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					              CITY DISTRICT GOVERNMENT FAISALABAD
                          Strategic Policy Unit




                        AGRICULTURE
                        DEPARTMENT
AGRICULTURE




                 STRATEGIC OPERATIONAL PLAN
                           2005-2009

                          DRAFT FINAL
                             (November 2005)
FOREWORD




This is the first Strategic Operational Plan, for the Department of Agriculture of the City District Government,
Faisalabad.

The Plan has been developed after a very detailed analysis undertaken of the current structures and programmes of
all the Offices of the Department of Agriculture as devolved from the Punjab Provincial service under the Punjab
Local Government Ordinance 2001.

The Department of Agriculture is committed to providing quality support services to all stakeholders of the
Agriculture Sector through a process of sustainable and integrated development, keeping in view the guidelines set
out in Punjab Local Government Ordinance 2001. The Department is committed to developing partnership between
the public and private sectors that enhance the livelihoods of agriculture sector stakeholders and contribute to the
economic well growth and well being of all citizens of City District Faisalabad . The Department will work towards
improvements in procedures, processes and techniques to enhance efficiency and effectiveness in all Department
operations.

The Strategic Operational Plan comprises two sections, the first is the actual 5 year plan highlighting the strategy,
objectives, activities, performance indicators, means of verification, time span and where applicable, costs. The
second part of the document is a detailed Situational Analysis of the Department of Agriculture as it exists at October
2005. The Situational Analysis was undertaken in order to highlight the areas in which the Department and it's
Offices require strengthening. The Situational Analysis directed the development of the Strategic Operational Plan.

The Strategic Operational Plan must be reviewed and updated each year to evaluate the progress of implementation
and to ensure that the Strategic Operational Plan remains relevant to the priority needs of the stakeholders of the
agriculture sector as these priorities change with changing circumstances.

The Strategic Operational Plan was developed to complement current National and Provincial Strategies for the
agriculture sector and to complement the Government of Faisalabad Local Government Corporate Plan 2004 to
2009. Full copies of this report and all the Department Strategic Operational Plans can be downloaded from the web
page: www.spu.com.pk

I am confident that this Strategic Operational Plan specifically targeting the Agriculture Sector is realistic and
achievable. The Government of City District Faisalabad is fully committed to supporting the needs of the Strategic
Operational Plan for Agriculture.

I would like to take this opportunity to congratulate the Executive District office of Agriculture and his staff for their
inputs to preparing this document as well as to thank the Department for International Development (DFID), UK,
and their management consultants, GHK International Ltd., for assisting the Department of Agriculture, City
District Government Faisalabad, through the project “Strengthening Decentralized Local Government in
Faisalabad”.


                                                                                                 Rana Zahid Tauseef
                                                                                                  City District Nazim
                                                                                 City District Government, Faisalabad
                                                                                                     November 2005
PREFACE




Under Punjab Local Government Ordinance 2001, services to the Agriculture Sector that were formerly provided by
the Ministries of Agriculture, Livestock and Dairy Development and of Forestry, Wildlife, Fisheries and Tourism of
the Government of Punjab have been devolved from the Provincial to the District Government level. The devolution
of these departments has split the responsibilities for provision of support services between the Provincial Ministries
and the District Department of Agriculture.

The areas of specific responsibility for agricultural support services are set out in this Strategic Operational Plan for
Agriculture. This Plan provides the blueprint for capacity and resource building over the next 4 years to enable the
Department to provide the specified services. It also provides the blueprint of field activity programmes that should
be undertaken by the Department during the same period.

The importance of successful implementation of the Strategic Operational Plan for Agriculture cannot be too highly
emphasised. City District Faisalabad is known across Pakistan as the “Motherland of Agriculture”. The new
Department of Agriculture has a central role to play in reaching the full potential of agricultural production from the
City District Agriculture sector. The Department of Agriculture is committed to providing the required quality
support services to all stakeholders of the Agriculture Sector through a process of sustainable and integrated
development.

In the first year the plan focuses on strengthening institutional areas of the Department of Agriculture. This is
necessary to build the capacity of the department if it is to deliver quality services. At the organisational level efforts
will be made to strengthen community relations through closer working relationships with external stakeholders.
Improving the department's internal processes so that it is more efficient in financial management, planning and
managing information will be a very important area.

Similarly improving staff management practices will raise levels of professionalism within the department and this
will be addressed through programmes to improve skills of managers for more effective management. This will link
with human resource development through professional development programmes with the City District
Government's hum resource management team. Unless the technical and professional capability of staff is
developed the department will fall short of delivering quality services.

Preparation of this Strategic Operational Plan and the supporting Situational Analysis was made possible by the
active co-operation of many staff of the Offices of the Department of Agriculture and I wish to thank all staff for their
contributions. I would also like to thank the Strategic Policy Unit team who have provided a considerable amount of
support to the process.

All Officers of the Department of Agriculture look forward to receiving the required support from the Government
of City District Faisalabad that will enable them to implement the Strategic Operational Plan for the benefit of all
citizens of Faisalabad.


                                                                                      Ch. Muhammad Ashraf Cheema
                                                                                                      EDO Agriculture
                                                                                  City District Government, Faisalabad
Agriculture                                                                              Table of Contents


TABLE OF CONTENTS

Foreword
Preface

EXECUTIVE SUMMARY 1

STRATEGIC OPERATIONAL PLAN

1.0    INTRODUCTION                                                                                     2

2.0    THE POLICY AND STRATEGIC FRAMEWORK FOR THE STRATEGIC
       OPERATIONAL PLAN FOR AGRICULTURE-FAISALABAD DISTRICT                                             3

3.0    DEPARTMENT MISSION STATEMENT AND CORE VALUES                                                     4

3.1    The Vision, Values and Strategic Directions of the Department of Agriculture                     4
3.2    The Mission Statement of the District Government                                                 4
3.3    The Core Values of the District Government                                                       4
3.4    The Department of Agriculture Mission Statement                                                  5
3.5    Guiding Principles of the Department of Agriculture                                              5

4.0    PARTNERS IN CONSULTATION                                                                         6

4.1    Stakeholders of the Department of Agriculture                                                    6

5.0    IMPLEMENTATION PLAN                                                                              7

5.1    Key Goals of the Department of Agriculture                                                       7
5.2    The Implementation Plan                                                                          10

SITUATION ANALYSIS

6.0    FEDERAL PROVINCIAL AND DISTRICT CONTEXT                                                          36

6.1    Federal Context                                                                                  36
6.2    Provincial Context                                                                               37
6.3    The District Context                                                                             39

