWAp will be: transparency, efficiency, accountability, fair opportunity to all
bidders, prevention of fraud and other malpractices, and promotion of local capacity.
Government and collaborating partners recognize that current Government procurement systems,
practices, procedures and staff capacity will require further development and strengthening in order to
ensure proper management of procurement function in accordance with the above principles.
Prior to ASWAp initial draft, a Country Procurement Assessment Report by the World Bank concluded
that:
• The Office of the Director of Public Procurement (ODPP) - a new national procurement
regulatory body, established by the 2003 Public Procurement Act - is not yet fully staffed and
made operational as planned.
• Standard Tender and Procurement Documents are in the process of being drafted.
• Specific documents for the Agricultural Sector will also have to be developed.
• There is a severe national shortage of trained procurement staff to which the MoAFS is no
exception.
• Specialized Procurement Units (SPUs), as stipulated in the Public Procurement Act 2003, are
not operational.
However, since the publication of the World Bank report, Malawi has made progress in a number of
areas identified by that report. For example, the office of the ODPP has been established, staffed with
qualified procurement specialists and fully operational. Furthermore, there are established
procurement units in different ministries supported by procurement specialists as exemplified by the
MoAFS. The Country has also intensified training of officers in procurement.
In this context, the World Bank procedures for International Competitive Bidding will only apply for
the first phase of ASWAp implementation to allow Government of Malawi and MoAFS procurement
systems to become fully and effectively operational. Each cost centre at national or district level will
establish an internal procurement committee. Each cost centre should have at least one procurement
specialist, or at least an accountant trained in procurement matters.
5.3 PLANNING, MONITORING AND EVALUATION
The ASWAp will be implemented mainly by the Ministry of Agriculture and Food Security
(MoAFS) headquarters and by districts. Using and strengthening Government planning, monitoring
and evaluation systems will be an essential feature of the ASWAp implementation arrangements.
This implies major changes from the present situation characterized by a fragmentation of donor and
non-government support to the sector, mainly in the form of multiple independent projects. Most of
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the larger projects funded by donors are implemented by the MoAFS usually through Project
Implementation Units (PIUs), while some are implemented by the Ministry of Irrigation and Water
Development (funded by ADB) and others by the Ministry of Local Government and Rural
Development (funded by IFAD).
In moving towards a prioritized annual work plan and budget which details activities to be
implemented by the districts, ADDs, and departments of the MoAFS, MoIWD and MoTPSD, NGOs,
and Civil Society Organisations, there will be a need to harmonise planning, monitoring, evaluation
and reporting systems and procedures. Both planning and M&E will be linked directly to the output
targets of the ASWAp.
5.3.1 Results Framework
The ASWAp results framework will provide a clear picture of national priorities to be the basis for
planning at all levels. It will also be the basis for monitoring and evaluating the ASWAp. The Annual
Work Plan and Budget (AWPB) will be established on the basis of the results framework and be
referred to the various outputs and their targets. The structure of the AWPB will follow the
programmatic approach as articulated in the various focal areas and sub-programmes.
Output indicator targets will need to be disaggregated at district and ADD levels to allow activity
planning and budgeting within the ASWAp framework. For the on-going projects, there is need to
realign to the ASWAp framework and utilise the ASWAp M&E framework. The district AWPB will
be prepared in line with the identified priorities in the ASWAp framework. The eventual ASWAp
priorities shall be identified in a participatory manner during the review process.
The results of the ASWAp reviews will support existing initiatives in planning and monitoring such
as the Annual Review of the MGDS implementation, the Integrated Financial Management System
(IFMIS) and the OPC-led capacity assessment to be done at all levels and sectors for the common
services systems and staff. The districts will prepare and submit progress reports to the ADDs based
on their AWPB for onward submission to the ASWAp secretariat. Annual implementation reports
will be compiled by the ASWAp secretariat based on submissions from the various ADDs. The
format for these reports will be based on outputs and targets as provided for in the AWPB and the
results framework. This will ensure that there is a link between the planning document (AWPB) and
the monitoring reports.
5.3.2 Responsibilities
The responsibility of the Planning Department will be to propose budget ceilings for the various
departments, ADDs and districts based on the budget ceiling provided by the MoF and confirmed by
the Executive Management Committee. The distribution of the ceilings across cost-centres will be
based on the outputs of the ASWAp programme (results framework), articulated by cost-centre
wherever possible
Each Department, ADD, and district will prepare its own annual work plan (activities) and budget
using a weighted criterion to identify the planned share of resources by programme. These will then
be compiled by the Planning Department which will make the final adjustments to the AWPB of the
Ministry of Agriculture and Food Security.
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The ASWAp secretariat will then compile the proposed AWPB from the various implementing
ministries and present them to the Executive Management Committee for final approval before
submission to the Ministry of Finance.
5.3.3 Monitoring and Evaluation
In order to enhance M&E, the ASWAp will implement a number of surveys including the Beneficiary
Impact Assessment Baseline Survey that has been implemented by MoAFS under the ADP-SP will
act as the reference point. In addition, the MoAFS is implementing regular monitoring surveys.
Under the ASWAp more regular agricultural surveys, including the annual Agricultural Production
Estimates Sample Survey, will be funded to increase the availability of statistical data necessary for
planning, policy formulation and early warning. These will be implemented in close collaboration
with NSO. Most of the indicators to be tracked are provided in the Targets and Results Framework
(Appendix 3). Planning Department and ASWAP secretariat will lead the process of Planning,
Monitoring &Evaluation.
5.4 INSTITUTIONAL STRENGTHENING AND CAPACITY BUILDING
5.4.1 Approach to Capacity Building
The ASWAp is a prioritised results-oriented framework under the Ministry of Agriculture and Food
Security’s leadership that calls for a gradual harmonization and alignment of Government and donor
financial support. It has strong linkages to national, regional and international policy frameworks
particularly the MGDS, CAADP and MDGs. The programme builds on successes of the past and
supports capacity building initiatives and strengthening of institutions for effective delivery of
services. It therefore represents a significant change in conducting business in the agriculture sector
as implementation and management of resources including donor support will utilise the existing
government structures. This demands that staff will need immediate orientation and regular
subsequent training on their responsibilities and tasks. This will be based on two main principles
namely support oriented to meeting skill needs for effective delivery of the ASWAp and utilizing as
much as possible credible local education and training providers for both short and long term courses.
This is in part to ensure capability as staff retires, but also because vacancy rates in the civil service
are high (estimated at 40 per cent across government). These needs will be addressed through
postgraduate training at Master and Doctorate levels and through training and education leading to
undergraduate degrees, diplomas and certificates. However, in the case of skill needs for which
training is not available in Malawi, the services of regional as well as international institutions will be
used.
5.4.2 Professional8 and Administrative Skills
The capacity assessment of the needs of the common services and of the agriculture, health,
education and irrigation sectors have been done to promote systematisation and ensure that support to
capacity strengthening can be directed to agreed priority areas.
8
‘Professional skills’ include planning, monitoring & evaluation, and management.
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It is recognised, however, that there will be immediate skill needs for delivery of the ASWAp. Thus,
once systems have been redesigned, all professional and administrative staff involved in delivery of
the ASWAp will be offered short orientation programmes. The content of these programmes will
vary and be specific to the skill area concerned. There will thus be separate programmes on each
professional skill (planning, monitoring & evaluation, and management) and on each administrative
skill (financial management, procurement, and human resources management).
The capacity building programmes will be short, medium, and long term duration dependent of the
nature of capacity gap identified.
5.4.3 Technical Skills
A similar approach will be adopted in building capacity in technical skills with training offered for
orientation and subsequent retraining. It will also be offered for short, medium, and longer term
capacity building through examined courses at diploma, certificate, undergraduate, masters and
exceptionally, doctorate levels. The identification of training needs will be through training and
capacity needs analysis to be conducted at the onset and during the implementation of the ASWAp.
5.4.4 Selection of Trainees and Allocation of Funding for Training
Channelling funding for training to priority needs is essential. In particular, there is strong
competition to obtain scholarships for postgraduate degrees, particularly for courses offered outside
Malawi within the public sector. This is mainly due to insufficient resources hence need for an
objective criterion for selection of trainees.
ASWAp orientation training and retraining: It is envisaged that all professional, administrative and
technical staff at central level in the MoAFS, participating ministries and at the district level will be
eligible for orientation training and subsequent yearly retraining in Malawi. As a result, no selection
criteria are required.
Other types of training (i.e. postgraduate, undergraduate, certificate and diploma): It is proposed that
criteria be established to allocate funding between the various ministries at central district levels. In
order to link training funds to size of institutions, it is recommended that funds be allocated
separately to postgraduate training at masters and doctorate levels internationally and nationally.
Furthermore, an additional allocation for diplomas and certificates will be made on the basis of
priority programme areas while the allocation of funding between ministries and districts would be
made on the basis of approved programmes. It would in practice create a pool of funding for each
ministry and district to be allocated between competing users. In order to best direct use of the funds
and avoid unduly subjective judgement, it is recommended that preference for Doctorate and Masters
degrees (both local and foreign) and diplomas should be given to departments with: (i) the highest
average age of graduate level staff, (ii) the lowest ratio of staff with higher degrees (Masters and
Doctorate) to total graduate establishment; and (iii) those which have the highest multi-annual budget
allocations under the ASWAp.
5.4.5 Systems Design
The shift to a programme approach will require major changes to ways of working. This will be
reflected in work planning, monitoring & evaluation, public financial management, procurement and
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human resources management. Major changes are expected in the first two areas with some
adjustments to system design in the others.
Systems will need to be designed and installed before ASWAp implementation can progress and in
addition, support to system operation will be needed for a period thereafter. Provision for technical
assistance to systems design and operation has therefore been made in the budget.
System redesign will prospectively be based on the systems review recommendations as part of the
support by the Office of the President and Cabinet in capacity assessment. If the recommendations
are not in line with the priorities of MoAFS to govern ASWAp implementation, then a new systems
assessment will be instituted.
5.5 INAUGURATION OF THE ASWAP
The ASWAp implementation is scheduled to commence in the 2011/12 financial year which is the
first year of the 4 year implementation period (2011/12- 2014/15). A small proportion of activities
(less than 20%) outlined in the ASWAp are non-traditional to the Ministry and partners. For
example, risk management component which encompasses weather insurance, village banks, market
friendly buffer system management, and warehouse receipt systems among others. The larger
proportion constitutes on-going activities being implemented by various departments and institutions
and have been wholesomely taken on board for continuity purposes. However, targets for such
activities are up-scaled in line with the aspirations of the ASWAp.
The on-going activities that have been fully integrated into the ASWAp (like the fertilizer subsidy
program, seed multiplications, community seed-banks, model villages, livestock multiplication and
vaccinations, soil fertility conservation and small-scale irrigation systems) may, where necessary, be
modified in terms of the implementation procedures as per the ASWAp requirements. In this respect
it is recommended that work-plans and expenditure plans should clearly highlight activities and the
resource requirement during the entire four year period until the agricultural/sector is completely
ASWAp focused (after first phase in 2014/15).
For activities, programs and projects that presently address issues outside the ASWAp, the
implementing departments and institutions are strongly encouraged to start discussions with
financiers towards aligning those to the vision and aspirations of the ASWAp. Where realignment
may not be possible, the implementers should move towards winding up implementation of those
programs/projects/activities as soon as possible. The aspiration of the Ministry is to ensure that all
activities in the agricultural sector are fully aligned to the ASWAp and that the amount of resources
spent outside the framework is considerably minimized or wiped out all together by the end of the
ASWAp first phase in 2014/15. For non-traditional priorities, like the risk management (weather
insurance, village banks, and call option contracts) there is need for the ASWAp Secretariat to
facilitate preparation of implementation proposals and action plans with the key sub-
sectors/departments for submission to relevant donors.
The ASWAp Secretariat shall also be required to work closely with the Finance Department of the
Ministry in monitoring the flow of resources to ASWAp targeted activities. It is strongly advisable
that the Ministry should liaise with Treasury to clearly indicate ASWAp resources in any funding
disbursements to the Ministry just like was the case during implementation of the Pro-Poor
Expenditures (PPEs). It should be noted that the same case is being done with funds for the Health
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Sector SWAp. Implementing departments shall be encouraged to keep separate track of
implementation of ASWAp areas within their mandates as well as the management of funds. For
discretely funded priority areas (mainly being implemented through NGOs, Civil Society, Private
Sector) the Secretariat shall be required to take note of those and monitor progress with the relevant
implementers. The monitoring should include: the ASWAp focused implementation work plans,
resources flow/disbursement reports, and implementation progress reports highlighting the level of
linkages/participation of target beneficiaries and impact assessment reports on areas being
implemented under ASWAp. Likewise, the DADO will be required to take note of discretely funded
priority areas, coordinate and monitor progress with the relevant implementers.
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REFERENCES
Benin, S., Thurlow, J., Diao, X., Lungren, C. and Simtowe, F. (2007), Agricultural Growth and
Investment Options for Poverty Reduction in Malawi. Paper prepared for Malawi’s Agricultural
Development Plan and the Comprehensive Africa Agricultural Development Programme
(CAADP) Round Table Discussion.
Chirwa, E. W., Kumwenda, I., Chilonda, P. and Jumbe, C. (2007), Agricultural Growth and Poverty
Reduction in Malawi: Past Performance and Emerging Trends. Regional Strategic Analysis and
Knowledge Support Systems, Southern Africa (ReSAKSS-SA) Discussion Paper.
Conroy, Annie. C., Malcolm J. Blackie, Allan Whiteside, Justine C Malewezi and Jeffrey D Sacks.
(2007) POVERTY, AIDS and HUNGER – Breaking the poverty trap in Malawi. Palgrave,
Macmillan
Government of Malawi (GoM) (2011), Annual Economic Report 2011, Ministry of Development
Planning and Cooperation
Government of Malawi (GoM) (2011), Malawi Growth and Development Strategy II: Draft 2011 -
2016, Lilongwe, Malawi: Ministry of Development Planning and Cooperation.
Government of Malawi (GoM) and World Bank (2006), Malawi poverty and vulnerability
assessment: Investing in our future. Volume II: World Bank, Washington DC. USA.
NSO (2000) Starter Park 1999/00 Agro-Economic Survey, Zomba: National Statistical Office
NSO (2005) Integrated Household Survey 2004 – 2005, Zomba: National Statistical Office
World Bank (2003) Malawi Country Economic Memorandum: Policies for Accelerating Growth,
Washington DC: World Bank
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APPENDICES
Appendix 1: Strategic Objectives, Outcomes and Actions

Strategic Objective Field Outcome Indicator Action
Focus Area 1. FOOD SECURITY AND RISK MANAGEMENT
1.1 Maize self sufficiency
a. Increase maize productivity Average maize yield increased from 1.8 to • Implement the input subsidy program (seed and fertilizer)
3.0MT/ha
• Increase attention to efficient fertilizer and seed use in
subsidy program
• Promote good agricultural practices including establishment
of model villages, Clusters and Green belts
• Develop and register new improved varieties and multiply
breeders seed and basic seed
• Increase distribution of improved maize seed
• Strengthen migratory pests monitoring and control
b. Decrease on-farm post harvest losses Post harvest losses reduced from 25% to 12% • Promote improved on-farm storage technologies and
facilities (granaries/silos, Larger grain borer control) for both
food and seed maize
Reduced number of harmful agrochemicals on • Monitor the type and quantity of agrochemicals sold
the market
1.2 Promote diversification of food production and dietary diversification for improved nutrition at household level
1.2.1 Increase food productivity
a. Increase productivity of pulses (beans, soy Average productivity increased from 0.5 to • Facilitate multiplication (breeders & basic seed) and
bean, pigeon peas, cow peas) and ground nuts 1.0MT/ha distribution of improved legume seed varieties and be
included in the Input subsidy programme
• Conduct staff and farmer training
• Promote GAP (Develop new varieties, conduct seed quality
control, promote community seed banks, popularize
improved technologies)
b. Increase productivity of horticultural crops Average productivity for horticultural crops • Improve existing systems for distribution of high quality
namely Fruits (mango, citrus, banana, increased vegetable seeds and fruit tree seedlings
plantain, pineapple, pawpaw, avocado pear) • Facilitate development of fruit nurseries through the
and vegetables ( tomato, carrot, pumpkin, establishment of mother fruit orchards for supply of quality
Amaranthus, kangange, moringa ) scion of recommended varieties.
• Conduct staff and farmer training
• Facilitate preparation of policies, legislation and regulations
governing the horticultural industry to ensure adherence to
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the required market standards and food safety (nurseries,
field production and marketing standards).
• Promote adoption of Integrated Production and protection
(IPP) technologies for horticultural crops
c. Increase productivity of cassava, sweet and Average yield increased for cassava from 20 to • Facilitate multiplication and distribution of disease free
yellow potato and Irish potato in relevant 25MT/ha, sweet potato from 13 to 20MT/ha improved planting material of cassava and sweet potato
areas • Conduct staff and farmer training
• Develop mother nurseries
d. Increase household (HH) poultry meat and >Egg production increased from 2,291 to • Improve provision of vaccines/vaccination services for
egg productivity 4,685MT per year poultry diseases
>Poultry mortality reduced from 60 to 20% • Promote increased production of high quality feed including
development of local feed formulations
• Monitor and certify quality of poultry feeds
>Poultry meat production increased. >Chicken • Increase capacity of regional hatcheries and number of mini-
population increased from 44 million to 120 hatcheries for chickens including Black Australop
million at national level • Intensify livestock group formation and support
>Guinea fowl population increased from 900,000 • Intensify livestock frontline staff training
birds to 2,000,000 at national level
e. Increase small stock productivity (goat) >Goat herd size increased from 3 million to • Promote goat re-stocking and farmer-to-farmer transfer
5.4million (pass-on) systems for meat and milk production
>Goat milk productivity increased from • Intensify farmer and staff training programs
0.25liters/goat to 1.5liters /goat/lactation • Intensify vaccination campaigns
>Pig herd size increased from 1million to
2milion pigs per year.
>Rabbit herd size increased from 600,000 to
1.2milion rabbits per year
Livestock Production Recommended stocking rates adhered to • Monitor livestock and fish stock levels
• Introduce improved, approved and registered exotic
breeds with superior characteristics
• Promote production of improved chicken feed based on
locally available materials.
• Introduce productive dairy goat breeds that give at least
two liters of milk per day as compared to the local goat
which gives 0.25 to 0.5 liters of milk per day.
• Improve and increase capacity of existing regional
hatcheries (Mikolongwe, Bwemba and Choma) for rapid
multiplication of chickens and guinea fowls.
• Introduce productive breeds in the smallholder
communities to improve the size and quality of goats
and pigs.
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• Improve the management system for pigs and rabbits
under smallholder farmers
• Improve poultry vaccination services including the
production and importation of sufficient vaccine doses.
• Increase the number of chickens and guinea fowls
vaccinated against New Castle disease at smallholder
level
• Manufacture and distribute mini-hatcheries to groups of
smallholder farmers or individuals at village level for
chicken and guinea fowl multiplication.
• Promote goat re-stocking and transfer systems (farmer to
farmer pass-on programmes) for meat and milk
production.
• Improve vaccination services against Swine fever to
stimulate production of pigs for meat.
• Disseminate skills and knowledge in the preparation,
processing and utilization of rabbit meat.
Fish Production Extinction of indigenous fish species controlled • Monitor the type and number of exotic fish species
introduced
• Promote village level fish farming schemes comprising of
four hectares of water surface area benefiting about thirty
smallholders per location through construction of fish
ponds
• Facilitate provision of fish fingerlings, fish feed and
training of fingering producers as well as fish feed
producers
1.2.2 Promote consumption and utilization of diversified high nutritive value foods at HH level
a) Promote dietary adequacy Proportion of h/h consuming diversified diet and • Develop standardized messages covering production to
micronutrient rich foods (with Vit A and Iron) utilization
increased and measured by HDDS (H/h Dietary • Conduct demonstrations on processing and utilization of
Diversity Score) a diversified diet.
• Develop local recipes with emphasis on the multi-mix
approach
• Conduct regular dietary monitoring and assessments
• Promote the six food groups approach and generate
baseline data for post-promotion evaluation (in year 3)
•
b) Improve quality of diets for the most Number of vulnerable people accessing quality • Promote consumption of enriched foods with soy beans,
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vulnerable groups diets increased g/nuts, beans, p/peas, c/peas) in complementary feeding
programmes, maternal nutrition and PLHIV
• Conduct demonstrations on preparation of enriched
phala in both communities and at NRU and CTC sites
c) Intensify nutrition education Number of households accessing nutrition • Develop and promote IEC materials on consumption,
education increased processing, preparation and utilization of enriched foods
• Train extension workers on prevention of micronutrient
deficiencies
• Conduct multi-media campaigns on dietary
diversification, consumption of Vit A and Iron rich
foods
• Conduct consumer education on fortified foods
• Conduct staff and farmer training in food budgeting (300
kg maize /person/yr; 50kg g/nuts + 50kgs Soyabeans +
50kgs beans/person/year)
• Train Extension staff (TOT) and Hh in processing,
preservation, storage and utilization.
• Conduct joint staff and farmer training with the Ministry
of Women and Child Development and Local
Government and promote coordinated approaches
1.3 Risk management for sustainable food availability at national level
a. Improve risk management systems and National food gap avoided (MT) • Improve management of the Strategic Grain Reserve (SGR)
mechanisms for food stability at national
level
•
Increase storage capacity at national level
•
Promote village grain bank schemes including improved
granaries and mini silos
Increased number of functioning market- based • Establish a warehouse receipt system
risk management mechanisms employed • Employ maize supply/price hedging strategy
• Strengthen the framework and capacity for maize call
options import contracts
• Establish a commodity market insurance system
Number of weather related risk management • Develop a weather related insurance product for maize i.e.
mechanisms employed Rainfall index based early warning system; Macro and
Micro-weather insurance systems
• Strengthen weather forecasting capability for agriculture
Technology adoption • Encourage planting of drought resistant crops
Focus Area II. COMMERCIAL AGRICULTURE, AGRO-PROCESSING and MARKET DEVELOPMENT
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II.I Agricultural exports for improved balance of trade and income
Increase total value of agricultural exports by Increased exports of tobacco (125,000 to • Promote contract farming, out-grower schemes, farmer
commodity 185,000MT), tea (44,000 to 60,000MT), cotton associations and cooperatives by commodity
(20,000 to 50,000MT), sugar (110,000 to
150,000MT), coffee, macadamia, Birds eye
chillies, paprika, groundnuts, soybeans
• Promote producers organizations for specific commodity
value chain
• Strengthen managerial and technical capacity of producer
organizations
• Promote partnerships, dialogue and cooperation between
chain stakeholders
• Strengthen capacity of value chain players
• Promote production, distribution and utilization of improved
seed, chemicals and fertilizers.
• Promote agricultural exports (through market research
studies, export trade fairs, buyer/trader meetings etc.)
Increased unit value of agricultural exports from • Improve compliance to market standards (grading,
US$580 million to US$800 million by packaging, labeling, volumes demanded, timing of exports,
commodity based on constant prices delivery requirements etc.)
• Promote quality through compliance to sanitary and
phytosanitary standards, varieties, and grading
• Provide technical services support to enhance output quality
including quality certification and regulatory services and
border post produce inspections
• Procure laboratory equipment for analysis of soil, pesticides
efficacy, cotton fiber, lint quality, and pesticide residues in
food crops
• Consider input subsidy for tobacco seed & fertilizer, cotton
seed & chemicals and legume seed
11.2 Commercial production and agro-processing for import substitution and domestic market development
a. Increase volume of high-value Increased volume of high value crops under • Rehabilitate existing irrigation schemes and systems and
commodities for agro-processing and import irrigation and rain-fed conditions i.e. rice, fruits develop new ones
substitution (pineapple, mango, oranges, banana,), vegetables
(tomato, green beans, onion), potato, cassava,).
• Strengthen technical and Operational & Management
capacities for irrigation management including establishment
of WUA when required
• Provide research, extension and marketing services for
irrigation systems users
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• Provide research, extension and marketing services for
Increased milk production & processing from irrigation systems users.
30,000 to 61,000MT • Import dairy cattle animals and upscale multiplication of
dairy animals
• Increase production of animal feed and fodder
• Promote mini dairy processing and cooling facilities
Dairy animal mortality reduced from 20% to 5% • Provide preventive cattle vaccination services (foot and
mouth, anthrax, black leg diseases) for beef and milk
production (Intensify disease control programmes)
• Provide the essential technical services required by beef and
milk producers (AI service, live bull service, feed
production, veterinary services)
• Rehabilitate dip-tank infrastructure and strengthen technical
and O & M capacities for their management
Increased beef herd size from 850,000 to • Promote formation of MBG/cooperatives for livestock
1,250,000 • Develop local feed formulations and train people on
production of the feeds
• Promote stall feeding systems
Increased red meat production & processing • Establish rural mini abattoirs
from 44,779 to 91,569MT • Establish organized meat and egg markets
Increased white meat production & processing
from 69,097 to 141,396MT
Increased fish catch landing (capture fisheries) • Encourage adoption of appropriate on/off shore fishing
from 45,000 to 60,000MT per year practices
b. Increase unit value of commodities Increased fish productivity in fish ponds • Develop area-specific fishery management plans
(financial and non financial services) (aquaculture) from 700kg to 2,000kg/ha
• Promote improved fingerlings and fish feed production
Increased unit value of commodities through • Promote group and individual small scale agro-processing
agro-processing (e.g. fruit, potato, cassava, dry beans green beans; tomato
fish; milk & beef)
• Promote utilization of agro-processing technologies
• Set up and expand market information systems
Producer/consumer price differential reduced in • Promote group and individual small scale agro-processing
key markets and for key commodities for reduced spatial and temporal variability of prices
• Build or rehabilitate market infrastructure in relevant places
for specific commodities
Increased access to credit by small and medium • Provide financial leverage systems for private agro-business
scale agro processors and traders enterprise development (e.g. matching grants)
• Provide non-financial business services and capacity
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strengthening to small and medium scale agro-processors
and traders (e.g. business plan, market informat6ion,
linkages between suppliers and buyers)
Improved water quality • Reduce disposal of effluent and other materials into water
bodies
• II.3 Public/private partnerships in Input and output market development
a) Improve the public/private partnerships for Efficiencies in the Input and output markets • Develop a strategy for partnerships between the public sector
broader growth of the agriculture sector improved and private sector actors with well defined objectives,
structures, membership characteristics, roles, responsibilities,
operational principles and agreed code of conduct
Linkages for public/private sector investments • Establish and improve on effective communication and
strengthened coordination mechanisms amongst government, donors, civil
society organisations, and the private sector
• Enhance public sector investment to better leverage
collateral investments by the private sector to achieve longer
term gains
• Improve efficiency of public investments and collateral
investments made by the private sector, farmers and NGOs
• Improve transaction efficiency along the value chain for
inputs and outputs
• Improve farmer knowledge and choice regarding new
technologies
Focus Area III SUSTAINABLE AGRICULTURAL LAND AND WATER MANAGEMENT
III.1 Sustainable agricultural land Agricultural area (ha) under sustainable • Promote conservation farming (use of best technologies that
management management (SLM) increased from 100,000 to build and sustain soil fertility, prevent soil erosion, conserve
250,000ha soil moisture, promote efficient utilization of rain or
irrigation water)
• Promote labour saving technologies (land ploughing using
hired tractor or own tractor, herbicides for weed management
and crop protection agents)
• Promote management systems and technologies that protect
fragile land (river banks, dambo areas, steep slopes or hilly
areas, and water catchment areas)
• promote community based dambo management systems
• Subsidize inputs to raise forestry and fruit tree seedlings or
buying of plants from commercial nurseries for farmers and
village communities for planting on fragile or degraded land
areas
III.2 Sustainable agricultural water Area under sustainable irrigation (ha) increased • Rehabilitate existing irrigation schemes and systems
management and irrigation development from 72,000 to 300,000ha • Develop new irrigation schemes with appropriate systems
83 | P a g e
• Strengthen technical capacity for irrigation management
• Promote establishment of water users associations
• Improve the technical & management capacities of WUA
• Rehabilitate existing irrigation infrastructure in research
stations
• Establish rainwater harvesting systems (dams, box ridges)
• Promote effective management of water catchment areas
(afforestation, fruit orchard establishment, grass cover, etc)
• Re-stock rural irrigation dams and rivers with fish
Improved water flow rate • Monitor the quantity of water abstracted
III.3 Sustainable management of the effects
of climate change
a) Mitigate the effects of drought and • Improve early warning systems for droughts and floods as
floods well as disease and insect pest outbreaks (Army worm, Red
locusts, aphids)
• Develop rain water harvesting and storage systems
• Construct irrigation dams to ensure availability of water
b) Adopt appropriate technologies to • Promote growing of drought tolerant crops and management
combat drought practices
• Encourage planting of forest trees and fruit trees in fragile
land areas
• Promote growing of Jatropha trees for production of bio-
disiel to reduce air pollution
• Develop strategies for drought preparedness and accurate
crop estimates
• Protect fish breeding locations in lakes and rivers that are
being degraded by droughts and floods
• Support soil conservation initiatives and rehabilitation of
degraded agricultural land
•
KEY SUPPORT SERVICE 1: Institutional Strengthening and Capacity Building
a) Institutional strengthening and Number of institutions and systems developed • Strengthen and improve institutional leadership and
development and strengthened management capacities and skills of key stakeholders to
plan, coordinate, implement and monitor the ASWAp
programme as well as managing government and donor
investments
• Improve agriculture sector planning, implementation, M&E,
investment management, governance, and nutritional
surveillance
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• Conduct a Core Function Analysis of the MoAFS to

determine how the Ministry will manage its activities under
the ASWAp
• Establish an ASWAp secretariat to coordinate the activities
of the ASWAp and provide linkage within the MoAFS
and amongst key stakeholders in the agricultural sector
• Develop and strengthen public management systems
• Establish and strengthen public/private partnerships for
specific priority commodities
Training for improved academic and • Provide training needed to improve technical and
professional knowledge and skills of existing administrative systems, skills development, strengthening
agricultural staff in all departments achieved partnership
• Conduct orientation courses for newly recruited staff on
policies and programmes
• Provision of training to frontline staff for orientation,
upgrading and skills development
•
• Provide short and long term courses on the various priority
programmes of the ASWAp at certificate, diploma, B Sc, and
PhD levels
b) Capacity building Adequate human resources in place to improve • Fill all critical vacant posts (currently estimated at 45% in
staffing at all levels to effectively implement the the MOAFS) in the MOAFS and the agricultural sector as a
ASWAp programmes whole
• Recruit the appropriate human resources needed to
implement programmes effectively
• Recruit additional extension workers to progressively fill the
establishment based on the human resources figure (currently
at 45 per cent vacancies).
•
Improved resource allocation (equipment, • Procure adequate equipment and facilities (motor cars, motor
facilities and finances) bikes, computers, bicycles, laboratory equipment, office
furniture and equipment) for front line staff
• Provide adequate finances to meet operational costs and
maintenance of vehicles and equipment
• Develop and improve resource capacities of key institutions
for front line agricultural staff
•
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KEY SUPPORT SERVICE 11: Technology Development and Dissemination
a) Conducting results and market oriented Increased agricultural productivity as a result of • Develop crop varieties that are high yielding, good quality,
research on priority technology needs and technology adoption and utilization resistant to diseases and drought tolerant
provision of technical and regulatory
services
• Develop Good Agricultural Practices (GAP) i.e. Soil fertility,
fertilizer and plant population management systems and
integrated pest management
• Develop labour saving technologies
• Develop harvest and post harvest management systems
including crop storage systems
• Improve efficiency of the use of inputs (Seed , fertilizer and
chemicals) by farmers
• Breed or introduce livestock that are highly productive in
meat, milk and egg production
• Monitor production of livestock feeds and certify their
quality
• Provide technical services required by farmers i.e.dip tank
fluids, vaccines for livestock; seed certification services;
sanitary and phytosanitary services; production and
certification of foundation and basic seed and vegetative
planting materials; development and monitoring of quality
standards; soil analysis for site specific fertilizer
recommendations; pesticide residue analysis for food safety
and analysis of Afflatoxins in groundnuts and other food
grains.
• Develop value addition technologies to promote agro-

processing initiatives
b) Provision of efficient farmer-led Increased agricultural productivity due to • Disseminate technologies on Good Agricultural Practices
extension and training services efficient delivery of extension services (GAP) to increase agricultural productivity i.e. choice of
varieties and seed; management of soil fertility, fertilizers
and plant population, time of planting and integrated pest
management
• Provide policy and regulatory support services
• Promote the use of model villages, green belts, clusters and
farmers cooperatives in the transfer of technologies
• Train farmers on all aspects of GAP
• Provide technical services required by farmers i.e. AI service
for dairy cattle; dip tank management, vaccination services
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for livestock; distribution of vegetative planting materials;
and monitoring of quality standards;
CROSS CUTTING ISSUES: Gender Disparities, HIV and AIDS Pandemic

Gender equity and empowerment and Agricultural productivity increased by • Mainstream HIV and AIDS and Gender strategy in the
HIV and AIDS impact mitigation recognizing gender roles and responsibilities and ASWAp
mitigating the impact of HIV and AIDS • Establish Gender, HIV and AIDS focal points to act as
catalysts to coordinate and address Gender, HIV and AIDS
mainstreaming activities in all institutions implementing the
ASWAp
• Train members of the focal points to increase their
knowledge in Gender, HIV and AIDS analysis and capacity
enhancement
• Mobilize and empower community groups and train them to
equip them with skills in Gender, HIV and AIDS analysis
• Establish and build partnerships with other organizations and
networks involved in Gender, HIV and AIDS issues to build
coalitions that facilitate advocacy, capacity building and
sharing of experiences
• Operationalize the MoAFS policy and strategy on Gender,
HIV and AIDS mainstreaming in the agricultural sector
Increased and improved agricultural labour • Identify roles and concerns of men, women, boys, girls, and
consider division of labour.
Improved food security and income security at • Empower vulnerable groups to have access to agricultural
household level inputs, benefits and opportunities.
Improved HIV and AIDS impact mitigation • Scale up interventions for nutritional support, education and
intervention for service providers and farmers agro-based income generation
Improved access to treatment , care, food and • Provide access to medical treatment, care, food and
nutritional support to people living with HIV nutritional support to mitigate the health and nutritional
leading to improved research and extension impact of HIV and AIDS
services
Enhanced decision making process in the • promote participation of vulnerable groups in decision
agricultural sector making, policy formulation and implementation processes
Prevention of HIV and AIDS and behavior • Scale up education on HIV and AIDS and ensure that
change enhanced ASWAp activities do not promote HIV infection and
transmission amongst participating members
Community empowerment • Increase capacity of staff and farmers to mainstream HIV,
AIDS and Gender issues in ASWAp interventions
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APPENDIX 2: ASWAP Result Indicators
Component Sub-component Indicator Unit of measure Baseline Target Target Target Target
(2010-11) 2011-12 2012-13 2013-14 2014-15
Food security and Maize self-sufficiency Average maize yield increased Metric / ha
risk management through increased maize from 1.8 to 3.0 mt/ha by 2015
productivity and reduced
post harvest losses 1.8 2.0 2.3 2.6 3.0
Post harvest losses reduced Percentage
from 25% to 13% by 2015 25 20 18 15 12
Estimated total soil loss Tonnes/ha/year 20 18 15 14 13.
Diversification of food Proportion of farm families Percentage
production and dietary consuming dietary
diversification for improved diversification
nutrition at household level
with focus on crops,
livestock and fisheries 15% 25% 35% 45% 55%
Number of food crops grown Food crops
by households increased from grown
one to at least 3 by 2015. 1 2 3 3 3
Risk Management for National food gap for energy Percentage
Sustainable food stability at foods reduced to zero by 2015
national level 0 0 0 0 0
Commercial Agricultural Exports for Total value of agricultural Million US$
Agriculture, Agro- improved balance of trade exports increased from $580
processing and and income million to $800 million by
Market Development 2015 580 650 700 750 800
Commercial production and As above
agro-processing for import
substitution and domestic
market development
Household agricultural US $
incomes increased from
US$280 per annum to US$550
per annum by 2015 280 300 350 500 550
Access to credit by small and Percentage
medium scale agro processors
and traders increased from 20%
to 60% by 2015 20 30 40 50 60
Public/Private partnerships As above
in input and output market
development
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(2010-11) 2011-12 2012-13 2013-14 2014-15
Improve the public/private As above
partnerships for broader
growth of the agriculture
Sustainable Agricultural Agricultural area (ha) under
Sustainable Land Management /. sustainable land management Hectares
Agricultural Land (SLM) increased from 72,000
and Water ha to 220,000 ha by 2014
Management
72,000 120,000 150,000 180,000 220,000
Sustainable Agricultural Area under sustainable

Water Management and irrigation increased from Hectares
Irrigation Development 72,000 to 280,000ha by 2015
through the Greenbelt 72,000 140,000 180,000 240,000 280,000
Initiative
Sustainable Management of As above
the effects of climate
Key Support
Services:
Technology Results and Market oriented Rate of adoption of priority Percentage
Generation and research on priority technologies increased from
Dissemination technology needs and 40% to 60% by 2015
regulatory services 40% 45% 50% 55% 60%
Efficient Farmer-Led As above
Extension and Training
Services
Institutional Strengthening Public Staff Vacancy rate reduced Percentage
Strengthening and Management Systems from 31% to 12% by 2015
Capacity Building 31 26 22 18 12
Capacity Building of the A comprehensive capacity
Public and Private Sectors building program in place by
2015 0 1 1 1 1
Cross-Cutting
Issues:
HIV Prevention and HIV related morbidity and Proportion of staff accessing Percentage of
AIDS Impact mortality attrition supplementary feeding at staff
Mitigation minimized workplace increased from 3.4%
to 7% by 2015. 3.4% 3.5% 4.5% 6% 7%
Average farmer working hours Working hours 5 hrs 5 hrs 5 hrs 5 hrs 5 hrs
89 | P a g e
(2010-11) 2011-12 2012-13 2013-14 2014-15
per day to be maintained at 5
hrs per farmer per day
Enhanced resilience and As above
household coping
mechanisms
HIV infected risks and As above
vulnerabilities reduced
Gender Equality and Gender disparities reduced Proportion of vulnerable Percentage
Empowerment groups (men, women, girls,
boys, orphans, widow(er)s, etc.
accessing agricultural inputs
through the FISP increased
from 47% to 50% by 2015. 47 50 50 50 50
Proportion of vulnerable Percentage
people involved in decision
making, policy formulation and
implementation processes
increased from 30% to 45% by
2015. 30 33 35 40 45
Enhanced capacity of youth, As above
women and men
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Appendix 3: Detailed Results Framework

Strategic Final outcome Status Target Action Resp. Inst. Prio Output Status Target Target Target Target
Objective indicator 2010/11 2014/15 rity indicator 2010/11 2011/12 2012/13 2013/14 2014/15
Focus Area 1: Food Security and Risk Management