7.0    MANAGEMENT OF THE DISTRICT AGRICULTURE DEPARTMENT                                                40

7.1    Introduction                                                                                     40
7.2    The Structure and Function of the Department of Agriculture                                      40
7.3    Relation of the department with the Provincial Government & with the City District Government    40
7.4    Findings                                                                                         41
7.5    Functions of the Executive District Officer (Agriculture)                                        42
7.6    Current Staff Resources of the Department of Agriculture                                         42

8.0    AGRICULTURE SERVICE PROVISION IN THE DISTRICT                                                    45

8.1    Agriculture in City District Faisalabad                                                          45
8.2    Functions of the sub-departments of Agriculture                                                  46


City District Government Faisalabad                                                                    Page i
Strategic Policy Unit
Agriculture                                                                    Table of Contents


8.3    Office of Agriculture (Extension)                                                    46
8.4    Office of Livestock                                                                  54
8.5    On-Farm Water Management section                                                     57
8.6    Forests section                                                                      59
8.7    Fisheries section                                                                    61

9.0    FINANCIAL MANAGEMENT                                                                 63

9.1    Development budget and expenditure of the agriculture department                     63
9.2    Non- Development Budget and Expenditure of the Agriculture Department                65
9.3    The Project Planning Process in the Department of Agriculture                        69

10.0   CROSS CUTTING ISSUES IN THE AGRICULTURE DEPARTMENT                                   71

10.1   Monitoring and Evaluation                                                            71
10.2   HRD / Training                                                                       72
10.3   Information Technology                                                               72
10.4   Gender and Development                                                               73
10.5   Rural Poverty                                                                        74

11.0   RECOMMENDATIONS                                                                      75

11.1   Institutional Development and Change                                                 75
11.2   Monitoring and Evaluation                                                            76
11.3   HRD / Training                                                                       77
11.4   Information Technology                                                               77
11.5   Gender and Development                                                               77
11.6   Rural Poverty                                                                        78




City District Government Faisalabad                                                      Page ii
Strategic Policy Unit
Agriculture                                                                                Table of Contents


FIGURES

Figure 7-1:    The District Agriculture Department in Relation to Government of Punjab                  41
Figure 7-2:    Organization of the Department of Agriculture in the District Government                 42
Figure 7-3:    Organogram of the Agriculture Department                                                 44
Figure 8-1:    Organogram of Agriculture Extension                                                      47
Figure 8-2:    Farmers Participation Training Programmes                                                48
Figure 8-3:    Area of major crops in City District Faisalabad                                          49
Figure 8-4:    Average Yield of Major Crops in City District Faisalabad                                 49
Figure 8-5:    Anti adulteration Campaign of Pesticides                                                 51
Figure 8-6:    Anti-Adulteration Campaign of Fertilizer                                                 51
Figure 8-7:    Organogram of the Livestock Department                                                   54
Figure 8-8:    Animal Health 55
Figure 8-9:    Breed Improvement                                                                        56
Figure 8-10:   Organogram of the On Farm Water Management                                               57
Figure 8-11:   Organogram of the office of Forests                                                      60
Figure 9-1:    Provincial Development Budget and Actual Expenditure of Agriculture Extension            63
Figure 9-2:    District Development Budget and Actual Expenditure of Livestock                          64
Figure 9-3:    Development Contribution from various Sources of Funding                                 64
Figure 9-4:    Non Development Budgeted and Actual Expenditure of Agriculture Extension                 65
Figure 9-5:    Non Development Budgeted and Actual Expenditure of Livestock Section                     66
Figure 9-6:    Non Development Budgeted and Actual Expenditure of OFWM Section                          66
Figure 9-7:    Non Development Budgeted and Actual Expenditure of Forests and Arboriculture
               Wing From Last Five Years                                                                67
Figure 9-8:    Non-Development Budget and Expenditure of Fisheries Section                              68
Figure 9-9:    Non-Development Budgeted and Actual of Agriculture Department                            68
Figure 9-10:   Planning and Approval Cycle for District Development Budget                              70

TABLES

Table 4-1:     Major Groups of Stakeholders of the Department of Agriculture                            6
Table 6-1:     Pakistan: Exports and Imports by commodity category (Rs. Million)                        37
Table 7-1:     Staff Establishment of the Department of Agriculture                                     43
Table 8-1:     Key Statistics Related to Agriculture for City Faisalabad District                       45
Table 8-2:     Categories of Industrial Production Enterprises in Faisalabad                            46
Table 8-3:     Monetary Benefits to the Farming Community                                               50
Table 8-4:     Achievement through the Introduction of Tissue Culture technique                         52
Table 8-5:     Activities and achievements under the Integration of Agriculture Research
               and Extension                                                                            52
Table 8-6:     Activity of OFWM section for the improvement of watercourses                             58
Table 8-7:     Targets and achievements of Forestry operations                                          61
Table 8-8:     Activities of Fisheries Section                                                          62




City District Government Faisalabad                                                                  Page iii
Strategic Policy Unit
Agriculture                                                       Table of Contents


ACRONYMS

ADP            Annual Development Programme
AI             Artificial Insemination
BPS            Basic Pay Scale
CCBs           Citizen Community Boards
DCO            District Coordination Officer
DDO            Deputy District Officer
DO             District Officer
DoA            Department of Agriculture
EDO            Executive District Officer
FSD            Faisalabad
GAD            Gender and Development
GDP            Gross Domestic Product
HRD            Human Resource Development
IMIS           Integrated Management Information System
IT             Information Technology
M&E            Monitoring and Evaluation
NDP            National Drainage Programme
NGO            Non-Government Organization
OFWM           on Farm Water Management
SOP            Strategic Operational Plan
SWOT           Strengths, Weaknesses, Opportunities and Threats
TMA            Town Municipal Administration
TNA            Training Need Assessment
UC             Union Council
WPP            Work Performance Planning




City District Government Faisalabad                                         Page iv
Strategic Policy Unit
Agriculture
Strategic Operational Plan                                                                   Executive Summary


EXECUTIVE SUMMARY

The Department of Agriculture of City District Faisalabad was created in 2001 under the Punjab Local
Government Ordinance (2001) from three Ministries of the Government of Punjab. The Department has five
Offices covering the range of sub-sectors such as Agriculture Extension, Livestock, On-Farm Water
Management, Forests and Fisheries.

The Department has a range of institutional and capacity strengths and weaknesses that affect it's ability to
provide the necessary services to the stakeholders. For the agriculture sector, there is a very wide range of
stakeholder groups who must be considered in service delivery. Central to these are the main stakeholders the
farming families of City District Faisalabad .

Until the present time the Department of Agriculture has operated without a long-term strategic plan. The
purpose of this Strategic Operational Plan is to provide a framework for the Department over the next 4 years
that will guide the development of Departmental systems, capacity and programmes for the betterment of
stakeholders.

The Strategic Plan is developed through different programmes around three central Goals:

Goal 1: To deliver high quality services to all stakeholders of the Department of Agriculture. The
organisational development of the department will be critical to ensuring that quality services are delivered.
Development of technical and management capacity of staff will be a primary focus so that stakeholders
receive a better quality of services than has been the case. The department will be working closely with the
human resource management department to strengthen its human capital.

Goal 2: To reduce rural poverty, increase crop and livestock production and increase the contribution of the
agriculture sector to the economic growth of City District Faisalabad. This will require embracing new
innovative technologies and working with industries that can foster livestock production and improve
prospects for economic development.

Goal 3: To ensure good management principles are applied in all programmes to guarantee the long term
sustainability of the agricultural resource base of City District Faisalabad.

Because it is part of the City District of Faisalabad, the Department of Agriculture Mission Statement and
Goals support the Mission Statement and Goals of the City District Government.

Implementation of the Strategic Operational Plan will require additional investment from the Government of
Faisalabad aimed at improving the systems, capacity and programmes of the Department. This investment is
relatively small given the very large contribution that the agriculture sector in Faisalabad makes both directly
(through farm production) and indirectly (through Agri-based processing industries) to the economy of the
City District. The investment is also relatively small given the large proportion of the District population that
depends on agriculture for it's livelihood. Investment in agriculture should have a high priority with the
government and would be expected to provide returns at a very high rate on the investment.

The first 12 to 18 months of the Strategic Operational Plan has actions concentrated on strengthening the
Institutional Capacity of the Department while still implementing current field programmes. After the
capacity building phase, the focus of the strategy changes to delivering better programmes to a wider group of
stakeholders.




City District Government Faisalabad                                                                       Page 1
Strategic Policy Unit
Agriculture                                                                                            Chapter 1
Strategic Operational Plan                                                                          Introduction


1.0     INTRODUCTION
        The “Strengthening Decentralised Local Government Project - Faisalabad” aims to assist the
        Government of Faisalabad City District to strengthen planning processes to ensure policies are
        focussed on the underlying causes of poverty and programs are based on serving the real needs of the
        poor. Several Departments of the City District Government are directly included in the capacity
        building framework of the above Project and have had Strategic Operational Plans developed over
        the past 12 months or so. These Plans chart the processes required over the next 4 years to enable the
        Departments to meet their commitments under the devolution process.

        One of the City District Government Departments created under PLGO 2001 but which was not
        included in the above Project, is the Department of Agriculture. This Department is headed by the
        Executive District Officer (Agriculture) and has District-wide roles and responsibilities defined in
        PLGO 2001. The Department of Agriculture may be viewed as a “new” Department in that it was
        formed by amalgamation of units from three separate Provincial Ministries Agriculture, Livestock
        and Dairy Development, and Forestry, Wildlife, Fisheries and Tourism. Institutional issues arising
        from this amalgamation are discussed elsewhere in this Strategy document.

        The Strategic Operational Plan presented here has now been developed for the Department of
        Agriculture of Faisalabad. The Plan is presented in two sections.

        The first section contains the strategic framework adopted by the Department of Agriculture for the
        next 4 years. This gives detail of the policy and strategy framework within which the Departure of
        Agriculture is required to operate, the Mission Statement and Principles of operation adopted by the
        Department, the goals and objectives of the Department for the next 4 years. This section also
        contains details of the implementation activities for each of the years 2005-2006 up to 2009-2010 and
        the schedule of activities. The Strategic Operational Plan is developed around 3 major Goals, each of
        which has defined Objectives. Each Objective is thought to be appropriate to a time scale of 4 years
        and forms a Programme with Activities/Tasks to be undertaken to implement that Programme.

        The second part of the Plan presents results of a rapid Institutional/Situational Analysis of the present
        state of the Department of Agriculture as it exists at mid 2005. This section presents detail of the
        current organizational structure; the service tasks allocated to the Department and to each of it's
        Offices, the resources of the Department and describes the operational processes currently in place. It
        identifies the stakeholder network and gives details of current programme activities. It also presents a
        summary of the main achievements of the Department over the 4 years since the devolution process
        was started. There is a discussion of cross cutting issues.

        One important purpose of the Situational Analysis is to allow identification of gaps between the
        present situation and what is required to reach the goals and objectives presented in the
        implementation schedule for the Department for the next 4 years. This section then concludes with
        presentation of key recommendations relating to the match or mismatch between the current situation
        and the needs to implement the strategy.

        In developing the Situational Analysis, an iterative Consultation Process was followed. This process
        covered management and staff of the Department across all Offices and representatives of key
        stakeholder groups. These people were all involved in informal meetings that allowed for
        information exchange, brainstorming of issues and SWOT analysis. Due to the short time available
        for developing the Strategic Operational Plan (Agriculture), these activities were rolled into the
        single process. In the same way that the Institutional analysis identified gaps between the present
        situation and what is required to reach the goals and objectives of the Plan, the consultation process
        also contributed strongly to the identification of these gaps and informed final development of the
        Strategic Operational Plan.

City District Government Faisalabad                                                                       Page 2
Strategic Policy Unit
Agriculture                                                                                          Chapter 2
Strategic Operational Plan                                                      Policy and Strategy Framework


2.0     THE POLICY AND STRATEGIC FRAMEWORK FOR THE
        STRATEGIC OPERATIONAL PLAN FOR AGRICULTURE -
        FAISALABAD CITY DISTRICT
        The development of a Strategic Operational Plan for Agriculture for the Department of Agriculture,
        City District of Faisalabad, must necessarily be informed by the policy and strategy frameworks
        developed for the agriculture sector by the National and Provincial governments and by the priorities
        of these policies and strategies. The plan must reflect these policy and strategy directives, not least
        because a significant proportion of the funding for development activities for the Department of
        Agriculture comes from these two sources.