Component 1.1: Maize self-sufficiency
a. Increase Average maize 1.8 3.0 Implement the DAPS/ DCP H Number of 1,500,000 1,600,000 1,600,000 1,600,000 1,600,000
maize yield (MT/ha) input (maize seed farmers
productivity increased + fertilizer) receiving
subsidy vouchers for
programme fertilizer
subsidy
H Number of 1,600,000 1,600,000 1,600,000 1,600,000
farmers
receiving
vouchers for
maize seed
subsidy
DAPS/ DCP H Recurrent cost 1 1 1 1
for Input
subsidy
programme
Promote good DAES M Number of 80 100 120 140 160
agricultural farmer groups
practices (GAP) involved in
improved seed
multiplication
Train staff in seed DCP M Number of 300 400 500 600

multiplication staff trained
Train farmers in DCP M Number of 1,000 2,000 3,000 4,000

seed multiplication farmers trained
b. Decrease % of post- 25% 13% Fabricate and DCP H Number of 660 680 810 975 1,175
on farm pre harvest losses distribute metallic silos fabricated
and post silos and distributed
harvest
losses
Train local H Number of 280 270 270 270
artisans in metallic artisans trained
silos fabrication
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Construct cement DCP H No. of cement 86 100 170 215 250

silos for seeds silos
constructed
Strengthen DCP H No. of hectares 30,000 1,704,050 1,703,000 1,703,500 1,704,000
migratory pests monitored and
monitoring and controlled
control
DCP H Number of 300 400 500 600

staff trained
DCP H Number of 1,000 2,000 3,000 4,000

farmers trained
Component 1.2: Diversification of food production and dietary diversification for improved nutrition at household level with focus on Crops, Livestock, and Fisheries
Increase Groundnut 0.5 mt 1mt Promote Input DAPS/ DCP H Number of 1,600,000 1,600,000 1,600,000 1,600,000
legumes and (MT/ha) subsidy for legume farmers
pulses productivity seeds receiving
productivity increased voucher for
legume seeds
subsidy
Beans 0.4 mt 1mt Promote legumes DCP/DARS H No of 35 50 100 150 200
productivity community seed community
banks legumes seed
banks
established
Soy beans 0.8 mt 1mt Promote new DCP/DAES H No.of related 2 2 2 2 2
varieties and good technical
agricultural messages
practices for developed
legumes
Pigeon peas 0.5 mt 1mt Increase DCP H Quantities of - 300 300 300 300
distribution of basic pulse
improved pulse seed produced
seed (MT)
DCP H Number of 10 10 20 30 40
farmer groups
involved in
pulse seed
multiplication
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Increase hh Average 22 25 Promote DCP H Number of 350 450 550 600

horticultural plantain yield dissemination of staff being
crops increased improved trained in
productivity (mt/ha) technologies in horticulture
horticulture technologies
Leafy 15 20 Create enabling DCP M Number of - 1 - -
vegetables policy and policies
(MT/ha) regulatory
environment for
Horticulture
Pineapple 24 30 DCP/DAES M Number of 5,000,000 6,000,000 8,000,000 10,000,000 12,000,000

(mt/ha) fruit trees
propagated
through
community or
public
nurseries
Monetary 30 42 DCP/ DAES M No. of - 500 600 700 800
Value of backyard
horticulture gardens
crops produce promoted
(million US$)
Prevalence 90 10 Sensitize farmers DCP H Number of 40 240 - -
Banana Bunchy on the presence of sensitization
Top (%) the disease and its meetings
control measures
Develop and DCP M Number of 800,000 800,000 -

disseminate posters
messages on the developed and
impact of banana disseminated
bunchy top disease
Demonstrate DCP L Number of 80 200 - -

corrective demonstrations
community action
DCP M Number of 6,000 7,000 8,000 10,000

mats destroyed
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Propagate banana DCP M Number of 4,000 5,000 8,000 10,000

suckers using split suckers
corm method and propagated and
distribute to distributed
affected farmers
Increase Average 8 15 Multiplication and DCP M Quantities of 314,178 325,000 335,000 345,000 355,000
root and cassava yield distribution of cassava
tubers crops increased cassava and sweet improved
productivity (MT/ha) potato improved planting
in relevant planting materials material
areas (bundles)
distributed
Average sweet 3 8 DCP M Quantities of 157,089 162,000 168,000 172,000 178,000

potato yield sweet potato
increased improved
(MT/ha) planting
material (bags)
distributed
Increase HH Number of 44 million 120 Provide vaccines / DAHLD H Number of 10,000 22,000 66,000 105,000 150,000
poultry meat chickens million vaccination NCD vaccine
and egg produced at services against doses procured
productivity national level Newcastle disease (‘000)
increased
Poultry 60% 20% Multiplying and DAHLD M No. of poultry - 56 56 56 56

mortality (%) de-worming of groups
guinea fowls supported
National flock 0.9 2 DAHLD M No. of guinea - 1,100,000 1,350,000 1,650,000 2,000,000
of guinea fowls fowls de-
increased wormed and
(million) vaccinated
Egg production 2,291 4,685 Increase DAHLD L Number of 300 200 250 250 500
(MT/year) availability of well AVOs trained
trained livestock
extension workers
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Increase provision DAHLD L Undertake - 200 200 200 200

of veterinary refresher
services for courses for
poultry Aides on
poultry
production and
marketing
Establish mini DAHLD L No. of mini - 8 7 7 6
hatcheries hatcheries
established
Improve poultry DAHLD L Number of 4,000 400 1,320 1,616 744

feed quality farmers
receiving
information on
adapted poultry
feed training
DAHLD L Number of - 1 3 3 4
mini feed
mills
established
Increase Increased goat 3 5.4 Promote goat re- DAHLD M Number of 150 200 200 200 200
small stock herd size stocking and pass- farmer groups
productivity (million) on programmes assisted with
(goat) breeder goats
DAHLD M Number of 3,000,000 3,500,000 4,200,000 4,200,000 5,400,000

goats de-
wormed
Training of DAHLD L No of farmers - 100 150 250 500
farmers in goat groups trained
management
Introduce drug-box DAHLD M No. of groups - 58 116 232 464

services supported
Increased goat 0.25 1.5 Promote keeping DAHLD M No. of 5 10 20 35 35

milk production of improved dairy organized
(L/day) goat breeds groups
participated in
pass-on-
programme
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Increased rabbit 0.6 1.2 Promote rabbit re- DAHLD L Number of - 30 30 30 30

herd size stocking and pass- groups
(million) on programmes supported with
rabbit breeds
Increase hh Increased cow 30,000 60,000 Import dairy DAHLD H No of dairy 24,760 1,000 1,200 1,400 1,700
dairy milk prod. animals animals
production (MT)
Intensify cross DAHLD H No of dairy 24,760 2,500 8,000 11,000 4,500

breeding animals
programmes
Increase animal DAHLD M Silage tonnage 180,000 18,000 60,000 80,000 35,000
feed/fodder achieved
production and
conservation
Intensify disease DAHLD H No of dairy 24,760 30,000 35,000 45,000 50,000

control animals de-
programmes,vacci wormed
nation and dipping
TB testing DAHLD M No of dairy 24,760 25,000 30,000 35,000 40,000

animals tested
Mastitis control DAHLD M No of dairy 24,760 10,000 10,000 15,000 15,000

animals treated
Increase hh Increased pork 25,033 51,190 Source genetically DAHLD H No of pigs 5,652 800 1,000 1,300 1,500
pig production superior breeding sourced
productivity (MT) stock
Intensity on-farm DAHLD L No of farmers 2,200 2,500 3,000 4,000 5,000

feed production trained
Reduced pig 70 30 De-worming and DAHLD H No of healthy 928,952 1,000,000 1,400,000 1,700,000 2,000,000
mortality (%) vaccination of pigs pigs
against swine fever
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Increased Increased pond 700 2,000 Encourage FISHERIES M No. of village 1 1 1 1 1

aquaculture aquaculture adoption of DEPT fish farming
productivity production appropriate schemes
(Kg/ha) technologies on established,
off-shore fishing training and
practices materials
included
Promote improved FISHERIES M Number of fish 400 250 300 300 350
fingerlings and DEPT ponds
fish feed constructed
production at
smallholder level
FISHERIES L Number of 50 100 150 180 250
DEPT fingerlings and
fish feed
producers
trained
FISHERIES L Number of 2 2 2 2 2
DEPT feed formulae
developed
Restocking of FISHERIES M Number of 20 30 60 60 65

dams in rural areas DEPT dams restocked
Promote Integrated FISHERIES No. of farmers 800 1100 1400 1800 1800
Agriculture DEPT practicing IAA
Aquaculture
production
Nutrition Proportion of 15% 55% Develop and DAES/ OPC M Guidelines and - 3 3 3 3
improved farm families disseminate standardized
consuming guidelines related messages
dietary to food processing, developed and
diversification storage, utilization disseminated
Number of food 1 3 Develop and DAES/ OPC M IEC materials - 3 4 5 6

crops grown by disseminate IEC developed and
Hh materials on same disseminated
via promotion
campaigns
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Train Extension DAES/ OPC M No. farmers - 160,000 160,000 160,000 160,000
staff (TOT) and trained use of
households equipment and
some recipes
DAES/ OPC M No. extension - 100 100 100 100
staff groups
trained
(AEDOs)
Conduct trainings DAES/ OPC M Number of - 1 1 2 2
for service training
providers sessions
conducted
Develop and DAES/ OPC M No. of recipes - 1 1 2 2
disseminate technologies
recipes that use developed and
indigenous food to disseminated
diversify diets
Conduct consumer DAES/ OPC L Consumer 1 2 2 1

education on education
fortified foods sessions
conducted
Conduct dietary DAES/ OPC M Monitoring and - 4 4 4 4

monitoring and assessments
assessment conducted
Component 1.3. Sustainable food availability at national level

Risk Avoid national 0 0 Improve DAPS H Qty of grain 60,000 70,000 80,000 90,000 100,000
management energy food management of the stored in SGR
for food gap SGR & reduce (mt)
stability storage losses Unit cost of
storage
US$/MT
Establish a DAPS H Volume of - 10,000 20,000 30,000 40,000
warehouse receipt maize stored
system under the
warehouse
receipt system
(MT)
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Promote village DAES M Number of 24 25 30 40 45

grain bank village bank
schemes schemes
operated
Establish a maize PS M Premium paid - - 1 - -
market insurance for insurance
system
Strengthen weather CAETS/ MET M Strong weather - 50 75 100 125

forecasting stations in all
capability for EPAs, districts
agriculture and ADDs
Carry monitoring FISHERIES No of 2 1 1 1 1

programmes on DEPT monitoring
fisheries resources surveys
No. of data sets 2 1 1 1 1

produced
Carry out FISHERIES No of patrols 32 80 80 80 80
enforcement DEPT conducted
programmes
Develop area- FISHERIES No. of 3 3 1 1 1

specific fishery DEPT management
management plans plan approved
Encourage FISHERIES No. of village 1 1 1 0 1

establishment of DEPT fish farming
village fish schemes
farming schemes established
No of fish 400 300 750 150 250

ponds
constructed
Focus Area 2: Commercial Agriculture and market development
Component 2.1. Agricultural export for improved balance of trade and income
Increase Volume of 580 800 Promote contract DCP/ DAPS M Number of FO 27 15 30 40 75
total value exports (million farming and engaging in
of US$) producers' contract
agricultural organizations farming for
exports cash crops
99 | P a g e
Increased 20,000 40,000 Train Prod. Org. DAPS M Number of FO - 5,000 5,000 5,000 5,000
export of members in members
Cotton agribusiness skills trained in
agribusiness
skills
(management,
accounting,
quality control)
Increased 111,000 150,000 Strengthen DAPS L Number of FO - 5,000 5,000 5,000 5,000
export of Sugar managerial and members
(MT) technical capacity trained in
of producer quality control:
organizations. post harvest
grading/handli
ng techniques
Increased 125,000 185,000 Promote dialogue DAPS M Number of - 2 4 6 7

export of between value value chain
Tobacco (MT) chain stakeholders coordination
mechanisms
set-up
Increased 44,000 60,000 Strengthen DAPS M Number of 100 150 150 150 150
export of Tea capacity of value value chain
(MT) chain players stakeholders
trained on
value chain
development,
by commodity
MoTI M Number of new - 2 15 25 35

agri-food
export
contracts
facilitated by
MEPC
Promote exports DAPS M Number of - 2 2 2 2

through market commodity
research studies strategies
export fair developed
100 | P a g e
DAPS M Number of - 5 5 5 5
export trade
studies/
analysis, by
commodity
Increased Increased unit - - Improve DAPS/DAES M Number of - 50 50 100 100
unit value of value of compliance to value chain
agricultural tobacco market standards players trained
export ('000 (grading, in commodity
MK/MT) by packaging) handling,
commodity processing
storage
Increased unit - - Increase quality DARS/ M Number of 5 5 5 5 5

value of cotton certification and DAHLD product
regulatory services accreditation
(PA) quality
assurance (QA)
and
certification
services (CS)
MOTI/BOS M Number of - 5,000 5,000 5,000 5,000
quality
assurance
certificates
issued
Provide technical ARET M Quantity of - 200 300 400 500

support to enhance improved
output quality tobacco
(seed) certified seed
distributed
(Kg)
TRF M Area replanted - 25 25 25 25
with clonal tea
bushes (ha)
Cotton H Quantities of 2,000 2,500 3,000 3,500 4,000

Companies improved
cotton seed
(MT)
101 | P a g e
Promote DCP H No. of ha under 2,090 10,000 10,000 10,000 10,000

mechanization tractor hire
scheme
DCP M No of ha under 1,110 16,615 16,615 16,615 16,615

oxenisation
DCP M No. of hand 1,200 12,000 35,000 50,000 60,000
planks
distributed
Promote labour DCP L Number of 200 200 200 200

saving technology sprayer
DCP L Number of 2000 2000 2000 2000
hactare under
herbicides
application
Conduct review DCP L Number of 4 4 4 4

meeting on farm review
mechanisation and meetings
oxenisation
efficiency in
agriculture
Component 2.2. Commercial production and agro-processing for import substitution and domestic market development
Increase Increased milk 30,047 61,443 Provide dairy DAHLD H Number of 1,250 1,250 1,250 1,250
volume of production and inputs and services high
high-value processing productive
commoditie (MT) dairy heifers
s for agro- for
processing demonstration
and
dissemination
DAHLD H Number of 1,440 2,000 2,500 3,000 4,000
diary farmers
trained in
fodder
production
102 | P a g e
DAHLD H Number of 3,000 4,000 5,000 6,500 8,500

farmers
receiving
advice on dairy
husbandry
DAHLD M Number of min 6 1 2 2 1

dairy
processors/cool
ing facilities
provided on
pilot basis to
selected MBG
Increased beef 0.85 1.25 Rehabilitate dip- DAHLD H Number of 400,000 450,000 500,000 550,000 600,000
herd size tank infrastructure cattle treated
(million) and strengthen against ticks
technical and
O&M capacities
for their
management
DAHLD H Number of dip 100 100 100 100 400
tanks
rehabilitated
DAHLD M Number of dip- 100 100 100 100 400

tank users
management
groups
established and
trained
Conduct DAHLD H Number of 185,000 190,000 200,000 210,000 215,000

preventive animals
vaccination (foot vaccinated
and mouth, against FMD
anthrax, black leg)
for beef production
DAHLD H No of animals 200,000 250,000 300,000 350,000 400,000
vaccinated
against Black
leg
103 | P a g e
DAHLD H Number of 200,000 250,000 300,000 350,000 400,000

animals
vaccinated
against LSD
Intensify DAHLD L No of MBGs 150 15 40 64 28

MBGs/Cooperativ
es
Increased red 44,779 91,569 Promote stall DAHLD M No of animals. 500 300 300 400 600
meat feeding
production and
processing
(MT)
Establish DAHLD M No of markets 12 1 4 5 4

organized markets
Increased white 69,097 141,296 Train local broiler DAHLD M No of farmers 4,000 450 1,300 1,700 750
meat and pig feed
production, formulation
processing
Increased egg 2,291 4,685 promote local feed DAHLD M No of farmers 2,500 250 850 1,100 500
prod. (MT) production and
formulation
Increased 218,435 446,678 Enhance DAHLD M No of technical 8 25 25 25 25

collection and information on messages
quality of hides hides and skin
trade
Increased 1,847,012 3,776,955 Establish DAHLD M No of rural 8 6 4 6 4

collection and rural/mini abattoirs abattoirs
quality of skins
104 | P a g e
Increased fish 45,000 60,000 Encourage FISHERIES M Number of 150 250 250 250 250
catch landing adoption of DEPT fishermen
(MT) appropriate on/off- receiving info
shore fishing about
practices appropriate
fishing practice
FISHERIES M Number of off- 1 2 2 2 2

DEPT shore fishing
technology
FISHERIES M Number of 200 500 500 700 900

DEPT fishers
receiving
information
and training
about off-shore
fishing
Develop area- FISHERIES M Number of 3 3 4 4 4
Promote adoption FISHERIES No of fish 9 9 9 5 3

of sanitarian DEPT handling and
standards and processing
hygiene for fish facilities
and fish products constructed
No of 150 250 300 350 400

processors and
fishers trained
Promote improved FISHERIES No of feed 2 2 1 1 1

fingerlings and DEPT formulations
fish feed produced
production at
smallholder level
No of 2400000 2800000 2800000 3000000 4000000
fingerlings
produced
105 | P a g e
No. of 5 5 5 5 5
hatcheries
operational
Number of 20 30 35 40 45
certified feed
and fingerling
producers
Encourage FISHERIES No of offshore 1 2 1 0 1
adoption of DEPT fishing
appropriate technologies
technologies on adopted
off-shore fishing
Increased Household 280 600 Promote group and DCP L Number of 60 70 80 90 100
unit value of agricultural individual small cassava and
commoditie income scale agro- sweet potato
s (financial (USD/year) processing (e.g. processing
& non- horticulture, groups set up
financial cassava, potato,
support pulses)
services)
Increased red 44,779 91,569 Promote stall DAHLD M No of animals. 500 300 300 400 600
meat feeding
production and
processing
(MT)
Establish DAHLD M No of markets 12 1 4 5 4

organized markets
Increased white 69,097 141,296 Train local broiler DAHLD M No of farmers 4,000 450 1,300 1,700 750
meat and pig feed
production, formulation
processing
Increased egg 2,291 4,685 promote local feed DAHLD M No of farmers 2,500 250 850 1,100 500
formulation
106 | P a g e
Increased 218,435 446,678 Enhance DAHLD M No of technical 8 25 25 25 25

collection and information on messages
quality of hides hides and skin
trade
Increased 1,847,012 3,776,955 Establish DAHLD M No of rural 8 6 4 6 4

collection and rural/mini abattoirs abattoirs
quality of skins
Increased fish 45,000 60,000 Encourage FISHERIES M Number of 150 250 250 250 250
catch landing adoption of DEPT fishermen
(MT) appropriate on/off- receiving info
shore fishing about
practices appropriate
fishing practice
FISHERIES M Number of off- 1 2 2 2 2
DEPT shore fishing
technology
FISHERIES M Number of 200 500 500 700 900

DEPT fishers
receiving
information
and training
about off-shore
fishing
Develop area- FISHERIES M Number of 3 3 4 4 4
DCP L Number of 15 50 95 130 150

cassava and
sweet potato
processing
equipment
distributed
107 | P a g e
Disseminate DCP M Number of 610,000 5,000 5,000 10,000 10,000

information on farmers
small scale crop receiving
processing information
about
transformation
technologies
for root crops
Component 2.3 Input and output market development through Private public partnership
Reduced spatial Expand market M Number of 45 50 50 50 50

and temporal information system MIS bulletin
variability of
prices
M Number of - 5 5 5 5
radio
programes
prepared on
MIS
Built and H Number of - 5 5 5 5
rehabilate market wholesale
infrastructure markets built
H Number of new 90 25 25 25 25
collection
points built
H Number of - 10 10 10 10
retail markets
rehabilated
Access to credit 20% 60% Financial leverage M Number of - - 1 - -

by small and systems for private systems
medium scale agro business developed and
agro-processors development tested
and traders (Matching grants)
108 | P a g e
Provide non M Number of - 5 5 10 20

financial business agro-
services and processors
capacity trained
strengthening to
small and medium
scale agro-
processors
M Number of - 2 10 20 40
medium
agroproducers
trained
Focus Area 3: Sustainable Land and Water Management