        National Agriculture Policy is focused on 5 goal areas of: social equity, self-reliance, export
        orientation, sustainable agriculture and enhanced productivity. The strategic framework for the
        agriculture sector of Pakistan is developed in “Agricultural Strategies for the First Decade of the New
        Millennium”. This sets targets for the year 2010 for all sub-sectors, defines comprehensive
        programmes needed to achieve these targets and identifies financial resources required to implement
        the programmes.

        Strategic approaches of the Government of Punjab to agriculture sector development are stated in
        VISION 2020 that identifies a strong focus on poverty reduction as a primary goal of all government
        programmes. Vision 2020 recognizes agriculture as the mainstay of the Punjab economy. Therefore,
        promotion of agriculture is stated to be a major development priority of the provincial government.
        The development focus is to be on transforming agriculture from a traditional producer of basic food
        grains and raw materials for domestic markets, to a sector that excels in value added crop production
        for international markets and adds value to raw materials through agro-based industries.

        Vision 2020 requires each District to assess its comparative advantage for value added crops and
        agro-based industry and focus on these areas of advantage. Public Private sector partnerships must
        be developed to increase investment across all sub-sectors of agriculture to achieve increased farmer
        profitability. Farmers must be assisted and encouraged to increase profitability and reduce costs of
        production to the maximum extent possible. Farmers must be provided with access to affordable
        credit, supported by improved extension services, there must be rapid development of agriculture
        research and creation of enabling marketing systems.

        It is intended that the Agriculture strategic operational plan for City District Faisalabad will be
        compatible with these policies and strategies and will follow these general guidelines. In the bigger
        picture the plan will be performance based with indicators that draw heavily on the Punjab Poverty
        Reduction Strategy Paper (PRSP). Since the overall aim of the reform programme is sustained
        poverty reduction the goals and programmes of the Department of Agriculture are aimed at raising
        the profile, productivity and contribution of the sector to the district's economic prosperity.

        The vertical links with the national provincial strategic frameworks provides important direction for
        departments such as Agriculture. These frameworks clarify the path that is to be undertaken by the
        department and is an important change in the way traditionally the nexus between policy and
        programme has been approached. Monitoring the strategic operational plan against provincial and
        national frameworks such as the PRSP will be an important feature during the implementation of the
        plan over the course of the next 4 years.




City District Government Faisalabad                                                                     Page 3
Strategic Policy Unit
Agriculture                                                                                           Chapter 3
Strategic Operational Plan                                       Departmental Mission Statement and Core Values


3.0     DEPARTMENT MISSION STATEMENT AND CORE VALUES
3.1     The Vision, Values and Strategic Directions of the Department of Agriculture

        It is essential that the vision, values and strategic directions adopted by the Department of Agriculture
        Faisalabad should be consistent with the vision and values of the City District Government. This will
        enable the Department of Agriculture to make a positive contribution to the District achieving it's
        overall goals.

3.2     The Mission Statement of the City District Government

        This states that:

        “We will provide high quality services which compare with the best in the country. We will work with
        everyone who wants a better future for our District. We will establish an efficient, effective and
        accountable District Local Government, which is committed to respecting and upholding women,
        men and children's basic human rights, responsive towards people's needs, committed to poverty
        reduction and capable of meeting the challenges of the 21st Century. Our actions will be driven by the
        concerns of local people.”

3.3     The Core Values of the City District Government

        The City District Government's aim is to deliver services according to the following set of values.

3.3.1   Setting High Standards

        We will achieve the above by comparing, competing, monitoring, evaluating and reporting on
        achievement, valuing and developing our workers and involving stakeholders in planning and
        decision-making.

3.3.2   Equality, Fairness and Respect for Human Rights

        We value the contribution of all individuals and groups in the community. We recognise that diversity
        is an asset. We will ensure that access, opportunities and justice are equally available to everyone
        irrespective of gender, race, creed and religion and take steps to involve people who have previously
        been excluded.

3.3.3   Honesty, Openness and Accountability

        We are committed to honest, open and accountable local government and we will try to ensure
        that these qualities are apparent in all our actions at all times.

3.3.4   Building Partnerships

        We will work with local communities, the voluntary sector, the business community and other
        agencies to deliver the best for Faisalabad City District, and secure a prosperous future for the District

3.3.5   Protecting the Environment

        We will consider the implications of our actions for future generations. We will develop our
        strategies in consultations with local communities.


City District Government Faisalabad                                                                        Page 4
Strategic Policy Unit
Agriculture                                                                                         Chapter 3
Strategic Operational Plan                                     Departmental Mission Statement and Core Values


        The Corporate Plan of the City District Government of Faisalabad aims to focus on five key
        dimension areas that are identified as being central to achieving good governance. These are:

        l         Fiscal Responsibility
        l         Citizen Focus
        l         Organizational Improvement
        l         Capacity Development, and
        l         Information Systems

        These 5 dimensions, details of which are presented in the City District Faisalabad Corporate Plan, are
        matrixes with seven guiding principles of good governance that are: Inclusiveness, Integrity,
        Openness, Accountability, Responsiveness, Efficiency, and Effectiveness. They also guide
        development of all programme activities in the Strategic Operational Plan Agriculture.

3.4     The Department of Agriculture Mission Statement

        This is the key statement that clarifies the aspirations of the Department of Agriculture and underpins
        all that the Department does. It was developed as an output from workshops held with various
        stakeholders of the Department and particularly with the EDO Agriculture and the District Officers
        of the different wings of the Department.

        “As offices of the Department of Agriculture, we will deliver high quality services to all stakeholders
        in the agro-livestock farming community of City District Faisalabad to reduce rural poverty,
        increase crop and livestock production and increase the contribution of the agriculture sector to the
        economic growth and well being of the District. Our programmes will be based on principles of
        sustainable development and use of sound environmental management practices for the natural
        resources of Faisalabad City District”

3.5     Guiding Principles of the Department of Agriculture

        In carrying out activities, all staff of the Department of Agriculture will adopt the following guiding
        principles. These values state the fundamental ethics of the Department and outline the way that the
        employees will work together to deliver services to our stakeholders. We will at all times, perform
        our duties with:

3.5.1   Integrity

        We will behave ethically and act with honesty, fairness, courage and loyalty.

3.5.2   Professionalism

        We will conduct ourselves in a professional and business-like manner to deliver efficient and expert
        services and we will be accountable for our services.

3.5.3   Innovation

        We will strive for excellence, creativity, use of leading-edge technology and quality.

3.5.4   Respect

        We will respect each other, our families, farmers, those with different ideas and from diverse
        backgrounds and cultures.


City District Government Faisalabad                                                                     Page 5
Strategic Policy Unit
Agriculture                                                                                                         Chapter 4
Strategic Operational Plan                                                                            Partners in Consultation


4.0     PARTNERS IN CONSULTATION
4.1     Stakeholders of the Department of Agriculture

        Although the agriculture sector is so large in terms of direct production and through indirect
        processing of agricultural production and although time during the development of the Strategic
        Operational Plan was short, representatives of several classes were included in the consultation
        process.

        Consultation meetings were held with representatives of the poultry industry (covering broiler and
        egg producers and poultry feed millers); with dairy industry producer representatives; with animal
        meat producers; with a large group of farmers at a crop training session; with users of veterinary
        hospital services; with a member of the Livestock Monitoring Committee. The issues that came to the
        fore in most of these discussions were that there were problems with quality and price of input
        supplies (e.g. vaccines, prepared feedstuffs, and agricultural chemicals), problems with access to
        departmental staff on occasions outside scheduled farmer training sessions, problems with timeliness
        of input supplies from the market. In all cases, the farmers thought they should not have to pay for
        inputs and that it was the responsibility of government to provide free services. Farmers thought they
        should be subsidized to apply new technology. This is a major issue that will have to be addressed if
        the Department is to improve the quality and quantity of services delivered to farmers. There are too
        many farmers for the Government to provide free inputs for new technology. Farmers must become
        accustomed to paying for the services provided paying for a service increases the value farmers place
        on the service and increases the chances that they will apply the new technology properly.

        The Department of Agriculture has an extensive stakeholder list that covers the areas summarized
        below in Table 4-1.

        Table 4-1:           Major Groups of Stakeholders of the Department of Agriculture

                       Stakeholder Group                                              Members
          Government                               Other Departments of District Government Faisalabad, and of the
                                                   Governments of Punjab and Pakistan relevant to the agriculture
                                                   and livestock sectors.
          Civil and Community Organizations        CCB's, TMA's, NGO's
          Technology Developers                    Ayub Agricultural Research Institute
                                                   Agricultural University of Faisalabad
                                                   Nuclear Institute for Agriculture and Biology
                                                   Nuclear Institute for Biotechnology and Genetic Engineering.
          Processors of Agricultural Products      Processor Association Representatives,
                                                   Individual processors
          Suppliers of Agricultural Inputs         Manufacturers and suppliers of agricultural chemicals, seeds,
                                                   veterinary medicines, agricultural machinery, animal feeds,
                                                   poultry hatcheries
          Farmers                                  Individual farmers and members of farmer associations e.g.
                                                   Water user associations, etc.




City District Government Faisalabad                                                                                    Page 6
Strategic Policy Unit
Agriculture                                                                                         Chapter 5
Strategic Operational Plan                                                                 Implementation Plan


5.0     IMPLEMENTATION PLAN
5.1     Key Goals of the Department of Agriculture

        The key goals derived from the Department of Agriculture Mission Statement are statements of the
        long-term targets that the Department aspires to achieve. They provide a “roadmap” for the
        Department and are:

        Goal 1:          To deliver high quality services to all stakeholders of the department of Agriculture
        Goal 2:          To reduce rural poverty, increase crop and livestock production and increase the
                         contribution of agriculture sector to the economic growth of City District Faisalabad.
        Goal 3:          To ensure good management principles are applied in all programmes to guarantee
                         the long-term sustainability of the agriculture resources base of City District
                         Faisalabad .

        Implicit in the nature of planning Goals is that they are rarely achieved no matter how far the
        Department travels along the roadmap toward them, there is always some way further to go. For
        example, there will always be some poverty level to overcome even if activities of the Department
        have raised the general level of economic prosperity of farmer stakeholders. There will always be
        some further contribution to be made the economic growth of City District Faisalabad even if
        Department activities have already contributed strongly to the same.

        For each of these Goals, the Strategic Operational Plan includes a series of Objectives to be worked
        toward over the next 4 to 5 years. These describe the first part of the journey using the roadmap. In
        order to achieve these objectives, the Strategic Operational Plan depends on a series of Activities that
        need to be completed.

        For all activities, there are appropriate Monitoring and Evaluation Indicators. As described in the
        Situation Analysis for the Department of Agriculture, the Department currently relies heavily on
        simple numerical indicators of inputs and outputs. There is no monitoring and evaluation of process
        or outcome to demonstrate effectiveness of output of any of these activities. The Indicators included
        in the implementation schedule are aimed to evaluate effect at the community level.

        The Goals and programmes are interrelated. Programme activity that is done under one Goal may
        have its effect through another Goal. For example, links with stakeholders under Goal 1 to find out
        their priority needs will have effects on the types of field programmes that are conducted under Goal
        2 and will thus have benefits of increased economic value and poverty reduction.

        The Strategic Operational Plan for the Department of Agriculture includes some Objectives and
        Activities that are already part of the operations of the Department. What the Strategic Operational
        Plan does is to link and merge these with other objectives and activities in a larger formal framework.
        While the existing programmes will continue from the start of the Strategic Operational Plan period,
        most of the new activities proposed for the first 18 to 24 months will be focused through Goal 1 on
        capacity building (of both systems and staff) for the Department. It is only when the Department has
        developed this greater capacity that it will begin to fulfil its Mission Statement.

5.1.1   To deliver high quality services to all stakeholders of the Department of Agriculture

        Through this Goal and the supporting Objectives, the Department will ensure that staff professional
        capacity is developed and Departmental management and operating systems are developed and
        implemented so that the Department is recognised internally and externally for commitment to staff
        development and excellence in service delivery to all stakeholders.

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        Goal 1 is the largest component of the Strategic Operational Plan and has 8 Objectives under two
        Programme areas of:

        l        Organizational Development, and
        l        Human Resources (Staff) Development,

5.1.1.1 Organizational Development Programme.

        Objectives

        l        To establish and implement Institutional Analysis and Change. Activities here are aimed at
                 developing the capacity of the Department of Agriculture so it can provide better services to
                 all stakeholders.
        l        To establish and implement a Community Relations Programme. Activities aim at building
                 much closer working relations with stakeholders so the Department knows the needs of the
                 stakeholders and the stakeholders know what the Department can and is doing to help them.
                 The Department should also mobilize the stakeholders to influence the City District
                 Government to allocate higher priority and more resources to agricultural sector
                 development in the District.
        l        To establish and implement improved Process Management Systems. Activities aim at
                 developing more efficient ways of doing the Departments business in e.g. financial
                 management, planning, managing information.
        l        To establish and implement improved Asset Management Processes. Activities are aimed at
                 implementing and using the new systems developed under the above programme.
        l        To develop and implement improved Staff Management Practices. Activities here are aimed
                 at improving the skills of managers for better staff management.