Component 3.1: Sustainable agricultural land management
Increase Agricultural 100,000 250,000 Promote DLRC H No of groups 5,400 280 560 1,120 1,240
area under area (ha) under technologies that receiving CA
sustainable SLM increased maintain soil advice and
land fertility and water planting
management management material
Estimated total 20 13 DLRC H No of hectares 47,526 10,000 17,500 25,000 77,500

soil loss under
(MT/ha/year) conservation
agriculture
DLRC H No of hectares 49,858 10,000 15,000 20,000 25,000
under agro-
forestry
Promote DLRC L Number of - 27 54 81 108
community-based dambos (10ha)
dambo with agreement
management for sustainable
land use
Prevent river DLRC L Length of 3,264 350 350 350 350

banks degradation streams/river
bank protected
for sustainable
land use (km)
109 | P a g e
Component 3.2: Sustainable agricultural water management

Increase Area under 90,563 200,000 Rehabilitate DOI H Number of 29,000 1,000 1,000 1,000 1,000
area (ha) sustainable existing irrigation hectares under
under irrigation (ha) schemes and rehabilitated
sustainable increased construct new ones irrigation
irrigation through the schemes
through GBI Greenbelt
Initiative
Strengthen DOI H Number farmer 1,000 130 140 150 160

technical capacity groups
for irrigation receiving
management advice about
irrigation
techniques
No of farmers 660,000 740,000 Develop new DOI H Number of 2,000 20,000 23,000 26,000 28,000
growing irrigation schemes hectares under
irrigated crops with appropriate new irrigation
systems schemes
Establish rainwater DOI H Number of 10 3 3 3 3

harvesting systems dams
(dams, box ridges) constructed
DOI H Number of 15 5 5 5 5
dams
rehabilitated
Promote water DOI M Number of 11 60 100 100 150
users associations Water Users
Associations
formed
DOI M Number of 60 65 70 75 80
WUA trained
in technical
and managerial
capacities
Stocking of dams FISHERIES Number of 4 6 10 14 18
in rural areas and DEPT dams stocked
irrigation schemes
4. Key support service: Technology generation and dissemination
110 | P a g e
Component 4.1: Results and market oriented research on priority technology needs and provision of technical and regulatory services
Increase Develop improved DARS H Number of 6 2 2 1 1
maize varieties improved
productivity varieties
released
Multiply breeder DARS H Quantities of 5,000 5,000 6,000 7,000 8,000

seed breeder seed
multiplied (Kg)
Increase DARS H Quantities of 5 10 15 20 25

distribution of maize basic
improved maize seed produced
seed (MT)
DARS H Quantities of 500 1,000 1,500 2,000 2,500

commercial
improved seed
certified (MT)
Decrease on Identify integrated DARS H No of new post 3 3 4 4 5

farm pre and post harvest harvest
post harvest technologies technologies
losses identified and
approved
Increase Develop new DARS H No. of new 12 - 3 5 1

legumes and pulses varieties pulses varieties
pulses released
productivity
Multiply breeder DARS H Quantities of 600 7 9 9 9
and basic pulse breeder pulses
seed seed produced
(MT)
DARS H Qty of certified 60 75 90 105 120

commercial
pulses seed
(MT)
Conduct pulses DARS Number of 1,000 700 800 1,000 1,000

seed quality hectares
control inspected
111 | P a g e
Increase HH Develop improved DARS M Number of - 2 3 4 5

horticultural horticultural technical
crops technologies messages
productivity released related
to horticulture
DARS M Number of 10 11 12 13 14
horticulture
technologies
released
DARS M Number of - 8 9 10 11
farmers groups
involved in
horticulture
seed
multiplication
DARS M Horticulture - - 1 -
estimation
methodology
produced and
distributed
Increase Develop mother DARS L Area under 15 20 30 40 50

root and nurseries mother
tubers crops (vegetative nurseries (ha)
productivity multiplication)
DARS L Construct/reha 2 2 - 1 -
bilitate tissue
culture
laboratory
Increased Improve DARS M Number of SPS - 1 2 3 1

unit value of compliance to laboratories set
agricultural market standards up
export ('000 (grading,
MK/MT) by packaging)
commodity
112 | P a g e
DARS M Number of 4,000 4,000 5,000 6,000 7,000

import permits
and export
licenses issued
DARS M Number of - 10 20 30 40
technicians/ins
pectors trained
in SPS
Enhance border DARS M Number of - 1 2 2 -

posts-produce border posts
inspections infrastructure
provided
Increase Develop local DARS L Number of 2 - 1 - 1

volume of dairy feed local feed
high-value formulation formulae
commoditie developed
s for agro-
processing
Develop local DARS L Number of 2 - 1 1 -
poultry feed poultry feed
formulae technologies
relased
Develop and adapt DARS H Number of root 2 - 1 - 1

agro-processing crop agro-
technologies processing
technologies
released
Increase Develop soil DARS H Number of Soil - 4 4 4 4

area (ha) fertility and water and water
under conservation conservation
sustainable technologies technologies
land developed
management
(SLM)
113 | P a g e
Increase Rehabilitate DARS H Number of - 4 2 3 -

area (ha) existing irrigation infrastructure
under infrastructure in rehabilitated
sustainable research stations
irrigation
Encourage FISHERIES No of fish 3 2 2 2 2

adoption of DEPT farming
appropriate fish technologies
farming adopted
technologies
Promote FISHERIES Tonnage of 7000 15000 20000 22000 25000
exploratory DEPT fish from off
surveys for under shore
exploited fish
stocks
Component 4.2: Efficient farmer-led extension and training services
Increase Rate of 40% 70% Promote good DAES H Number of 600,000 990,000 1,177,500 1,290,000 1,440,000
maize adoption of agricultural farmers
productivity priority practices (GAP) receiving
technologies advice on
increased maize varieties
and GAP
Decrease on Promote improved DAES H Number of 600,000 990,000 1,177,500 1,290,000 1,440,000
farm pre and on-farm storage farmers
post harvest technologies (food, receiving
losses seed) training and
tools on
storage
technologies
(physical,
chemical)
Disseminate DAES L Number of 4 4 5 5 6

messages on post messages on
harvest handling post harvesting
114 | P a g e
Increase Promote new DAES H No. of farmers 600,000 700,000 800,000 900,000 1,000,000
legumes and varieties and good receiving
pulses agricultural advice on
productivity practices for legumes GAP
legumes (incl.
indigenous
vegetables)
Increase HH Promote DAES M Number of - 5,000 5,000 5,000 5,000
horticultural dissemination of farmers being
crops improved trained in
productivity technologies in horticulture
horticulture techniques
Increase Provide research, DAES M Number of 1,000 1,200 1,400 1,600 1,800
volume of extension and farmer groups
high-value marketing services receiving
commoditie for irrigation advice on
s for agro- systems users irrigation
processing production and
marketing of
rice/horticultur
e
DAES M Quantities of 300 400 500 650 850
improved rice
seed
multiplied(MT)
Increased Increase DAES H Number of 30 300 250 100 100

unit value of knowledge and extension staff
commoditie skills in agro- trained in
s (financial processing agro-
& non- technologies processing
financial technologies
support and equipment
services) for activities
DAES M Number of 70 100 150 100 24

farmer groups
trained in agro-
processing
115 | P a g e
DAES M Facilitate 70 100 150 100 25

procurement of
agro-
processing
machinery
5. Key support service: Institutional strengthening and Capacity building
Component 5.1: Strengthening public management systems
Strengthen Undertake DFA H Number of 68 40 40 40 40

mobility in Procurement motor vehicles
the ministry services procured
and districts
DFA H Number of 300 100 100 100 100

motor cycles
procured
Improve Rehabilitation of DARS/ DFA M Number of - 1 1 1

infrastructur soil and seed laboratories
e quantity laboratories at rehabilitated
and quality Chitedze
Rehabilitate staff DFA M Number staff 30 30 30 30

houses houses and
offices
rehabilitated
Construct staff DFA M Number of 30 30 30 30

houses offices
rehabilitated
Upgrade DFA M Number of 2 3 3 3 3

institutional training centres
training upgraded
infrastructure
Rehabilitation of DFA M Number staff 1 1 1 1
district agriculture houses and
offices offices
constructed
116 | P a g e
Rehabilitation of DFA M Number of - 2 2 2 2

buildings for buildings
weather rehabilitated
observation
stations
Improve Procure assorted DFA M Assorted 25 25 25 25
equipment office equipment equipment
quantity and procured
quality
Procure DFA M Laboratory - 1 - 1

Laboratory Research
Research equipment
equipment procured
Procure Weather DFA M Weather - 100 100 50 50

stations Equipment stations
and spare parts Equipment and
spare parts
procured
Procure Farm DFA M Farm inputs - 1 - - -

inputs and procured
equipments for
Land Conservation
and crop
Experimentation
Improved Not done Develop and DAPS Number of 4 4 4 4

monitoring implement monitoring
of monitoring and reports
agricultural reporting systems prepared and
programs of ASWAp submitted
and interventions timely
intervention
s
Done Conduct ASWAp Review report 4 4 4 4
quarterly reviews
Done Production of the DAPS Number of 5 5 5 5
quarterly agricultural issues of
and statistical bulletins statistical
annually bulletins
117 | P a g e
Done Policy review and DAPS Number of 4 4 4 4

quarterly Preparation of development
development programmes
programmes under developed
ASWAp
Improved Done Preparation of DAPS Approved 1 1 1 1

planning of annually budgets and annual annual budget
agricultural work plans for the
programs Ministry
and
intervention
s
Done expenditure DAPS Number 4 4 4 4
quarterly tracking expenditure
assessment tracking
reports
Strengthen Done Provide adequately DFA Number of 4 4 4 4
routine quarterly for office services procurement
administrati reports
ve, financial
and human
resource
management
functions
Done Keeping and DFA Number 4 4 4 4
quarterly maintaining financial
financial records management
reports
Done Keeping and DFA Number human 4 4 4 4

quarterly maintaining human resource
resource records management
reports
Reliable ICT
Network
Rehabilitate and ICT No of GWAN 79 291 350 350 350
extend the current network points
GWAN network linked to main
infrastructure - switch
Hdqrs
118 | P a g e
Rehabilitate and ICT No of intranet, 135 280 325 725 725

extend the current internet and
LAN infrastructure Email services
in ADDs users
Provide LAN ICT 0 0 140 390 725

infrastructure in
Salima and Shire
Valley ADDs
Internet and Increased Connect all Adds ICT No of intranet, 0 0 56 127 0

Email access to and to Ministry Hdqrs. internet and
Services reduced costs Email services
using VPN of internet and users extended
technology email services
Provide Video ICT A state of the 0 0 1 1 5

conferencing art ICT,
services digitisation and
Video
Conferencing
equipment
Provide secure ICT No of 87 142 150 725 725
internet and email computers
facilities installed with
Anti-Virus
Updated Acquire Website ICT No of users 0 0 50 1250 5000
www.moafsm Development accessing the
w.org website consultancy website
services to
redesign the
current website
Effective Procure network DFA/Procure Number of 87 142 150 725 725

network points infrastructure ment users
accessories
State of the art Procure ICT DFA/Procure No of ADDs 0 0 3 4 2

ICT equipment equipment ment connected to
VPN
119 | P a g e
Digitisation Manual Identify and ICT/National No of 0 0 2 5 7

of manual documents classify important Archives institutions
records turned into records
electronic
records
Agriculture A Collect data and ICT No of visits 0 0 3 0 0

Cadastral geographically conduct feasibility
Managemen and integrated studies for
t Agriculture AGRICAMIS,
Information Management AGMIS and AMIS
System Information
(AGRICAM System
IS) (AGMIS)
Analyse data and ICT No of reports 0 0 2 0 0

produce feasibility
study report
Design and ICT 0 0 2 0 0

develop
AGRICAMIS,
AGMIS and AMIS
Acquire ICT No of 0 0 0 2 0
AGRICAMIS, consultancies
AGMIS and AMIS
consultancy
services
Install ICT No of ADDs 0 0 0 3 6

AGRICAMIS,
AGMIS and AMIS
Link AGRICAMIS ICT No of 0 0 0 1 2
and AGMIS organisations
regional and accessing
international AGRICAMIS
bodies
HRMIS and A timely Install HRMIS and ICT No of ADDs 0 0 0 2 7
IFMIS updated HR IFMIS using HRMIS
Rollout in database and and IFMIS
ADDs production of
payroll and
financial
documents
120 | P a g e
Transport Trucking of Install Transport ICT No of ADDs 0 0 0 2 7

Information institutional Management using
Managemen vehicles Information Transport
t System System Management
Rollout in Information
ADDs System
Asset An automated Install Asset ICT No of records 0 0 0 1250 7000
Managemen Ledger of the Management computerised
t Ministry's Informamtion
Informamtio assets System (AMIS)
n System
(AMIS)
Upgrade FISHERIES No of centres 7 1 1 1 1
institutional DEPT upgraded
infrastructure
No of 5 0 1 0 0
laboratoy
facilities
developed
Procure lab, FISHERIES Assorted

enforcement and DEPT equipment
research procured
equipment
No of research 1 0 0 1 0
vessels and
accessories
procured
No of patrol 2 1 1 7 2
boats procured
Component 5.2: Capacity building of the public and private sector
Strengthenin Collaborate DAES/ OPC L Number of - 4 4 4 4

g continously with technical
institutional partners meetings
capacity conducted
121 | P a g e
Conduct DAES/ OPC L Number of - 4 4 4 4

stakeholder stakeholder
meetings with meetings,
government annual and bi-
sectors, NGO, annual,and
Bilateral and consultative for
multilatel partners establishment
and the private of a business
sector coalition for
nutrition
Coordinate DAES/ OPC L Departments 3 10 10 15 20

creation of gender, with gender,
nutrition, HIV and HIV/AIDS and
AIDS officers nutrition
positions in offices
ASWAp line positions
ministries and
departments
Institutionalize DAES/ OPC M Number of - 1,000 1,000 1,000 1,000

farmer-led male and
extension services female staff
trained on
developed
concept
Revise agriculture DAES/ OPC L Policy revised - 1 1 1 1

extension policy to include
private
extension
service
provision
Formulate DAES/ OPC L Number of 1 3 3 3 3
strategies in strategies
response to farmer developed
demand
Strengthen DAES/ OPC L Number of 84 100 100 50 50

stakeholder panels stakeholder
panels oriented
122 | P a g e
Capacity DAPS M Number of 1 1

assessment studies Institutions
for agricultural
institutions in
Malawi
Improve Staff vacancy 31% 12% Recruit technical CHRM M Number of - 2 2 2 2

capacity of rate (%) experts consultants
staff in the reduced hired
ministry
Recruit staff CHRM M Number of - 200 200 250 250
staff recruited
Capacity N Y Carry out sector M Report 1
building wide capacity
programme in building
place assessment
Implement M Number of 1 1 1
institutional reform meetings
programme
Conduct CHRM L Number of - 200 200 250 250

orientation of orientation
newly recruited sessions
staff in policies conducted
and programs
Implement long CHRM H Number of - 50 50 50 50
term training staff trained
programme
international
Implement long CHRM H Number of - 50 50 50 50

term training staff trained
programme
national
Implement short CHRM H Number of 500 500 500 500
training staff trained
programme
Conduct short term CHRM H Number of 15 15 15 15
training for subject workshops
matter specialists conducted
123 | P a g e
Increased Increased Conduct ICT ICT No of meetings 0 0 3 0 0

capacity of number of staff sensitisation
ICT effectively workshops for ICT
knowledge performing officers
and skills in their duties
the ministry
Conduct short term ICT No of ICT 0 14 14 14 14

training for ICT workshops
specialists conducted
Conduct basic ICT ICT No of ICT 0 0 0 3 0

training for workshops
support staff conducted
Attend ICT No of officers 0 0 0 4 4

professional short
term courses
Attend ICT No of officers 0 0 1 3 4

professional long
term courses
Attend project ICT No of officers 0 0 2 2 1

management
courses
M&E, HR, Conduct DAPS H Number of 1 1

planning and preparatory baseline
financial baselines
management
systems
functioning
Agriculture H Number of 4 4 4 4
statistical systems statistical
development Reports
Carryout cost H Number of 1 1 1 1

benefit analyses reports
124 | P a g e
Carryout Core H Number of 2 2 2 2

Function analysis reports
and capacity
assessments
Studies on DAPS L Number of 3 3 3 3

adoption and studies
qualitative
feedback on
activities
International CHRM L Number of 12 12 12 12

technical TAs in place
assistance
on:Planning &
Budgeting
National technical CHRM L Number of 12 12 12 12

assistance on: TAs in place
Planning and
Budgeting
International CHRM M Number of 12 12 12 12

assistance
on:M&E

M&E
assistance
on:Financial
Management
125 | P a g e

Financial
management

assistance
on:HRM
HRM
Carry out strategic L Number of 1 1

environmental reports
assessment
Recruit and train FISHERIES No of frontline 150 50 50 50 50

technical staff DEPT staff trained
Conduct short term FISHERIES No of training 40 15 15 15 15

training for public DEPT workshops
and private sector
Enhance FISHERIES No of outreach 112 150 175 188 210

community DEPT programmes
outreach
programmes
6. Cross cutting issues
Component 6.1: Mainstreaming of gender and HIV/AIDS
HIV related Proportion of 3.4% 7.0% Increase capacity DAES/ OPC H Number of 963 1,200 1,600 2,000 2,400
morbidity staff accessing of staff and farmer staff trained
and supplementary to mainstream
mortality feeding at gender, HIV and
minimized workplace AIDS in
ASWAP
interventions
126 | P a g e
Promote DAES/ OPC M Policies 1 2 2 2

accountability to reviewed
gender, HIV and
AIDS
mainstreaming
among ASWAp
implementers
Reduced staff Sensitise staff on DAES/ OPC M Number of 200 200 200 200
attrition HIV and AIDS sessions
conducted
Gender % of vulnerable 47% 50% Generate and DAES/ OPC M Number of - 3 3 3 4

disparities groups (incl. disseminate action research
reduced women, youth, knowledge on studies
elderly) gender, HIV and conducted
accessing FISP AIDS in the
agricultural sector
% of vulnerable 30% 50% Develop and DAES/ OPC L Visibility - 1 1 1 1

people involved implement strategy
in decision visibility strategy developed
making for gender, HIV
and AIDS
mainstreaming
Establish focal DAES/ OPC L Number of - 2 - - -

points for gender focal points
and HIV/AIDS established
DAES/ OPC L Number of 963 500 550 650 700

farmer groups
trained
127 | P a g e
APPENDIX 4: DETAILED BUDGET (US$)
Strategic Final outcome Action Resp. Inst. Output indicator Unit cost Budget Budget Budget Budget TOTAL
Objective indicator ($US) 2011/12 2012/13 2013/14 2014/15
Focus Area 1: Food Security and Risk Management

Component 1.1: Maize self-sufficiency
a. Increase Average maize Implement the input DAPS/ DCP Number of farmers 50 80,000,000 80,000,000 80,000,000 80,000,000 320,000,000
maize yield (MT/ha) (maize seed + receiving vouchers
productivity increased fertilizer) subsidy for fertilizer subsidy
programme
Number of farmers 25 40,000,000 40,000,000 40,000,000 40,000,000 160,000,000

receiving vouchers
for maize seed
subsidy
DAPS/ DCP Recurrent cost for 35,000,00 35,000,000 35,000,000 35,000,000 35,000,000 140,000,000
Input subsidy 0
programme
Promote good DAES Number of farmer 100 10,000 12,000 14,000 16,000 52,000
agricultural practices groups involved in
(GAP) improved seed
multiplication
Train staff in seed DCP Number of staff 500 150,000 200,000 250,000 300,000 900,000
mutliplication trained
Train farmers in seed DCP Number of farmers 100 100,000 200,000 300,000 400,000 1,000,000
mutliplication trained
b. Decrease on % of post-harvest Fabricate and DCP Number of silos 100 68,000 81,000 97,500 117,500 364,000
farm pre and losses distribute mettallic fabricated and
post harvest silos distributed
losses
Train local artisans in Number of artisans 100 28,000 27,000 27,000 27,000 109,000
metallic silos trained
fabrication
Construct cement silos DCP No. of cement silos 350 35,000 59,500 75,250 87,500 257,250
for seeds constructed
128 | P a g e
Strengthen migratory DCP No. of hectares 4 6,816,200 6,812,000 6,814,000 6,816,000 27,258,200
pests monitoring and monitored and
control controlled
DCP Number of staff 500 150,000 200,000 250,000 300,000 900,000

trained
DCP Number of farmers 100 100,000 200,000 300,000 400,000 1,000,000

trained
Sub-total 162,457,200 162,791,500 163,127,750 163,464,000 651,840,450

Component
1.1
Component 1.2: Diversification of food production and dietary diversification for improved nutrition at household level with focus on Crops, Livestock, and Fisheries
Increase Groundnut Promote Input subsidy DAPS/ DCP Number of farmers 12 19,200,000 19,200,000 19,200,000 19,200,000 76,800,000
legumes and (MT/ha) for legume seeds receiving voucher
pulses productivity for legume seeds
productivity increased subsidy
Beans productivity Promote legumes DCP/DARS No of community 500 25,000 50,000 75,000 100,000 250,000
community seed banks legumes seed banks
established
Soy beans Promote new varieties DCP/DAES No.of related 800 1,600 1,600 1,600 1,600 6,400
and good agricultural technical messages
practices for legumes developed
Pigeon peas Increase distribution DCP Quantities of basic 10,000 3,000,000 3,000,000 3,000,000 3,000,000 12,000,000
of improved pulse pulse seed produced
seed (MT)
DCP Number of farmer 500 5,000 10,000 15,000 20,000 50,000

groups involved in
pulse seed
multiplication
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Increase hh Average plantain Promote dissemination DCP Number of staff 200 70,000 90,000 110,000 120,000 390,000
horticultural yield increased of improved being trained in
crops (mt/ha) technologies in horticulture
productivity horticulture technologies
Leafy vegetables Create enabling policy DCP Number of policies 30,000 - 30,000 - - 30,000
(MT/ha) and regulatory
environment for
Horticulture
Pineapple (mt/ha) DCP/DAES Number of fruit 0.1 600,000 800,000 1,000,000 1,200,000 3,600,000
trees propagated
through community
or public nurseries
Monetary Value of DCP/ DAES No. of backyard 60 30,000 36,000 42,000 48,000 156,000
horticulture crops gardens promoted
produce (million
US$)
Prevalence Banana Sensitize farmers on DCP Number of 200 8,000 48,000 - - 56,000
Bunchy Top (%) the presence of the sensititazation
disease and its control meetings
measures
Develop and DCP Number of posters 1 800,000 800,000 - - 1,600,000

desseminate messages developed and
on the impact of dessiminated
banana bunchy top
disease
Demonstrate DCP Number of 300 24,000 60,000 - - 84,000

corrective community demonstrations
action
DCP Number of mats 50 300,000 350,000 400,000 500,000 1,550,000

destroyed
130 | P a g e
Propagate banana DCP Number of suckers 10 40,000 50,000 80,000 100,000 270,000
suckers using split propagated and
corm method and distributed
distribute to affected
farmers
Increase root Average cassava Multiplication and DCP Quantities of 0 97,500 100,500 103,500 106,500 408,000
and tubers yield increased distribution of cassava cassava improved
crops (MT/ha) and sweet potato planting material
productivity in improved planting (bundles)
relevant areas materials distributed
Average sweet DCP Quantities of sweet 0 48,600 50,400 51,600 53,400 204,000
potato yield potato improved
increased (MT/ha) planting material
(bags) distributed
Increase HH Number of Provide vaccines / DAHLD Number of NCD 2 44,000 132,000 210,000 300,000 686,000
poultry meat chickens produced vaccination services vaccine doses
and egg at national level against Newcastle procured (‘000)
productivity increased disease
Poultry mortality Multiplying and de- DAHLD No. of poultry 300 16,800 16,800 16,800 16,800 67,200
(%) worming of guinea groups supported
fowls
National flock of DAHLD No. of guinea fowls 0 16,500 20,250 24,750 30,000 91,500
guinea fowls de-wormed and
increased (million) vaccinated
Egg production Increase availability of DAHLD Number of AVOs 120 24,000 30,000 30,000 60,000 144,000
(MT/year) well trained livestock trained
extension workers
131 | P a g e
Increase provision of DAHLD Undertake refresher 120 24,000 24,000 24,000 24,000 96,000
veterinary services for courses for Aides on
poultry poultry production
and marketing
Establish mini DAHLD No. of mini 25,000 200,000 175,000 175,000 150,000 700,000
hatcheries hatcheries
established
Improve poultry feed DAHLD Number of farmers 150 60,000 198,000 242,400 111,600 612,000
quality receiving
information on
adapted poultry feed
training
DAHLD Number of mini 7,200 7,200 21,600 21,600 28,800 79,200

feed mills
established
Increase small Increased goat Promote goat re- DAHLD Number of farmer 1,450 290,000 290,000 290,000 290,000 1,160,000
stock herd size (million) stocking and pass-on groups assisted with
productivity programmes breeder goats
(goat)
DAHLD Number of goats de- 0 1,050,000 1,260,000 1,260,000 1,620,000 5,190,000

wormed
Training of farmers in DAHLD No of farmers 100 10,000 15,000 25,000 50,000 100,000
goat management groups trained
Introduce drug-box DAHLD No. of groups 10 580 1,160 2,320 4,640 8,700
services supported
Increased goat Promote keeping of DAHLD No. of organized 12,000 120,000 240,000 420,000 420,000 1,200,000
milk production improved dairy goat groups participated
(L/day) breeds in pass-on-
programme
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Increased rabbit Promote rabbit re- DAHLD Number of groups 200 6,000 6,000 6,000 6,000 24,000
herd size (million) stocking and pass-on supported with
programmes rabbit breeds
Increase hh Increased cow Import dairy animals DAHLD No of dairy animals 2,200 2,200,000 2,640,000 3,080,000 3,740,000 11,660,000
dairy milk prod. (MT)
production
Intensify cross DAHLD No of dairy animals 5 12,500 40,000 55,000 22,500 130,000
breeding programmes
Increase animal DAHLD Silage tonnage 5 90,000 300,000 400,000 175,000 965,000
feed/fodder production achieved
and conservation
Intensify disease DAHLD No of dairy animals 10 300,000 350,000 450,000 500,000 1,600,000
control de-wormed
programmes,vaccinati
on and dipping
TB testing DAHLD No of dairy animals 2 50,000 60,000 70,000 80,000 260,000

tested
Mastitis control DAHLD No of dairy animals 2 20,000 20,000 30,000 30,000 100,000
treated
Increase hh pig Increased pork Source genetically DAHLD No of pigs sourced 950 760,000 950,000 1,235,000 1,425,000 4,370,000
productivity production (MT) superior breeding
stock
Intensity on-farm feed DAHLD No of farmers 10 25,000 30,000 40,000 50,000 145,000
production trained
Reduced pig De-worming and DAHLD No of healthy pigs 2 2,000,000 2,800,000 3,400,000 4,000,000 12,200,000
mortality (%) vaccination of pigs
against swine fever
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Increased Increased pond Encourage adoption of FISHERIES No. of village fish 10,000 10,000 10,000 10,000 10,000 40,000
aquaculture aquaculture appropriate DEPT farming schemes
productivity production technologies on off- established,training
(Kg/ha) shore fishing practices and materials
included
Promote improved FISHERIES Number of fish 2,500 625,000 750,000 750,000 875,000 3,000,000
fingerlings and fish DEPT ponds constructed
feed production at
smallholder level
FISHERIES Number of 750 75,000 112,500 135,000 187,500 510,000

DEPT fingerlings and fish
feed producers
trained
FISHERIES Number of feed 10,000 20,000 20,000 20,000 20,000 80,000

DEPT formulae developed
Restocking of dams in FISHERIES Number of dams 10,000 300,000 600,000 600,000 650,000 2,150,000
rural areas DEPT restocked
Promote Integrated FISHERIES No. of farmers 1,000 1,100,000 1,400,000 1,800,000 1,800,000 6,100,000
Agriculture DEPT practicing IAA
Aquaculture
production
Nutrition Proportion of farm Develop and DAES/ OPC Guidelines and 20,000 60,000 60,000 60,000 60,000 240,000
improved families disseminate guidelines standardized
consuming dietary related to food messages developed
diversification processing, storage, and disseminated
utilization
Number of food Develop and DAES/ OPC IEC materials 30,000 90,000 120,000 150,000 180,000 540,000
crops grown by disseminate IEC developed and
Hh materials on same disseminated via
promotion
campaigns
134 | P a g e
Train Extension staff DAES/ OPC No. farmers trained 10 1,600,000 1,600,000 1,600,000 1,600,000 6,400,000
(TOT) and households use of equipment
and some recipes
DAES/ OPC No. extension staff 5,000 500,000 500,000 500,000 500,000 2,000,000
groups trained
(AEDOs)
Conduct trainings for DAES/ OPC Number of training 15,000 15,000 15,000 30,000 30,000 90,000
service providers sessions conducted
Develop and DAES/ OPC No. of recipes 15,000 15,000 15,000 30,000 30,000 90,000
disseminate recipes technologies
that use indigenous developed and
food to diversify diets disseminated
Conduct consumer DAES/ OPC Consumer education 15,000 15,000 30,000 30,000 15,000 90,000
education on fortified sessions conducted
foods
Conduct dietary DAES/ OPC Monitoring and 15,000 60,000 60,000 60,000 60,000 240,000
monitoring and assessments
assessment conducted
Sub-total 36,061,280 39,588,810 41,361,570 43,601,340 160,613,00

Component 0
1.2
Component 1.3. Sustainable food availability at national level
Risk Avoid national Improve management DAPS Qty of grain stored 15 1,050,000 1,200,000 1,350,000 1,500,000 5,100,000
management energy food gap of the SGR & reduce in SGR (mt)
for food storage losses Unit cost of storage
stability US$/MT
Establish a warehouse DAPS Volume of maize 20 200,000 400,000 600,000 800,000 2,000,000
receipt system stored under the
warehouse receipt
system (MT)
135 | P a g e
Promote village grain DAES Number of village 2,500 62,500 75,000 100,000 112,500 350,000
bank schemes bank schemes
operated
Establish a maize PS Premium paid for 6,000,000 - 6,000,000 - - 6,000,000

market insurance insurance
system
Strengthen weather CAETS/ MET Strong weather 5,000 250,000 375,000 500,000 625,000 1,750,000
forecasting capability stations in all EPAs,
for agriculture districts and ADDs
Carry monitoring FISHERIES No of monitoring 3,750 3,750 3,750 3,750 3,750 15,000
programmes on DEPT surveys
fisheries resources
No. of data sets - - - - -

produced
Carry out enforcement FISHERIES No of patrols 3,000 240,000 240,000 240,000 240,000 960,000
programmes DEPT conducted
Develop area-specific FISHERIES No. of management 2,500 7,500 2,500 2,500 2,500 15,000
fishery management DEPT plan approved
plans
Encourage FISHERIES No. of village fish 10,000 10,000 10,000 - 10,000 30,000
establishment of DEPT farming schemes
village fish farming established
schemes
No of fish ponds 2,500 750,000 1,875,000 375,000 625,000 3,625,000

constructed
Sub-total 2,573,750 10,181,250 3,171,250 3,918,750 19,845,000
Component
1.3
Total Focus 201,092,230 212,561,560 207,660,570 210,984,090 832,298,450
Area 1
Focus Area 2: Commercial Agriculture and market development
Component 2.1. Agricultural export for improved balance of trade and income
136 | P a g e
Increase total Volume of exports Promote contract DCP/ DAPS Number of FO 2,000 30,000 60,000 80,000 150,000 320,000
value of (million US$) farming and engaging in contract
agricultural producers' farming for cash
exports organizations crops
Increased export Train Prod. Org. DAPS Number of FO 150 750,000 750,000 750,000 750,000 3,000,000
of Cotton members in members trained in
agribusiness skills agribusiness skills
(management,
accounting, quality
control)
Increased export Strengthen managerial DAPS Number of FO 100 500,000 500,000 500,000 500,000 2,000,000
of Sugar (MT) and technical capacity members trained in
of producer quality control: post
organizations. harvest
grading/handling
techniques
Increased export Promote dialogue DAPS Number of value 50,000 100,000 200,000 300,000 350,000 950,000
of Tobacco (MT) between value chain chain coordination
stakeholders mechanisms set-up
Increased export Strengthen capacity of DAPS Number of value 500 75,000 75,000 75,000 75,000 300,000
of Tea (MT) value chain players chain stakeholders
trained on value
chain development,
by commodity
MoTI Number of new 1,000 2,000 15,000 25,000 35,000 77,000

agri-food export
contracts facilitated
by MEPC
137 | P a g e
Promote exports DAPS Number of 50,000 100,000 100,000 100,000 100,000 400,000
through market commodity
research studies export strategies developed
fair
DAPS Number of export 50,000 250,000 250,000 250,000 250,000 1,000,000

trade studies/
analysis, by
commodity
Increased unit Increased unit Improve compliance DAPS/DAES Number of value 1,000 50,000 50,000 100,000 100,000 300,000
value of value of tobacco to market standards chain players
agricultural (grading, packaging) trained in
export ('000 commodity
MK/MT) by handling,
commodity processing storage
Increased unit Increase quality DARS/ DAHLD Number of product 10,000 50,000 50,000 50,000 50,000 200,000
value of cotton certification and accreditation (PA)
regulatory services quality assurance
(QA) and
certification
services (CS)
MOTI/BOS Number of quality 75 375,000 375,000 375,000 375,000 1,500,000

assurance
certificates issued
Provide technical ARET Quantity of 200 40,000 60,000 80,000 100,000 280,000
support to enhance improved tobacco
output quality (seed) certified seed
distributed (Kg)
TRF Area replanted with 2,500 62,500 62,500 62,500 62,500 250,000
clonal tea bushes
(ha)
138 | P a g e
Cotton Quantities of 275 687,500 825,000 962,500 1,100,000 3,575,000

Companies improved cotton
seed (MT)
Promote DCP No. of ha under 250 2,500,000 2,500,000 2,500,000 2,500,000 10,000,000
mechanisation tractor hire scheme
DCP No of ha under 130 2,160,000 2,160,000 2,160,000 2,160,000 8,640,000

oxenisation
DCP No. of hand planks 50 600,000 1,750,000 2,500,000 3,000,000 7,850,000
distributed
Promote labour saving DCP Number of sprayer 100 20,000 20,000 20,000 20,000 80,000
technology
DCP Number of hactare 100 200,000 200,000 200,000 200,000 800,000
under herbicides
application
Conduct review DCP Number of review 20000 80,000 80,000 80,000 80,000 320,000
meeting on farm meetings
mechanisation and
oxenisation efficiency
in agriculture
Sub-total 8,632,000 10,082,500 11,170,000 11,957,500 41,842,000

Component
2.1
Component 2.2. Commercial production and agro-processing for import substitution and domestic market development
Increase Increased milk Provide dairy inputs DAHLD Number of high 2,200 2,750,000 2,750,000 2,750,000 2,750,000 11,000,000
volume of production and and services productive dairy
high-value processing (MT) heifers for
commodities demonstration and
for agro- dissemination
processing
139 | P a g e
DAHLD Number of diary 100 200,000 250,000 300,000 400,000 1,150,000

farmers trained in
fodder production
DAHLD Number of farmers 100 400,000 500,000 650,000 850,000 2,400,000

receiving advice on
dairy husbandry
DAHLD Number of min 65,000 65,000 130,000 130,000 65,000 390,000

dairy
processors/cooling
facilities provided
on pilot basis to
selected MBG
Increased beef Rehabilitate dip-tank DAHLD Number of cattle 2 900,000 1,000,000 1,100,000 1,200,000 4,200,000
herd size (million) infrastructure and treated against ticks
strengthen technical
and O&M capacities
for their management
DAHLD Number of dip tanks 3,570 357,000 357,000 357,000 1,428,000 2,499,000
rehabilitated
DAHLD Number of dip-tank 1,700 170,000 170,000 170,000 680,000 1,190,000

users management
groups established
and trained
Conduct preventive DAHLD Number of animals 2 380,000 400,000 420,000 430,000 1,630,000
vaccination (foot and vaccinated against
mouth, anthrax, black FMD
leg) for beef
production
140 | P a g e
DAHLD No of animals 2 500,000 600,000 700,000 800,000 2,600,000

vaccinated against
Black leg
DAHLD Number of animals 2 500,000 600,000 700,000 800,000 2,600,000

vaccinated against
LSD
Intensify DAHLD No of MBGs 2,500 37,500 100,000 160,000 70,000 367,500

MBGs/Cooperatives
Increased red meat Promote stall feeding DAHLD No of animals. 2,200 660,000 660,000 880,000 1,320,000 3,520,000
production and
processing (MT)
Establish organized DAHLD No of markets 15,000 15,000 60,000 75,000 60,000 210,000
markets
Increased white Train local broiler and DAHLD No of farmers 150 67,500 195,000 255,000 112,500 630,000
meat production, pig feed formulation
processing
Increased egg promote local feed DAHLD No of farmers 150 37,500 127,500 165,000 75,000 405,000
formulation
Increased Enhance information DAHLD No of technical 1,000 25,000 25,000 25,000 25,000 100,000
collection and on hides and skin messages
quality of hides trade
Increased Establish rural/mini DAHLD No of rural abattoirs 50,000 300,000 200,000 300,000 200,000 1,000,000
collection and abattoirs
quality of skins
141 | P a g e
Increased fish Encourage adoption of FISHERIES Number of 150 37,500 37,500 37,500 37,500 150,000
catch landing appropriate on/off- DEPT fishermen receiving
(MT) shore fishing practices info about
appropriate fishing
practice
FISHERIES Number of off- 50,000 100,000 100,000 100,000 100,000 400,000

DEPT shore fishing
technology
FISHERIES Number of fishers 300 150,000 150,000 210,000 270,000 780,000