5.1.1.2 Human Resources (Staff) Development,

        Objectives

        l        To establish and implement staff Professional Development Programmes. This is the
                 programme under which all the staff professional training is done to improve the skills of
                 staff in performing their allocated duties at whatever level of the organization they work.
        l        To establish and implement a Staff Gender Programme. This is a programme aimed at
                 increasing the numbers of female professional staff in the Department so that the Department
                 is able to provide better services to the female farmers of the City District.
        l        To establish and implement a Team Building Programme. The aims of this programme are to
                 develop a feeling of unity of purpose of all staff members that they are happy and proud to
                 work in the Department.

5.1.2   To reduce rural poverty and to increase the contribution of the agriculture sector to the economic
        growth of City District Faisalabad

        l        The Department will contribute to the strong economic performance of primary industries in
                 Faisalabad by helping farmers to increase productivity and facilitating the use of innovative
                 technologies. The Department will at the same time ensure that it provides programmes
                 relevant to rural poor people.




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        Goal 2 has three Programme areas covering 4 Objectives. The three areas of activity are:

        l        Increased Crop and Livestock Production to Achieve Greater Economic Contribution from
                 the Agriculture Sector
        l        Rural Poverty Reduction Programme
        l        Agricultural gender programme

5.1.2.1 Increased Crop and Livestock Production to Achieve Greater Economic Contribution from the
        Agriculture Sector

        Objectives

        l        To achieve Increased Contribution of Department of Agriculture activities to increased
                 investment in agriculture in Faisalabad. By advising the Government of Faisalabad, the
                 Department will be able to contribute strongly to building the economic strength of
                 agriculture in the District. Promotion of corporate farming to replace uneconomical small
                 farmers.
        l        To achieve increased productivity of agriculture-livestock industries. This programme is the
                 one in which all the Annual Development Programme (ADP) and non development
                 Programme budget (NDPB) and farmer field programmes are located. They will be focused
                 on the priority needs of the farmers and other stakeholders to have maximum financial
                 benefit.

5.1.2.2 Rural Poverty Reduction Programme

        Objective

        l        To develop and implement appropriate outreach and support programmes for poor farmers.
                 Specific projects are often needed to bring benefit to the poorest farmers who may not be able
                 to benefit from the general field programme due to their poverty state. This programme will
                 develop and deliver these projects.

5.1.2.3 Agricultural Gender Programme

        Objective

        l        To develop and implement outreach and support programmes for female members of
                 farming families. Women in farm families in some cultures are often marginalised in spite of
                 making a strong contribution to rural livelihoods. This programme will develop and deliver
                 activities specific to the potential of female members of farm families. These will include
                 development of cottage agriculture -based industries (e.g. fruit and vegetable preservation.
                 etc)

5.1.3   To ensure good management principles are applied in all programmes to guarantee the long term
        sustainability of the agricultural resource base of City District Faisalabad

        l        The Department will promote management practices and systems that ensure that the natural
                 resource base of all agriculture-livestock production systems in Faisalabad is used and
                 managed in such a way as to be environmentally, economically and socially sustainable
                 (Sustainable development is development that meets the needs of the present without
                 compromising the ability of future generations to meet their own needs).
        l        Goal 3 is the smallest component of the Strategic Operational Plan with two Objectives. That


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                 aim to Improve understanding of the natural resource base for agriculture and to promote
                 sustainable farming systems.
        l        To develop improved understanding of the natural resource base for agriculture within the
                 stakeholder community. Under this Programme, the Department will become able to provide
                 information to government and others on the state of the natural resource base of the City
                 District Faisalabad for agricultural planning purposes.
        l        To promote sustainable farming systems in City District Faisalabad. Farming systems,
                 which damage the agricultural environment, should be replaced by systems that if possible
                 improve it. Activities here will aim to improve the quality of soils and water that are the base
                 of farming and the quality of agricultural products. They will aim to minimize the use of
                 agricultural chemicals for control of pests and diseases in crops and livestock.

5.2     The Implementation Plan

        Because it is part of the larger framework of the Corporate City District Plan, the Agriculture Strategy
        is linked through the activities in the implementation plan to one or more of the 5 dimensions of good
        governance from the District Corporate Plan. These are Fiscal Responsibility, Citizen Focus,
        Organizational Improvement, Capacity Development, and Information Systems. These are indicated
        in section 5-3 and are also included in the discussion on the requirements for improved M&E.

        Most of the activities for the first 12 to 18 months of the implementation are focused on building
        capacity within the Department under Goal 1 although the current field programmes continue from
        the beginning under Goal 2. Later activities involved applying the improved capacity for planning,
        management and in staff professionalism to improving delivery of service to stakeholders.




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Strategic Operational Plan                                                                                                                                            Implementation Plan 2005-2006

5.2.1:      Implementation Plan 2005-2006
Goal 1.     To deliver high quality services to all stakeholders of the Department of Agriculture
                                                                                                                                                                   Responsibility           Resources
          Service Activity            Objectives                                                                                            Start       End             for                 required
                                                          Activities/Tasks                         Performance indicators
                                                                                                                                            Date        date      implementation            (Rs. in Million)

 Organizational Development       1. Institutional   1. Clearly identify and                 See section 5. 3 for performance indicators   Jan 2006   Mar 2006    EDO                      No Cost
                                  Analysis and       publish a statement of the                                                                                   DOs
                                  Change             roles and responsibilities of
                                                     all department of agriculture
                                                     offices from PLGO 2001
                                                     2. Form Management Group                                                              Mar 2006   Mar 2006    DCO, EDO, DOs            No Cost
                                                     to support EDO manage
                                                     department of agriculture
                                                     affairs
                                                     3. Conduct monthly EDO                                                                Mar 2006   Monthly     DCO, EDO, DOs            No Cost
                                                     support group meeting s                                                                          on going

                                                     4. Conduct an institutional                                                           Mar 2006   Apr 2006    EDO, DOs, External       1.50
                                                     analysis to match current                                                                                    Institutional Analysis
                                                     capacity with all offices of                                                                                 Specialist.
                                                     department of agriculture to
                                                     provide services.
                                                     5. Develop an institutional                                                           Mar 2006   Apr 2006    EDO, Institutional       No Cost
                                                     strengthening plan to                                                                                        Analysis Specialist
                                                     overcome any capacity
                                                     deficiencies identified.
                                                     6. Lobby with City District                                                           Jan 2006   June 2006   EDO                      No Cost
                                                     Nazim and DCO to meet Govt.
                                                     Punjab to remove duplication
                                                     between District and
                                                     Provincial roles in agriculture
                                                     and for full devolution and
                                                     transfer of agriculture dept
                                                     related assets to City District Govt.