DEPT receiving
information and
training about off-
shore fishing
Develop area-specific FISHERIES Number of 50,000 150,000 200,000 200,000 200,000 750,000
fishery management DEPT management plan
plans approved
Promote adoption of FISHERIES No of fish handling 75,000 675,000 675,000 375,000 225,000 1,950,000
sanitarian standards DEPT and processing
and hygiene for fish facilities
and fish products constructed
No of processors 150 37,500 45,000 52,500 60,000 195,000

and fishers trained
Promote improved FISHERIES No of feed 10,000 20,000 10,000 10,000 10,000 50,000
fingerlings and fish DEPT formulations
feed production at produced
smallholder level
No of fingerlings 5 14,000,000 14,000,000 15,000,000 20,000,000 63,000,000

produced
142 | P a g e
No. of hatcheries 1,750 8,750 8,750 8,750 8,750 35,000

operational
Number of certified 750 22,500 26,250 30,000 33,750 112,500

feed and fingerling
producers
Encourage adoption of FISHERIES No of offshore 50,000 100,000 50,000 - 50,000 200,000

appropriate DEPT fishing technologies
technologies on off- adopted
shore fishing
Increased unit Household Promote group and DCP Number of cassava 500 35,000 40,000 45,000 50,000 170,000
value of agricultural individual small scale and sweet potato
commodities income agro-processing (e.g. processing groups
(financial & (USD/year) horticulture, cassava, set up
non-financial potato, pulses)
support
services)
Increased red meat Promote stall feeding DAHLD No of animals. 2,200 660,000 660,000 880,000 1,320,000 3,520,000
production and
processing (MT)
Establish organized DAHLD No of markets 15,000 15,000 60,000 75,000 60,000 210,000
markets
Increased white Train local broiler and DAHLD No of farmers 150 67,500 195,000 255,000 112,500 630,000
meat production, pig feed formulation
processing
Increased egg promote local feed DAHLD No of farmers 150 37,500 127,500 165,000 75,000 405,000
formulation
Increased Enhance information DAHLD No of technical 1,000 25,000 25,000 25,000 25,000 100,000
collection and on hides and skin messages
quality of hides trade
143 | P a g e
Increased Establish rural/mini DAHLD No of rural abattoirs 50,000 300,000 200,000 300,000 200,000 1,000,000
collection and abattoirs
quality of skins
Increased fish Encourage adoption of FISHERIES Number of 150 37,500 37,500 37,500 37,500 150,000
catch landing appropriate on/off- DEPT fishermen receiving
(MT) shore fishing practices info about
appropriate fishing
practice
FISHERIES Number of off- 50,000 100,000 100,000 100,000 100,000 400,000
DEPT shore fishing
technology
FISHERIES Number of fishers 300 150,000 150,000 210,000 270,000 780,000

DEPT receiving
information and
training about off-
shore fishing
Develop area-specific FISHERIES Number of 50,000 150,000 200,000 200,000 200,000 750,000
fishery management DEPT management plan
plans approved
DCP Number of cassava 2,500 110,000 209,000 286,000 330,000 935,000

and sweet potato
processing
equipment
distributed
Dessimanate DCP Number of farmers 35 175,000 175,000 350,000 350,000 1,050,000

information on small receiving
scale crop processing information about
transfomation
technologies for
root crops
Sub total 24,528,250 25,606,000 28,089,250 35,390,500 113,614,000

Component
2.2
144 | P a g e
Component
2.3 Input and
output market
development
through
Private public
partnership
Reduced spatial Expand market Number of MIS 1,000 50,000 50,000 50,000 50,000 200,000
and temporal information system bulletin
variability of
prices
Number of radio 1,000 5,000 5,000 5,000 5,000 20,000

programes prepared
on MIS
Built and rehabilate Number of 20,000 100,000 100,000 100,000 100,000 400,000
market infrastructure wholesale markets
built
Number of new 1,000 25,000 25,000 25,000 25,000 100,000

collection points
built
Number of retail 15,000 150,000 150,000 150,000 150,000 600,000

markets rehabilated
Access to credit by Financial leverage Number of systems 1,500,000 - 1,500,000 - - 1,500,000

small and medium systems for private developed and
scale agro- agro business tested
processors and development
traders (Matching grants)
145 | P a g e
Provide non financial Number of agro- 5,000 25,000 25,000 50,000 100,000 200,000
business services and processors trained
capacity strengthening
to small and medium
scale agro-processors
Number of medium 5,000 10,000 50,000 100,000 200,000 360,000

agroproducers
trained
Sub-total 365,000 1,905,000 480,000 630,000 3,380,000

Component
2.3
Sub-total 33,525,250 37,593,500 39,739,250 47,978,000 158,836,000
Focus Area 2
Focus Area 3: Sustainable Land and Water Management
Component 3.1: Sustainable agricultural land management
Increase area Agricultural area Promote technologies DLRC No of groups 500 140,000 280,000 560,000 620,000 1,600,000
under (ha) under SLM that maintain soil receiving CA advice
sustainable increased fertility and water and planting
land management material
management
Estimated total DLRC No of hectares 150 1,500,000 2,625,000 3,750,000 11,625,000 19,500,000
soil loss under conservation
(MT/ha/year) agriculture
DLRC No of hectares 500 5,000,000 7,500,000 10,000,000 12,500,000 35,000,000

under agro-forestry
Promote community- DLRC Number of dambos 400 10,800 21,600 32,400 43,200 108,000
based dambo (10ha) with
management agreement for
sustainable land use
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Prevent river banks DLRC Length of 580 203,000 203,000 203,000 203,000 812,000
degradation streams/river bank
protected for
sustainable land use
(km)
Sub-total 6,853,800 10,629,600 14,545,400 24,991,200 57,020,000

component
3.1
Component 3.2: Sustainable agricultural water management
Increase area Area under Rehabilitate existing DOI Number of hectares 3,000 3,000,000 3,000,000 3,000,000 3,000,000 12,000,000
(ha) under sustainable irrigation schemes and under rehabilitated
sustainable irrigation (ha) construct new ones irrigation schemes
irrigation increased through the Greenbelt
through GBI Initiative
Strengthen technical DOI Number farmer 4,000 520,000 560,000 600,000 640,000 2,320,000
capacity for irrigation groups receiving
management advice about
irrigation techniques
No of farmers Develop new DOI Number of hectares 9,000 90,000,000 90,000,000 90,000,000 90,000,000 360,000,000
growing irrigated irrigation schemes under new irrigation
crops with appropriate schemes
systems
Establish rainwater DOI Number of dams 280,000 840,000 840,000 840,000 840,000 3,360,000
harvesting systems constructed
(dams, box ridges)
DOI Number of dams 150,000 750,000 750,000 750,000 750,000 3,000,000

rehabilitated
Promote water users DOI Number of Water 2,200 132,000 220,000 220,000 330,000 902,000
associations Users Associations
formed
147 | P a g e
DOI Number of WUA 7,200 468,000 504,000 540,000 576,000 2,088,000

trained in technical
and managerial
capacities
Stocking of dams in FISHERIES Number of dams 175,000 1,050,000 1,750,000 2,450,000 3,150,000 8,400,000
rural areas and DEPT stocked
irrigation schemes
Sub-total 186,760,00 214,624,00 242,400,00 261,286,000 905,070,00

component 0 0 0 0
3.2
Sub-total 193,613,80 225,253,60 256,945,40 286,277,20 962,090,00
Focus Area 3 0 0 0 0 0
4. Key support service: Technology generation and dissemination
Component 4.1: Results and market oriented research on priority technology needs and provision of technical and regulatory services
Increase maize Develop improved DARS Number of 10,000 20,000 20,000 10,000 10,000 60,000
productivity varieties improved varieties
released
Multiply breeder seed DARS Quantities of 10 50,000 60,000 70,000 80,000 260,000
breeder seed
multiplied (Kg)
Increase distribution DARS Quantities of maize 5,000 50,000 75,000 100,000 125,000 350,000
of improved maize basic seed produced
seed (MT)
DARS Quantities of 50 50,000 75,000 100,000 125,000 350,000

commercial
improved seed
certified (MT)
Decrease on Identify integrated DARS No of new post 20,000 60,000 80,000 80,000 100,000 320,000
farm pre and post harvest harvest technologies
post harvest technologies identified and
losses approved
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Increase Develop new pulses DARS No. of new pulses 8,000 - 24,000 40,000 8,000 72,000
legumes and varieties varieties released
pulses
productivity
Multiply breeder and DARS Quantities of 5,000 35,000 45,000 45,000 45,000 170,000
basic pulse seed breeder pulses seed
produced (MT)
DARS Qty of certified 75 5,625 6,750 7,875 9,000 29,250

commercial pulses
seed (MT)
Conduct pulses seed DARS Number of hectares 50 35,000 40,000 50,000 50,000 175,000
quality control inspected
Increase HH Develop improved DARS Number of technical 800 1,600 2,400 3,200 4,000 11,200
horticultural horticultural messages released
crops technologies related to
productivity horticulture
DARS Number of 8,000 88,000 96,000 104,000 112,000 400,000

horticulture
technologies
released
DARS Number of farmers 300 2,400 2,700 3,000 3,300 11,400

groups involved in
horticulture seed
multiplication
DARS Horticulture 15,000 - - 15,000 - 15,000

estimation
methodology
produced and
distributed
149 | P a g e
Increase root Develop mother DARS Area under mother 650 13,000 19,500 26,000 32,500 91,000
and tubers nurseries (vegetative nurseries (ha)
crops multiplication)
productivity
DARS Construct/rehabilitat 200,000 400,000 - 200,000 - 600,000

e tissue culture
laboratory
Increased unit Improve compliance DARS Number of SPS 75,000 75,000 150,000 225,000 75,000 525,000
value of to market standards laboratories set up
agricultural (grading, packaging)
export ('000
MK/MT) by
commodity
DARS Number of import 25 100,000 125,000 150,000 175,000 550,000
permits and export
licenses issued
DARS Number of 1,000 10,000 20,000 30,000 40,000 100,000

technicians/inspecto
rs trained in SPS
Enhance border posts- DARS Number of border 200,000 200,000 400,000 400,000 - 1,000,000
produce inspections posts infrastructure
provided
Increase Develop local dairy DARS Number of local 40,000 - 40,000 - 40,000 80,000
volume of feed formulation feed formulae
high-value developed
commodities
for agro-
processing
Develop local poultry DARS Number of poultry 50,000 - 50,000 50,000 - 100,000
feed formulae feed technologies
relased
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Develop and adapt DARS Number of root crop 15,000 - 15,000 - 15,000 30,000
agro-processing agro-processing
technologies technologies
released
Increase area Develop soil fertility DARS Number of Soil and 20,000 80,000 80,000 80,000 80,000 320,000
(ha) under and water water conservation
sustainable conservation technologies
land technologies developed
management
(SLM)
Increase area Rehabilitate existing DARS Number of 100,000 400,000 200,000 300,000 - 900,000
(ha) under irrigation infrastructure
sustainable infrastructure in rehabilitated
irrigation research stations
Encourage adoption of FISHERIES No of fish farming 1,500 3,000 3,000 3,000 3,000 12,000
appropriate fish DEPT technologies
farming technologies adopted
Promote exploratory FISHERIES Tonnage of fish 40 600,000 800,000 880,000 1,000,000 3,280,000
surveys for under DEPT from off shore
exploited fish stocks
Sub-total 4.1 2,278,625 2,429,350 2,972,075 2,131,800 9,811,850

Component 4.2: Efficient farmer-led extension and training services
Increase maize Rate of adoption Promote good DAES Number of farmers 5 4,950,000 5,887,500 6,450,000 7,200,000 24,487,500
productivity of priority agricultural practices receiving advice on
technologies (GAP) maize varieties and
increased GAP
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Decrease on Promote improved on- DAES Number of farmers 8 7,920,000 9,420,000 10,320,000 11,520,000 39,180,000
farm pre and farm storage receiving training
post harvest technologies (food, and tools on storage
losses seed) technologies
(physical, chemical)
Disseminate messages DAES Number of 800 3,200 4,000 4,000 4,800 16,000
on post harvest messages on post
handling harvesting
Increase Promote new varieties DAES No. of farmers 7 4,900,000 5,600,000 6,300,000 7,000,000 23,800,000
legumes and and good agricultural receiving advice on
pulses practices for legumes legumes GAP (incl.
productivity indigenous
vegetables)
Increase HH Promote dissemination DAES Number of farmers 25 125,000 125,000 125,000 125,000 500,000
horticultural of improved being trained in
crops technologies in horticulture
productivity horticulture techniques
Increase Provide research, DAES Number of farmer 100 120,000 140,000 160,000 180,000 600,000
volume of extension and groups receiving
high-value marketing services for advice on irrigation
commodities irrigation systems production and
for agro- users marketing of
processing rice/horticulture
DAES Quantities of 500 200,000 250,000 325,000 425,000 1,200,000

improved rice seed
multiplied(MT)
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Increased unit Increase knowledge DAES Number of 10,000 3,000,000 2,500,000 1,000,000 1,000,000 7,500,000
value of and skills in agro- extension staff
commodities processing trained in agro-
(financial & technologies processing
non-financial technologies and
support equipment for
services) activities
DAES Number of farmer 5,000 500,000 750,000 500,000 120,000 1,870,000

groups trained in
agro-processing
DAES Facilitate 7,000 700,000 1,050,000 700,000 175,000 2,625,000

procurement of
agro-processing
machinery
Sub-total 4.2 22,418,200 25,726,500 25,884,000 27,749,800 101,778,500

Sub-total Key 24,696,825 28,155,850 28,856,075 29,881,600 111,590,350
Support
Service
Research
5. Key support service: Institutional strengthening and Capacity building
Component 5.1: Strengthening public management systems
Strengthen Undertake DFA Number of motor 70,000 2,800,000 2,800,000 2,800,000 2,800,000 11,200,000
mobility in the Procurement services vehicles procured
ministry and
districts
DFA Number of motor 7,000 700,000 700,000 700,000 700,000 2,800,000

cycles procured
Improve Rehabilitation of soil DARS/ DFA Number of 65,000 - 65,000 65,000 65,000 195,000
infrastructure and seed laboratories laboratories
quantity and at Chitedze rehabilitated
quality
153 | P a g e
Rehabilitate staff DFA Number staff 30,000 900,000 900,000 900,000 900,000 3,600,000
houses houses and offices
rehabilitated
Construct staff houses DFA Number of offices 50,000 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000
rehabilitated
Upgrade institutional DFA Number of training 155,000 465,000 465,000 465,000 465,000 1,860,000
training infrastructure centres upgraded
Rehabilitation of DFA Number staff 150,000 150,000 150,000 150,000 150,000 600,000
district agriculture houses and offices
offices constructed
Rehabilitation of DFA Number of 10,000 20,000 20,000 20,000 20,000 80,000

buildings for weather buildings
observation stations rehabilitated
Improve Procure assorted DFA Assorted equipment 20,000 500,000 500,000 500,000 500,000 2,000,000
equipment office equipment procured
quantity and
quality
Procure Laboratory DFA Laboratory 300,000 - 300,000 - 300,000 600,000

Research equipment Research equipment
procured
Procure Weather DFA Weather stations 7,000 700,000 700,000 350,000 350,000 2,100,000
stations Equipment Equipment and
and spare parts spare parts procured
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Procure Farm inputs DFA Farm inputs 200,000 200,000 - - - 200,000

and equipments for procured
Land Conservation
and crop
Experimentation
Improved Develop and DAPS Number of 181,818 354,107 244,212 727,273 800,000 2,125,592
monitoring of implement monitoring monitoring reports
agricultural and reporting systems prepared and
programs and of ASWAp submitted timely
interventions interventions
Conduct ASWAp Review report 84,848 0 0 339,394 373,333 712,727

reviews
Production of the DAPS Number of issues of 30,303 0 0 151,515 166,667 318,182
agricultural statistical statistical bulletins
bulletins
Policy review and DAPS Number of 37,879 77,181 53,228 151,515 166,667 448,591
Preparation of development
development programmes
programmes under developed
ASWAp
Improved Preparation of budgets DAPS Approved annual 151,515 128,475 88,603 151,515 166,667 535,260
planning of and annual work plans budget
agricultural for the Ministry
programs and
interventions
expenditure tracking DAPS Number expenditure 22,727 79,091 54,545 90,909 100,000 324,545
assessment tracking reports
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Strengthen Provide adequately for DFA Number of 757,576 2,180,771 1,503,980 3,030,303 3,333,333 10,048,387
routine office services procurement reports
administarativ
e, financial and
human
resource
management
functions
Keeping and DFA Number financial 151,515 425,442 293,408 606,061 666,667 1,991,577
maintaining financial management reports
records
Keeping and DFA Number human 151,515 338,867 233,701 606,061 666,667 1,845,295
maintaining human resource
resource records management reports
Reliable ICT
Network
Rehabilitate and ICT No of GWAN 20 5,820.00 7,000 7,000 7,000 26,820
extend the current network points
GWAN network linked to main
infrastructure - Hdqrs switch
Rehabilitate and ICT No of intranet, 10 2,800.00 3,250 7,250 7,250 20,550

extend the current internet and Email
LAN infrastructure in services users
ADDs
Provide LAN ICT 10 - 1,400 3,900 7,250 12,550

infrastructure in
Salima and Shire
Valley ADDs
Internet and Increased access to Connect all Adds to ICT No of intranet, 210 - 11,760 26,670 - 38,430
Email Services and reduced costs Ministry Hdqrs. internet and Email
using VPN of internet and services users
technology email services extended
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Provide Video ICT A state of the art 10,500 - 10,500 10,500 52,500 73,500
conferencing services ICT, digitisation
and Video
Conferencing
equipment
Provide secure ICT No of computers 10 1,420.00 1,500 7,250 7,250 17,420

internet and email installed with Anti-
facilities Virus
Updated Acquire Website ICT No of users 10 - 500 12,500 50,000 63,000

www.moafsmw.o Development accessing the
rg website consultancy services website
to redesign the current
website
Effective network Procure network DFA/Procureme Number of users 5 710.00 750.00 3,625.00 3,625.00 8,710
points infrastructure nt
accessories
State of the art Procure ICT DFA/Procureme No of ADDs 1275 - 3,825.00 5,100.00 2,550.00 11,475
ICT equipment equipment nt connected to VPN
Digitisation of Manual documents Identify and classify ICT/National No of institutions 4200 - 8,400.00 21,000.00 29,400.00 58,800
manual records turned into important records Archives
electronic records
Agriculture A geographically Collect data and ICT No of visits 3,575 - 10,725 - - 10,725
Cadastral and integrated conduct feasibility
Management Agriculture studies for
Information Management AGRICAMIS,
System Information AGMIS and AMIS
(AGRICAMIS System (AGMIS)
)
Analyse data and ICT No of reports - - - - - -

produce feasibility
study report
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Design and develop ICT - - - - - -

AGRICAMIS,
AGMIS and AMIS
Acquire ICT No of consultancies - - - - -

AGRICAMIS,
AGMIS and AMIS
consultancy services
Install AGRICAMIS, ICT No of ADDs - - - - -

AGMIS and AMIS
Link AGRICAMIS ICT No of organisations 8,000 - - 8,000 16,000 24,000
and AGMIS regional accessing
and international AGRICAMIS
bodies
HRMIS and A timely updated Install HRMIS and ICT No of ADDs using 20,000 - - 40,000 140,000 180,000
IFMIS Rollout HR database and IFMIS HRMIS and IFMIS
in ADDs production of
payroll and
financial
documents
Transport Trucking of Install Transport ICT No of ADDs using 5,000 - - 10,000 35,000 45,000
Information institutional Management Transport
Management vehicles Information System Management
System Information System
Rollout in
ADDs
Asset An automated Install Asset ICT No of records 1,200 - - 1,500,000 8,400,000 9,900,000
Management Ledger of the Management computerised
Informamtion Ministry's assets Informamtion System
System (AMIS)
(AMIS)
Upgrade institutional FISHERIES No of centres 4,500 4,500.00 4,500.00 4,500.00 4,500.00 18,000
infrastructure DEPT upgraded
No of laboratoy 3,500 - 3,500.00 - - 3,500

facilities developed
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Procure lab, FISHERIES Assorted equipment 8,605 - - - - -

enforcement and DEPT procured
research equipment
No of research 250,000 - - 250,000.00 - 250,000

vessels and
accessories
procured
No of patrol boats 105,000 105,000.00 105,000.00 735,000.00 210,000.00 1,155,000

procured
Sub-total 5.1 11,639,183 10,744,288 15,956,840 23,162,325 61,502,636

Component
5.2: Capacity
building of
the public and
private sector
Strengthening Collaborate DAES/ OPC Number of technical 500 2,000 2,000 2,000 2,000 8,000
institutional continously with meetings conducted
capacity partners
Conduct stakeholder DAES/ OPC Number of 15,000 60,000 60,000 60,000 60,000 240,000
meetings with stakeholder
government sectors, meetings, annual
NGO, Bilateral and and bi-annual,and
multilatel partners and consultative for
the private sector establishment of a
business coalition
for nutrition
159 | P a g e
Coordinate creation of DAES/ OPC Departments with 1,000 10,000 10,000 15,000 20,000 55,000
gender, nutrition, HIV gender, HIV/AIDS
and AIDS officers and nutrition offices
positions in ASWAp positions
line ministries and
departments
Institutionalize DAES/ OPC Number of male and 500 500,000 500,000 500,000 500,000 2,000,000
farmer-led extension female staff trained
services on developed
concept
Revise agriculture DAES/ OPC Policy revised to 20,000 20,000 20,000 20,000 20,000 80,000
extension policy include private
extension service
provision
Formulate strategies in DAES/ OPC Number of 20,000 60,000 60,000 60,000 60,000 240,000
response to farmer strategies developed
demand
Strengthen stakeholder DAES/ OPC Number of 250 25,000 25,000 12,500 12,500 75,000
panels stakeholder panels
oriented
Capacity assessment DAPS Number of 100,000 100,000 - - - 100,000

studies for agricultural Institutions
institutions in Malawi
Improve Staff vacancy rate Recruit technical CHRM Number of 50,000 100,000 100,000 100,000 100,000 400,000
capacity of (%) reduced experts consultants hired
staff in the
ministry
Recruit staff CHRM Number of staff 50 10,000 10,000 12,500 12,500 45,000
recruited
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Capacity building Carry out sector wide Report 100,000 100,000 - - - 100,000
programme in capacity building
place assessment
Implement Number of meetings 300,000 - 300,000 300,000 300,000 900,000

institutional reform
programme
Conduct orientation CHRM Number of 100 20,000 20,000 25,000 25,000 90,000
of newly recruited orientation sessions
staff in policies and conducted
programs
Implement long term CHRM Number of staff 15,000 750,000 750,000 750,000 750,000 3,000,000
training programme trained
international
Implement long term CHRM Number of staff 10,000 500,000 500,000 500,000 500,000 2,000,000
national
Implement short CHRM Number of staff 2,000 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000
Conduct short term CHRM Number of 2,000 30,000 30,000 30,000 30,000 120,000
training for subject workshops
matter specialists conducted
Increased Increased number Conduct ICT ICT No of meetings 3,350 - 10,050 - - 10,050
capacity of of staff effectively sensitisation
ICT performing their workshops for ICT
knowledge and duties officers
skills in the
ministry
Conduct short term ICT No of ICT 2,865 40,110 40,110 40,110 40,110 160,440
training for ICT workshops
specialists conducted
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Conduct basic ICT ICT No of ICT 3,350 - - 10,050 - 10,050

training for support workshops
staff conducted
Attend professional ICT No of officers 10,200 - - 40,800 40,800 81,600

short term courses
Attend professional ICT No of officers 10,500 - 10,500 31,500 42,000 84,000

long term courses
Attend project ICT No of officers 3,500 - 7,000 7,000 3,500 17,500

management courses
M&E, HR, Conduct preparatory DAPS Number of baseline 500,000 500,000 - 500,000 - 1,000,000
planning and baselines
financial
management
systems
functioning
Agriculture statistical Number of 375,000 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000

systems development statistical Reports
Carryout cost benefit Number of reports 600,000 600,000 600,000 600,000 600,000 2,400,000
analyses
Carryout Core Number of reports 600,000 1,200,000 1,200,000 1,200,000 1,200,000 4,800,000
Function analysis and
capacity assessments
Studies on adoption DAPS Number of studies 50,000 150,000 150,000 150,000 150,000 600,000
and qualitative
feedback on activities
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International technical CHRM Number of TAs in 25,000 300,000 300,000 300,000 300,000 1,200,000
assistance on:Planning place
& Budgeting
National technical CHRM Number of TAs in 10,000 120,000 120,000 120,000 120,000 480,000
assistance on: place
Planning and
Budgeting
assistance on:M&E place
assistance on: M&E place
assistance place
on:Financial
Management
assistance on: place
Financial management
assistance on:HRM place
assistance on: HRM place
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Carry out strategic Number of reports 250,000 250,000 - - 250,000 500,000

environmental
assessment
Recruit and train FISHERIES No of frontline staff 475 23,750 23,750 23,750 23,750 95,000
technical staff DEPT trained
Conduct short term FISHERIES No of training 420 6,300 6,300 6,300 6,300 25,200
training for public and DEPT workshops
private sector
Enhance community FISHERIES No of outreach 1,250 187,500 218,750 235,000 262,500 903,750
outreach programmes DEPT programmes
Sub-total 5.2 9,424,660 8,833,460 9,411,510 9,190,960 36,860,590

Sub-total 21,063,843 19,577,748 25,368,350 32,353,285 98,363,226
Institutional
strengthening
and capacity
building
6. Cross cutting issues

Component 6.1: Mainstreaming of gender and HIV/AIDS
HIV related Proportion of staff Increase capacity of DAES/ OPC Number of staff 2,511 3,013,216 4,017,621 5,022,026 6,026,432 18,079,295
morbidity and accessing staff and farmer to trained
mortality supplementary mainstream gender,
minimized feeding at HIV and AIDS in
workplace ASWAP interventions
Promote DAES/ OPC Policies reviewed 251,101 251,101 502,203 502,203 502,203 1,757,709
accountability to
gender, HIV and
AIDS mainstreaming
among ASWAp
implementers
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Reduced staff Sensitise staff on HIV DAES/ OPC Number of sessions 1,256 251,101 251,101 251,101 251,101 1,004,405
attrition and AIDS conducted
Gender % of vulnerable Generate and DAES/ OPC Number of action 251,101 753,304 753,304 753,304 1,004,405 3,264,317
disparities groups (incl. disseminate research studies
reduced women, youth, knowledge on gender, conducted
elderly) accessing HIV and AIDS in the
FISP agricultural sector
% of vulnerable Develop and DAES/ OPC Visibility strategy 313,877 313,877 313,877 313,877 313,877 1,255,507
people involved in implement visibility developed
decision making strategy for gender,
HIV and AIDS
mainstreaming
Establish focal points DAES/ OPC Number of focal 62,775 125,551 - - - 125,551
for gender and points established
HIV/AIDS
DAES/ OPC Number of farmer 1,256 627,753 690,529 816,079 878,855 3,013,216
groups trained
Sub-total 5,335,903 6,528,634 7,658,590 8,976,872 28,500,000

Cross-cutting
issues:
Mainstreamin
g gender and
HIV/AIDS
GRAND TOTAL USD 2,191,678,026
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APPENDIX 5: RESOURCE GAP ANALYSIS IN US$
2011-12 2012-13
Required Available Available Gap Required Available Local Available Gap
Focus Area/Component Resources Local Donor Resources Resources Donor
Resources Resources Resources
Food security and risk
1
management
1.1 Maize self-sufficiency 162,457,200 138,434,202 21,522,000 2,500,998 162,791,500 126,217,638 19,222,000 17,351,862
1.2 Diversification and nutrition 36,061,280 2,480,506 23,630,000 9,950,774 39,588,810 2,261,606 20,150,000 17,177,204
Risk Management for
1.3
Sustainable food availability 2,573,750 251,894 4,055,000 -1,733,144 10,181,250 229,665 3,635,000 6,316,585
Commercial agriculture and
2
market development
2.1 improved balance of trade and
income 8,632,000 3,637 11,103,000 -2,474,637 10,082,500 3,316 8,363,000 1,716,184
Commercial production for
2.2 import substitution and
domestic market development 24,528,250 2,121,624 1,362,500 21,044,126 25,606,000 7,232,443 973,000 17,400,557
2.3 development through Private
public partnership 365,000 16,763,613 12,310,000 -28,708,613 1,905,000 9,456,730 10,240,000 -17,791,730
Sustainable land and water
3
management
Sustainable agricultural land
3.1
management 6,853,800 741,472 23,967,000 -17,854,672 10,629,600 676,038 20,687,000 -10,733,438
Sustainable agricultural water
3.2
management 186,760,000 6,972,190 16,920,000 162,387,810 214,624,000 12,095,521 10,310,000 192,218,479
Technology generation and
4
dissemination
Results and market oriented
research and provision of
4.1
technical and regulatory
services 2,278,625 4,068,484 1,725,000 -3,514,859 2,429,350 3,709,447 2,225,000 -3,505,097
Efficient farmer-led extension
4.2
and training services 22,418,200 3,953,157 1,610,000 16,855,043 25,726,500 4,147,476 2,910,000 18,669,024
Institutional strengthening
5
and capacity building
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2011-12 2012-13
Required Available Available Gap Required Available Local Available Gap
Focus Area/Component Resources Local Donor Resources Resources Donor
Strengthening public
5.1
management systems 11,639,183 1,860,446 5,842,500 3,936,237 10,744,288 1,696,265 4,400,000 4,648,023
Capacity building of the
5.2
public and private sector 9,424,660 555,605 7,930,000 939,055 8,833,460 506,574 3,360,000 4,966,886
6 Cross cutting issue
Mainstreaming of gender and
6.1
HIV AIDS 5,335,903 538,624 1,930,000 2,867,279 6,528,634 491,092 1,930,000 4,107,543
Grand Total 479,327,851 155,619,758 133,907,000 166,675,396 529,670,892 168,723,811 108,405,000 252,542,081
2013-14 2014-15
Focus Area/Component Available Available Available
Required Available Local Required
Donor Gap Local Donor Gap
Food security and risk
1
management
1.1 Maize self-sufficiency 163,127,750 126,839,802 18,422,000 17,865,948 163,464,000 107,813,832 1,152,000 54,498,168
Diversification and
1.2
nutrition 41,361,570 2,272,754 20,150,000 18,938,816 43,601,340 1,931,841 5,980,000 35,689,499
Risk Management for
1.3 Sustainable food
availability 3,171,250 230,797 3,495,000 -554,547 3,918,750 196,177 250,000 3,472,573
Commercial agriculture
2 and market
development
2.1 improved balance of trade
and income 11,170,000 3,333 2,700,000 8,466,667 11,957,500 2,833 130,000 11,824,667
Commercial production
for import substitution
2.2
and domestic market
development 28,089,250 5,090,418 973,000 22,025,832 35,390,500 5,054,128 843,000 29,493,372
2.3 development through
Private public partnership 480,000 7,597,200 11,630,000 -18,747,200 630,000 7,547,593 10,450,000 -17,367,593
Sustainable land and
3
water management
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2013-14 2014-15
Focus Area/Component Available Available Available
Required Available Local Required
Donor Gap Local Donor Gap
Sustainable agricultural
3.1
land management 14,545,400 679,371 20,337,000 -6,470,971 24,991,200 577,465 5,566,000 18,847,735
Sustainable agricultural
3.2
water management 242,400,000 11,819,980 6,170,000 224,410,020 261,286,000 10,235,862 1,169,000 249,881,138
Technology generation
4
and dissemination
Results and market
oriented research and
4.1
regulatory services 2,972,075 3,727,732 1,600,000 -2,355,657 2,131,800 3,168,572 600,000 -1,636,772
Efficient farmer-led
4.2 extension and training
services 25,884,000 4,436,009 4,010,000 17,437,991 27,749,800 4,626,365 5,590,000 17,533,435
Institutional
5 strengthening and
capacity building
Strengthening public
5.1
management systems 15,956,840 1,704,627 4,400,000 9,852,214 23,162,325 1,448,933 552,000 21,161,392
Capacity building of the
5.2
public and private sector 9,411,510 509,071 2,070,000 6,832,439 9,190,960 432,710 872,000 7,886,250
6 Cross cutting issue
Mainstreaming of gender
6.1
and HIV AIDS 7,658,590 493,512 1,930,000 5,235,078 8,976,872 419,485 1,460,000 7,097,387
Grand Total 566,228,236 165,404,606 97,887,000 302,936,629 616,451,047 143,455,797 34,614,000 438,381,250
Total Available Resources 1,008,016,973
Local Available 633,203,973
Donor Available 374,813,000
Total Required Resources 2,191,678,026
Gap 1,183,661,054
168 | P a g e
APPENDIX 6: SUMMARY OF DEVELOPMENT PARTNERS COMMITMENTS TO ASWAP (IN US$)
Development
Focal Area Component Partner Code 2012/13 2012/13 2013/14 2014/15
1. Food Security and
Risk Management 1.1 Maize Self Sufficiency WB IRLADP 1 800 000 - - -
IFAD IRLARD 340 000 - - -
IFAD SAPP - 200 000 700 000 1 100 000
WB ADP-SP 4 000 000 4 000 000 4 000 000 -
DFID FISP-DFID 8 000 000 8 000 000 8 000 000 -
USAID WALA 2 100 000 2 100 000 2 100 000 -
USAID SAKSS 200 000 200 000 200 000 -
EU FS 1 130 000 1 130 000 - -
EU FIDP 320 000 - - -
IRISH AID TROC IA 13 000 13 000 13 000 13 000
IRISH AID CWW IA 39 000 39 000 39 000 39 000
NORWAY FISP-RNE 2 500 000 2 500 000 2 500 000 -
NORWAY ADP-SPN 1 080 000 1 040 000 870 000 -
Sub-total 21 522 000 19 222 000 18 422 000 1 152 000
1.2 Diversification (Food
production and Dietary) MSID 46 000 350 000 350 000 -
RSTIP 650 000 650 000 650 000 -
ROHM 460 000 460 000 460 000 -
LDSP 300 000 300 000 300 000 -
DFID DFID-Dairy 400 000 400 000 400 000 -
USAID WALA 2 000 000 2 000 000 2 000 000 -
USAID NUT 1 500 000 1 500 000 1 500 000 -
EU DCI-FOOD 479 000 - - -
EU FOOD 3 680 000 - - -
EU FS 2 830 000 5 280 000 5 280 000 -
EU FISP-IA 2 830 000 2 830 000 2 830 000 -
IRISH AID FISP-IA 2 940 000 2 100 000 2 100 000 2 100 000
IRISH AID ICRISAT-IA 840 000 840 000 840 000 840 000
IRISH AID CIP-IA 1 200 000 1 200 000 1 200 000 1 200 000
169 | P a g e
Development
IRISH AID CU-IA 840 000 840 000 840 000 840 000
IRISH AID FAIR-IA 220 000 220 000 220 000 220 000
IRISH AID TROC IA 170 000 170 000 170 000 170 000
IRISH AID GOAL-IA 90 000 90 000 90 000 90 000
IRISH AID CWW IA 520 000 520 000 520 000 520 000
FAO FAO-UNJP 985 000 - - -
FAO FAO-TCP/MLW/3302 250 000 - - -
DFID DFID-Dairy 400 000 400 000 400 000 -
Sub-total 23 630 000 20 150 000 20 150 000 5 980 000
1.3 Risk Management for food
stability WB ADP-SP 500 000 500 000 500 000 -
DFID DFID-MVAC 200 000 200 000 200 000 -
USAID NUT 700 000 700 000 700 000 -
USAID MLI 200 000 - - -
USAID FEWSNET 170 000 170 000 170 000 170 000
EU FOOD 130 000 130 000 - -
EU ACP 220 000 - - -
EU FS- Innovative Instruments 1 595 000 1 595 000 1 595 000 -
NORWAY ADP-SPN 60 000 60 000 50 000 -
IRISH AID TROC-IA 80 000 80 000 80 000 80 000
DFID DFID-MVAC 200 000 200 000 200 000 -
Sub-total 4 055 000 3 635 000 3 495 000 250 000
Pillar 1 Total 49 207 000 43 007 000 42 067 000 7 382 000
2. Commercial 2.1 Agricultural export for

agriculture and market improved balance of trade and
development income EU DCI 1 890 000 - - -
EU DCI Sucre 2 610 000 2 610 000 1 740 000 -
EU AMSP (2011-13) 1 603 000 1 603 000 - -
EU FIDP 160 000 - - -
NORWAY CASN 2 690 000 2 690 000 - -
NORWAY MLBP 2 020 000 1 330 000 830 000 -
170 | P a g e
Development
IRISH AID ICRAF-IA 130 000 130 000 130 000 130 000
Sub-total 11 103 000 8 363 000 2 700 000 130 000
2.2 Commercial production for

import substitution and
domestic market development JICA OVOP 800 000 800 000 800 000 800 000
AFSP 130 000 130 000 130 000 -
USAID KULERA 130 000 - - -
USAID UILTCB 100 000 - - -
EU FIDP 159 500 - - -
IRISH AID CIP-IA 30 000 30 000 30 000 30 000
IRISH AID CU-IA 13 000 13 000 13 000 13 000
Sub-total 1 362 500 973 000 973 000 843 000
2.3 Input and output market

development through Private
public partnership USAID WALA 500 000 500 000 500 000 -
USAID MLI 900 000 - - -
USAID MOBILISE 180 000 - - -
USAID INVC 9 000 000 9 000 000 9 000 000 9 000 000
RSTIP 10 000 10 000 10 000 -
ROHM 10 000 10 000 10 000 -
LDSP 10 000 10 000 10 000 -
EU DCI 290 000 - - -
UNDP PSDP - 600 000 1 200 000 1 400 000
AfDB AISP 1 280 000 110 000 900 000 50 000
Sub-total 12 310 000 10 240 000 11 630 000 10 450 000
Pillar 2 Total 24 775 500 19 576 000 15 303 000 11 423 000
3. Sustainable land and 3.1 Sustainable agricultural
water management land management WB ADP-SP 2 000 000 2 000 000 2 000 000 -
171 | P a g e
Development
WB CRRLD 900 000 900 000 900 000 -
JICA SLMP (4years) 1 100 000 600 000 400 000 -
IRISH AID SLMP 900 000 900 000 900 000 900 000
JICA COVAMS 300 000 - - -
AFSP 520 000 520 000 520 000 -
PCASCP 170 000 170 000 170 000 -
USAID WALA 600 000 1 000 000 1 000 000 -
EU FIDP 320 000 - - -
NORWAY ADP-SPN 920 000 880 000 730 000 -
IRISH AID NASFAM-IA 170 000 170 000 170 000 170 000
IRISH AID FAIR-IA 30 000 30 000 30 000 30 000
IRISH AID TROC-IA 80 000 80 000 80 000 80 000
IRISH AID GOAL-IA 50 000 50 000 50 000 50 000
UNDP SLM 600 000 600 000 600 000 -
FAO FAO-ECU: CA 120 000 - - -
DFID DFID-Conser Agric 1 167 000 1 167 000 1 167 000 -
AFSP 140 000 140 000 140 000 -
PCASCP 40 000 40 000 40 000 -
CC 4 800 000 4 800 000 4 800 000 -
USAID INVC 1 500 000 1 500 000 1 500 000 1 500 000
USAID GCC-TBD 2 000 000 2 000 000 2 000 000 2 000 000
NORWAY MACC 1 300 000 2 300 000 2 300 000 -
IRISH AID FAIR-IA 30 000 30 000 30 000 30 000
IRISH AID TROC-IA 10 000 10 000 10 000 10 000
IRISH AID CWW-IA 30 000 30 000 30 000 30 000
172 | P a g e
Development
UNDP PEI 200 000 - - -
UNDP CCP - AAP 1 800 000 - - -
AfDB AISP 30 000 70 000 70 000 66 000
Sub-total 23 967 000 20 687 000 20 337 000 5 566 000
3.2 Sustainable agricultural
water management WB IRLADP 2 350 000 - - -
JICA DMSIS 1 120 000 1 120 000 1 120 000 500 000
LDSP 260 000 260 000 260 000 -
USAID WALA 1 000 000 1 000 000 1 000 000 -
USAID KUKERA 670 000 - - -
EU FOOD 170 000 - - -
EU RIDP 2 900 000 2 900 000 2 900 000 -
IRISH AID CU-IA 260 000 260 000 260 000 260 000
IRISH AID TROC-IA 80 000 80 000 80 000 80 000
IRISH AID GOAL-IA 120 000 120 000 120 000 120 000
IRISH AID CWW-IA 30 000 30 000 30 000 30 000
AfDB AISP 7 300 000 4 540 000 400 000 179 000
Sub-total 16 920 000 10 310 000 6 170 000 1 169 000
Pillar 3 Total 40 887 000 30 997 000 26 507 000 6 735 000
4.1 Results and market