 Organizational Development       2. Improved        1. Present Strategic                                                                  Jan 2006   Jan 2006    EDO                      No Cost
                                  Community          Operational Plan to City District
                                  Relations.         Government

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                                                                                                                                                             Responsibility      Resources
         Service Activity              Objectives                                                                                   Start        End              for            required
                                                        Activities/Tasks                    Performance indicators
                                                                                                                                    Date         date       implementation      (Rs. in Million)

                                                    2. Document existing              See section 5.3 for performance indicators   Jan 2006    Feb 2006    EDO, DOs, DDOs       No Cost
                                                    stakeholder networks with                                                                              Community Department
                                                    contact details for key people.                                                                        Department

                                                    3. Presentation of Strategic                                                   Mar 2006    Apr 2006    EDO                  No Cost
                                                    Operational Plan to
                                                    stakeholders
                                                    4. Hold regular stakeholder                                                    May 2006    July 2006   EDO DOs              0.03
                                                    meetings to develop mutually                                                                           DDOs
                                                    agreed programs and obtain
                                                    stakeholder influence on
                                                    priorities for development of
                                                    City District Government
                                                    policy and strategy.
 Systems Development                  1. Improved   1. Develop project planning                                                    July 2006   June 2007   EDO, DOs             No Cost
                                      Process       skills in managers through                                                                             HRM Department
                                      Management    annual training
                                                                                                                                                           F&P Department
                                      Systems
 Systems Development                  2. Team       1. Ensure all staff are aware                                                  Mar 2006    Apr 2006    EDO, DOs             No Cost
                                      Building      of the Strategic Operational                                                                           HRM Department
                                                    Plan and apply guiding
                                                    principles in relations with
                                                    public.
                                                    2. Survey agriculture                                                          Mar 2006    Apr 2006    EDO, DOs             No Cost
                                                    stakeholders annually for
                                                    priority needs and issues

                                                    3. Compile lists of priority                                                   Mar 2006    Apr 2006    EDO, DOs             No Cost
                                                    needs and issues for each
                                                    group of agriculture
                                                    stakeholders
                                                    4. Ensure full awareness                                                       Mar 2006    Apr 2006    EDO, DOs             No Cost
                                                    by staff of government
                                                    and community
                                                    priorities and targets




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Goal 2.    To reduce rural poverty and to increase the contribution of the agriculture sector to the economic growth of Faisalabad City District

                                                                                                                                     Start                 Responsibility         Resources
          Service Activity             Objectives                                                    Performance
                                                             Activities/Tasks                                                        Date      End date         for               required
                                                                                                      indicators                                                                 (Rs. in Million)
                                                                                                                                                          implementation
 Systems Development                  3. Productivity    1. Conduct effective ADP &    See section 5.3 for performance indicators   Jan 2006   On-going   EDO                    According to
                                      of primary         NDP projects targeted at                                                                         All staff              PC1s
                                      industries is      farmer priority needs to                                                                         M&E Team.
                                      increased due to   improve livelihoods through                                                                      AgricultureEconomist
                                      department         income generation and small                                                                      F&P Department
                                      programs           enterprise development




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5.2.2       Implementation Plan 2006-2007
Goal 1.     To deliver high quality services to all stakeholders of the Department of Agriculture

                                                                                                                                     Start       End        Responsibility for     Resources
  Service Activity                      Objectives               Activities/Tasks                     Performance indicators                                                       required
                                                                                                                                     Date        date        implementation       (Rs. in Million)
 Organizational Development           1. Institutional   1. Institutional Plan reviewed,          See section 5.3 for performance   May                     EDO. Institutional    0.30
                                         Analysis and    revised.                                 indicators                        2007                    Analysis Specialist
                                         Change
                                                         2. Commence to implement the                                               July 2006   June        DCO, EDO, DOs         No Cost
                                                         institutional plan.                                                                    2007
                                                         3. Conduct monthly EDO support                                             July 2006   Monthly     DCO                   NDPB
                                                         group meetings                                                                         June 2007   EDO
                                                         4. Strengthen EDO Office to                                                Jan 2007    Dec 2007    DCO                   3.0
                                                         provide central services to                                                                        EDO
                                                         department of agriculture in
                                                         HRD/training, IT, Gender
                                                         programs, M&E,
                                                         environment/sustainability in
                                                         agricultural economics
 Organizational Development           2. Improved        1. Conduct surveys of stakeholder                                          Aug/Sep     Feb / Mar   EDO                   NDPB
                                         Community       groups to assess level of satisfaction                                     2006        2007        M&E Team
                                         Relations       of stakeholders with service
                                                         delivery.
                                                         2. Review reasons for failures to                                          Sep 2006    Mar 2007    EDO.                  NDPB
                                                         provide required services and use in                                                               M&E Team
                                                         a feedback process to improve
                                                         customer service delivery.
                                                         3. Report back to stakeholders on                                          Oct 2006    Dec 2006    EDO                   NDPB
                                                         progress on agreed programs.                                                                       DOs
                                                         4.Influence government policy for                                          Oct 2006    On-         Private Sector        No Cost
                                                         agriculture sector through key                                                         going       Stakeholders
                                                         stakeholders.
                                                         5.Provide good news stories to                                             July 2006   Monthly     EDO                   No Cost
                                                         DCO, media about department of                                                         Dec 2007    DOs
                                                         agricult ure activities in relation to
                                                         agriculture sector.