4. Technology oriented research and
generation and provision of technical and
dissemination regulatory services USAID WALA 1 000 000 1 000 000 1 000 000 -
EU AMSP (2011-13) 725 000 725 000 - -
IFAD SAPP - 500 000 600 000 600 000
Sub-total 1 725 000 2 225 000 1 600 000 600 000
4.2 Efficient farmer-led

extension and training services WB IRLADP 700 000 - - -
173 | P a g e
Development
IFAD SAPP - 2 100 000 3 200 000 5 100 000
AFSP 200 000 200 000 200 000 -
PCASCP 120 000 120 000 120 000 -
IRISH AID FAIR-IA 50 000 50 000 50 000 50 000
IRISH AID TROC-IA 40 000 40 000 40 000 40 000
IRISH AID GOAL-IA 80 000 80 000 80 000 80 000
Sub-total 1 610 000 2 910 000 4 010 000 5 590 000
Pillar 4 Total 3 335 000 5 135 000 5 610 000 6 190 000
5. Institutional
strengthening and 5.1 Strengthening public
capacity building management systems WB ADP-SP 2 700 000 2 700 000 2 700 000 -
IFAD SAPP - 100 000 100 000 100 000
USAID NUT 500 000 500 000 500 000 -
USAID SAKSS 650 000 650 000 650 000 -
EU FIDP 652 500 - - -
EU FOOD 220 000 - - -
IRISH AID FAIR-IA 50 000 50 000 50 000 50 000
AfDB AISP 400 000 400 000 400 000 402 000
Sub-total 5 842 500 4 400 000 4 400 000 552 000
5.2 Capacity building of the
public and private sector WB ADP-SP 100 000 100 000 100 000 -
WB CBRLD 1 930 000 - - -
WB IRLADP 2 150 000 - - -
RSTIP 50 000 50 000 50 000 -
LSDP 400 000 400 000 400 000 -
MSID 130 000 130 000 130 000 -
174 | P a g e
Development
USAID AES-HED 250 000 - - -
IRISH AID CIP-IA 50 000 50 000 50 000 50 000
IRISH AID CU-IA 400 000 400 000 400 000 400 000
IRISH AID ICRISAT-IA 80 000 60 000 60 000 60 000
FAO FAO-GDCP/MLW/001/FLA 1 500 000 1 300 000 600 000 -

FAO FAO-SIDA 210 000 210 000 - -
UNDP CDPSM 50 000 50 000 50 000 50 000
AfDB AISP 530 000 610 000 230 000 312 000
Sub-total 7 930 000 3 360 000 2 070 000 872 000
Pillar 5 Total 13 772 500 7 760 000 6 470 000 1 424 000
6.1 Mainstreaming of gender
6. Cross cutting issue and HIV AIDS WB ADP-SP 200 000 200 000 200 000 -
LDSP 270 000 270 000 270 000 -
IRISH AID CU-IA 270 000 270 000 270 000 270 000
IRISH AID GOAL-IA 210 000 210 000 210 000 210 000
IRISH AID FAIR-IA 40 000 40 000 40 000 40 000
IRISH AID TROC-IA 40 000 40 000 40 000 40 000
IRISH AID GOAL-IA 50 000 50 000 50 000 50 000
IRISH AID GOAL 200 000 200 000 200 000 200 000
USAID Gender 250 000 250 000 250 000 250 000
IRISH AID TROC-IA 400 000 400 000 400 000 400 000
Pillar 6 Total Sub-total 1 930 000 1 930 000 1 930 000 1 460 000
Grand Total Donor
Commitments to ASWAP 133 907 000 108 405 000 97 887 000 34 614 000
175 | P a g e
LEGEND FOR THE DONOR COMMITMENTS TO ASWAP
World Bank
ADP-SP Agricultural Development Programme Support Programme (Agriculture)

IRLADP Irrigation, Rural Livelihoods and Agricultural Development Project
(Agriculture)
CRRLD Community Based Rural Lands Development Project (implemented by Ministry
of Lands)
JICA
FAITF Farmer Artificial Insemination Technician Foster Project (Agriculture)
OVOP One Village, One Product (Industry and Trade)
SLMPP Sustainable Land Management Promotion Project (Agriculture)
CoVAMS Community Vitalization and Afforestation in the Middle Shire(Natural
Resources)
DMSIS Development of Medium Scale Irrigation Projects (Irrigation and Water
Development)
ISAHE Irrigation Sector Aid Harmonization Expert (Irrigation and Water
Development)
Embassy of Japan
FCP Forest Conservation Project (Natural Resources)

PICNDCC Programme for the improvement of capabilities to cope with Natural Disasters
caused by climate change
DFID
FISP-DFID Farm Inputs Subsidy Support (Agriculture)

WI Weather Insurance (Finance)
CC Climate change
USAID (all funding tentative allocations for FY11to FY12)
WALA Wellness and Agriculture for Life Advancement

MLI Market Linkage Initiative
SAKSS Strategic Analysis and Knowledge Programme
NUT Nutrition miscellaneous
MDDA Malawi Dairy Development Alliance
FEWSNET Famine Early Warning System Network
KULERA
UILTBC
MOBILIZE
HED
European Union
FS Food Security Programme

FIDP Farm Income Diversification Programme
DCI-Food
FOOD Food Security and Food
176 | P a g e
ONG-PVD Co-financing with NGOs
ACP Agricultural Commodities Programme (co-financed with NGOs)
DCI DCI Sucre Sugar
STABEX STABEX
RIDP Rural Infrastructure Development Programme
IFMSL Improved Forest Management for Sustainable Livelihoods.
CBTPD Capacity Development for trade and private sector development
Kingdom of Norway
ADP-SPN Agricultural Development Programme Support Project (Norwegian Support).

(Agriculture)
CASN Commercial Agriculture Support for NASFAM (NASFAM)
MLBP Malawi Lakes Basin Project
SLP Sustainable Livelihoods Project (FAO)
MACC Management for Adaptation to Climate Change (Total Land Care)
Irish Aid
1. The projects as per above acronyms denote the following:
a. FISP: This is support towards the seeds as part of the Government’s Farm Inputs Subsidy
Programme. Irish Aid plans to provide particular support to the legumes certified seeds.
(Agriculture)
b. ICRISAT: Implementing a project called ‘Malawi Seed Industry Development’ (MSID)
(Agriculture)
c. CIP Potato: International Potato Centre (with DARS) implementing a programme on
‘Revitalizing Seed and Table Irish Potato Production in Malawi through Capacity
Strengthening, Technology Development and Public-Private Partnerships’ (Agriculture)
d. CIP OFSP: International Potato Centre implementing a programme ‘Rooting Out Hunger in
Malawi with Nutritious Orange Fleshed Sweet Potato’ (Agriculture)
e. CU: Concern Universal implementing ‘Local Development Support Programme’ (LDSP)
(Local Government)
f. ICRAF: World Agroforestry Centre implementing ‘Agroforestry Food Security
Programme’(AFSP) (Agriculture)
g. NASFAM: Implementing a project ‘Promoting Conservation Agriculture and Sustainable Crop
Production Practices in Smallholder Farming Systems’ (Agriculture)
h. CWW: Concern Worldwide implementing ‘Programme for Attainment of Rights to
Sustainable Livelihoods’ – PARL(MAPS)
i. TROC: Trocaire implementing a project on ‘Governance and Human Rights (MAPS)
j. FAIR: Self Help Africa/Harvest help combined into FAIR implementing a ‘Rural
Development Programme’ (MAPS)
k. GOAL: Goal Malawi implementing a programme on ‘Mainstreaming DRR/Livelihoods’
(MAPS)
177 | P a g e
Wide Approach
SITION AND FUNCTIONS OF ASWAP RELATED BODIES
CENTRAL LEVEL
Composition Functions Meetings Reports to
ed by the PS of Agriculture • Provides strategic direction for the ASWAp Twice yearly Cabinet sub-
oWID • Leads inter-Ministerial coordination. committee on
ept. of Nutrition, HIV & AIDS • Oversees development and implementation of policy agriculture
oTPSD decisions under ASWAp
oLGRD • Endorses Annual Work Plan (AWPB)
oF • Monitors progress.
oDPC
NRE (co-opted as needed)
Public Sector Reform (co-opted)
Ap Coordinator • Consolidates AWPBs for endorsement by the EMC. Works PS Agriculture
ty Coordinator (Technical) • Convenes and minutes meetings of Working Groups, the continuously
ty Coordinator (Administration) Partnership Forum and the Executive Management
Committee.
• Ensures timely reporting by participating implementation
agencies and consolidates Annual Implementation
Reports (AIRs) and possibly quarterly reports.
• Liaises with donors and monitors adherence to the
provisions of the MoU & the CoC
• Convenes and prepares for the Annual Review Process.
ed by the PS, MoAFS • Receives reports and reviews progress in the Once yearly Advisory
participating Ministries implementation of ASWAp in general and of each AWPB (coinciding
of Development Partners • Presents stakeholders’ views to the EMC on ASWAp with the ARP
of NGOs strategy and actions.
of the private sector • Provides forum for dialogue between for government and
of Farmers’ organisations development partners on financial management,
of Districts (possibly one from the procurement, planning, budgeting, monitoring and
ern Region, one from the Central Region evaluation.
ne from the Southern Region) • Supports line departments in financial management,
of relevant education institutions procurement, planning, budgeting, monitoring and
evaluation.
• Seeks to reflect informal feedback from donors on these
areas.
urity • Supports line departments on technical issues and Quarterly (or Advisory
ed by a Director, MoAFS methodologies for the implementation of ASWAp more
of the MoIWD activities within the relevant focus area (Food Security). frequently on
of the MoLGRD • Advises the PS Agriculture on broad policy issues related demand)
CENTRAL LEVEL
Body Composition Functions Meetings Reports to
• 1 rep. of the private sector
• 1 rep. of the districts
Commercial agriculture and market • Supports line departments on technical issues and Quarterly (or Advisory
development methodologies for the implementation of ASWAp more
• Co-chair-MoITD and MoAFS activities within the relevant focus area (Commercial frequently on
• MCCCI agriculture and market development) demand)
• CISANET • Advises the PS Agriculture on broad policy issues
• FUM related to activities within the relevant focus area.
• Ministry of Finance and Development • Seeks to reflect informal feedback from stakeholders
Planning on the relevant focus area
• Academia Representative
Sustainable Natural Resource Management • Supports line departments on technical issues and Quarterly (or Advisory
and Mitigation of Climate Change Effects methodologies for the implementation of ASWAp more
• Co-chaired by a Director MoAFS and the activities within the relevant focus area (Sustainable frequently on
MoIWD Natural Resource Management and Mitigation of demand)
• 1 rep. of the MoAFS Climate Change Effects)
• 1 rep. of the MoLGRD • Advises the PS Agriculture on broad policy issues
• 1 rep. of the MoNREE related to activities within the relevant focus area.
• 2 reps. of NGOs working in SLM • Seeks to reflect informal feedback from stakeholders
• 1/2 reps. of Development Partners working on on the relevant focus area.
SLM
• 2 reps. of farmers’ organisations
• 1 rep. of the districts
Monitoring and Evaluation • Supports line departments on M&E methodologies Quarterly (or Advisory
• Chaired by Director of Agricultural for the successful implementation of ASWAp more
Planning Services • Advises the PS Agriculture on M&E issues of the frequently on
• Directors of Planning in participating ASWAp. demand)
Ministries/Departments (Water & • Seeks to reflect informal feedback from stakeholders
Irrigation, MoITD, Ministry of Finance on M&E.
and Development Planning, OPC-
HIV/AIDS
• DCAFS- Chair
• FUM
• CISANET
• MCCI
• Academia (Principal- Bunda College)
179 | P a g e
APPENDIX 8: TERMS OF REFERENCES FOR THE ASWAP SECRETARIAT AND KEY
STAFF POSITIONS
The ASWAp will require the following:

(a) Good communication between the different elements of the organizational structure;
(b) Submission of work plans and reports on time and, as necessary, their consolidation prior to
transmission for decision; and
(c) That the Partnership Forum and the Management and Technical Working Groups are
convened and minutes prepared on their deliberations
(d) That development partners have a contact point for day-to-day communication with the
ASWAp on technical, administrative and management matters, and on financing.
6.1 The TORs of the ASWAp Secretariat are as follows:
a) Receive and consolidate annual work plans and budgets prior to their submission to the
Executive Management Committee for endorsement;
b) Ensure timely reporting by various departments of the MoAFS, other participating
ministries and districts;
c) Draft the Annual Implementation Report for endorsement by the Executive Management
Committee;
d) Prepare other documentation as required for annual progress reviews;
e) Convene, draft agenda for, and minute meetings of the Executive Management
Committee, the Management and Technical Working Groups, and the Partnership Forum;
f) Prepare proposals and position papers as required for endorsement by the Executive
Management Committee or the Permanent Secretary, MoAFS as appropriate;
g) Monitor the development partners’ compliance with the Code of Conduct and
Memorandum of Understanding on the ASWAp; and
h) Liaise with the development partners, responding to requests for information and
arranging ad hoc meetings outside the cycle of meetings for the various bodies and
structures responsible for ASWAp delivery.
6.2 Summary Job Descriptions for Key Staff
6.2.1 Head of Secretariat (ASWAp Coordinator)
He or she will be responsible for the work of the Secretariat and report to the PS directly or
through the CAETS or DAPS.
Responsibilities
Key responsibilities shall include:
1. Review and consolidation of ASWAp annual work plans and budgets prior to their
submission to the Executive Management Committee for endorsement;
2. Coordination of the preparation and submission of the draft Annual Implementation
Report for endorsement by the Executive Management Committee;
180 | P a g e
3. Preparation of relevant documentation as required for annual progress reviews;

4. Serve as Secretary for the meetings of the Executive Management Committee and
Partnership Forum;
5. Preparation of proposals and position papers as required for endorsement by the
Executive Management Committee or the Principle Secretary, MoAFS as appropriate;
6. Monitoring the development partners’ compliance with the Code of Conduct and
Memorandum of Understanding on the ASWAp; and
7. Liaising with the development partners, responding to requests for information and
arranging ad hoc meetings outside the cycle of meetings for the various bodies and
structures responsible for ASWAp delivery.
8. Linking with various stakeholders at national and international level involved in
ASWAp activities
9. Providing leadership and supervision to staff under the Secretariat
10. Undertaking any other responsibilities as may be assigned by the PS or the Executive
Management Committee
6.2.2 Deputy Coordinator (Technical)
Under the general leadership of the ASWAp Coordinator he or she shall be responsible for the
management operations of the ASWAp. Specific responsibilities shall include:
1. Preparation and consolidation of reports of Technical Working Groups
2. Advising Directors and technical staff on matters of implementation of the ASWAp
3. Monitoring implementation of technical work plans and programmes by various key
stakeholders
4. Identification and facilitation of capacity building needs for effective implementation
of approved programmes
5. Facilitation of development and or review of technical systems, policies and
guidelines
6. Serve as a Secretary of Technical Working Groups
7. Undertake any other duties that may be assigned by the ASWAp Coordinator as
appropriate.
6.2.3 Deputy Coordinator (Management)
Under the general leadership of the ASWAp Coordinator he or she shall be responsible for the
technical operations of the ASWAp. Specific responsibilities shall include:
1. Development and review of annual programmes and budgets for the Secretariat
2. Preparation and consolidation of reports of the Management Working Group
3. Coordination and facilitation of development and review of management systems
(finance, procurement, ICT, HR etc) relevant to effective implementation of
ASWAp
4. Facilitation of leadership and management development needs assessment among key
stakeholders in liaison with Heads of divisions and departments.
5. Supervision of ASWAp support staff
6. Serve as a Secretary of the Management Working Group
7. Undertake any other duties that may be assigned by the ASWAp Coordinator as
appropriate.
181 | P a g e

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Republic of Malawi

Malawi Agricultural Sector

Ministry of Agriculture and Food Security

The ASWAp is a single comprehensive programme and budget framework that

Government will spearhead the implementation process, but stakeholders in the

Professor Peter Mwanza, M.P.

Priority Investments of ASWAp

Priority Focus Areas of ASWAp

Commercial Agriculture, Agro-Processing and Market Development Component will

Key Support Services of ASWAp

Institutional Strengthening and Capacity Building Component will focus on

Cross Cutting Issues in ASWAp

1.2 FEATURES OF THE ASWAP

• A priority agricultural investment programme under the Ministry of Agriculture

• A streamlined programme which will support capacity building initiatives and

1.3 MAIN ASSUMPTIONS OF THE ASWAP

The ASWAP is premised on the following assumptions:

1.4 GUIDING POLICY FRAMEWORKS

1.4.1 The Malawi Growth and Development Strategy

The MGDS II is the government’s overarching medium term strategy (2011–2016) to

reducing poverty through sustainable economic growth and infrastructure development.

Table 1: Areas of Linkage between MGDS II and ASWAp

Key Priority Goals Expected-Medium Term Outcome

1.4.2 The National Agricultural Policy

1.4.3 Other Sectoral Policies and Issues

Decentralization: Through the decentralization programme, some central Government

important unresolved issues including ineffective linkages between decentralization

Macroeconomic Management: Macroeconomic stability in a stable political and

1.4.4 Comprehensive African Agricultural Development Programme (CAADP

Malawi, as a member of several regional economic groupings, has to align its

Fostering Agricultural Transformation for

Figure 1: The Four Pillars of CAADP

The ASWAp is organized as follows: Chapter 1 is an introduction and presents the

investments of the ASWAP whereas Chapter 5 provides information on implementation

RATIONALE FOR THE ASWAP

In general, the ASWAp will encourage broad-based agricultural growth in order to

2.2 THE CGE MODEL PRIORITY OPTIONS FOR MALAWI

An economy-wide Computable General Equilibrium (CGE) model was developed for

Table 2: Agricultural Commodities in the CGE Model

Tobacco- Other export Livestock-led Fisheries-led Forestry-led

Figure 2 presents the extent to which specific agricultural commodities generate

Forestry-led Fisheries-led Livestock-led

Forestry-led Fisheries-led Livestock-led

Pulses-led Root-led Other-cerea ls-led

2.3 JUSTIFICATION FOR ASWAP FOCUS AREAS

2.3.1 Improved Food Security and Nutrition

In addition to maize self-sufficiency, diversification of smallholder farming systems can

There are, however, challenges to this strategy as shown by published Malawi

2.3.2 Commercial Agriculture, Agro-processing and Market Development

Agricultural commercialization aims at increasing value addition to agriculture and

To compete on international markets, Malawi needs to upgrade the quality of export

advantage. This will require a significantly enhanced research and development

2.3.3 Sustainable Agricultural Land and Water Management

(a) Land resources

(b) Water resources

(c) Climate Change Issues

2.3.4 Agricultural Research and Extension Services

2.3.5 Institutional Development and Capacity Building

The successful pursuit of an Agricultural Sector Wide Approach requires strengthening

Improvement in systems and processes in programme planning, budgeting, procurement,