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                                                                                                            Performance            Start        End        Responsibility for     Resources
  Service Activity                            Objectives                   Activities/Tasks                                                                 implementation
                                                                                                                                                                                  required
                                                                                                             indicators            Date         date                             (Rs. in Million)

                                                                    6. Investigate wider Fee for            See section 5.3 for   July 2006   On-        EDO Management Group    NDPB
                                                                    service arrangements with               performance                       going      Revenue Dept
                                                                    stakeholders                            indicators

 Systems Development                   1. Improved Process          1. Develop project planning skills in                         July 2006   June 2007 EDO, DOs                 0.23
                                       Management Systems           managers through annual training                                                    HRM Department
                                                                                                                                                        F& P Dept.
 Systems Development                   2. Improved Staff            2. All managers with staff                                    Sep 2006    Oct 2006 Training Specialist       0.23
                                       Management Practices         supervision role trained in people                                                 HRM Department
                                                                    management and staff supervision
                                                                    skills through a programme of on
                                                                    going in-service training.
                                                                    3. Managers surveyed for new staff                            Mar 2007    Aug 2007 HRM Department            No Cost
                                                                    management practices                                                               M&E Team
 Human Resources (Staff) Development   1. Improved Professional     1. Revised and updated job                                    Jan 2007    June 2007 EDO                      No Cost
                                       Development                  descriptions developed for all                                                      HRM Department
                                                                    positions.

                                                                    2. Senior staff trained in                                    Jan 2007    June 2007 Training Specialist      0.45
                                                                    identification and planning for                                            On-      External Training
                                                                    development of PC-1s, defining                                             going    providers
                                                                    milestones within projects, capture
                                                                    of milestones, reporting,
                                                                    M&E of projects

 Human Resources (Staff) Development   2. Team Building Programme   1. Staff regularly informed of                                Oct 2006    Jan 2007   EDO                     NDPB
                                                                    department activities and issues
                                                                    affecting Department of Agriculture
                                                                    2. Implement annual staff                                     Jan 2007    Dec 2007 EDO                       0.3
                                                                    performance awards system




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Goal 2.      To reduce rural poverty and to increase the contribution of the agriculture sector to the economic growth of Faisalabad District

                                                                                                                     Performance            Start      End    Responsibility for         Resources
  Service Activity                                   Objectives                       Activities/Tasks                                                                                   required
                                                                                                                      indicators            Date       date   implementation            (Rs. in Million)

 Increased Economic Contribution from the    1. Department of Agriculture     1. Assist Government                   See section 5.3 for   Jan 2007   On-     DCO, EDO                 NDPB
 agriculture sector to the City District     programs contribute to           to develop new regulations for         performance                      going
                                             increased investment in the      quality standards for agricultural     indicators
                                             agriculture sector of            inputs/outputs
                                             Faisalabad City District and
                                             support farmers.                 2. Assist relevant authorities                               Jan 2007   On-     DCO, EDO                 No Cost
                                                                              enforce to regulatory standards for                                     going
                                                                              agricultural inputs/outputs.

 Increased Economic Contribution from the    2. Productivity of primary       1. Conduct effective ADP & NDP                               Jan 2006   On-     EDO                      According to
 agriculture sector to the City District     industries is increased due to   projects targeted at farmer priority                                    going   All staff                PC1s
                                             department programs              needs to improve livelihoods
                                                                                                                                                              M&E Team
                                                                              through income generation and
                                                                              small enterprise development                                                    Agriculture Economist
                                                                                                                                                              F&P Department

Goal 3.      To ensure good management principles are applied in all programs to guarantee the long term sustainability of the agricultural resource base of
             Faisalabad City District
 Improve understanding of natural resource   1. Promote farming systems       1. Work with technology                See section 5.3 for   Jan 2007   On-     EDO                           0.15
 base for agriculture in Faisalabad          and operations that are in       development agencies to ensure all     performance                      going   Environment Specialist
                                             agreement with principles of     field programs are environmentally     indicators
                                             sustainable development          positive




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5.2.3       Implementation Plan 2007-2008
Goal 1. To deliver high quality services to all stakeholders of the Department of Agriculture

                                                                                                           Performance          Start        End        Responsibility for            Resources
  Service Activity                    Objectives                      Activities/Tasks                      indicators                                                                required
                                                                                                                                Date         date        implementation              (Rs. in Million)

 Organizational Development    1. Institutional Analysis and   1. Strengthen EDO Office to            See section 5.3 for      Jan 2007    Dec 2007    DCO                     3.0
                               Change                          provide central services to            performance indicators                           EDO
                                                               department of agriculture in
                                                               HRD/training, IT, Gender
                                                               programs, M&E,
                                                               environment/sustainability in
                                                               agriculture, agricultural
                                                               economics.
                                                               2. Continue to implement the                                    July 2007   June 2008   DCO, EDO                No Costs
                                                               institutional plan.
                                                               3. Conduct monthly EDO                                          July        Monthly     DCO, EDO DOs            NDPB
                                                               support group meeting s                                         2007        Dec 2007

                                                               4. Conduct Annual TNA and                                       July        On-going    EDO                     0.23
                                                               prepare training plan to enable                                 2007                    HRM Department
                                                               staff development needs to be
                                                               determined for staff to fulfil roles
                                                               and responsibilities.
 Organisational Development    2. Improved Community           1. Provide requested services to                                Aug/Sep     Nov/Dec     EDO                     NDPB
                               Relations.                      all stakeholders on time.                                       2007        2008        M&E Team
                                                               2. Review reasons for failures to                               Sep         Feb 2008    EDO                     NDPB
                                                               provide required services and use                               2007                    M&E Team
                                                               in a feedback process to improve
                                                               customer service delivery
                                                               3. Report back to stakeholders on                               Oct 2007    Dec 2007    EDO                     NDPB
                                                               progress on agreed programs                                                             DOs
                                                               4. Influence government policy                                  Oct 2007    On-going    Private Sector          No Cost
                                                               for agriculture sector through key                                                      Stakeholders
                                                               stakeholders.



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                                                                                                   Performance          Start        End        Responsibility for             Resources
  Service Activity                    Objectives             Activities/Tasks                                                                                                  required
                                                                                                    indicators          Date         date        implementation               (Rs. in Million)

                                                      5. Identify and develop                 See section 5.3 for      July 2007   On-going    EDO, DOs                 No Cost
                                                      opportunities for joint private-        performance indicators                           Other Stakeholders
                                                      public programs with NGOs and
                                                      communit y groups.

                                                      6. Develop Department of                                         July 2007   Sep 2007    EDO.                     0.08
                                                      agriculture gender in                                                                    Gender Team
                                                      agriculture strategy to inform                                                           Community Development
                                                      development of field programs                                                            Department
                                                      7. Provide good news stories to                                  July 2007   June 2007   EDO, DOs                 No Cost
                                                      DCO, media about Department of                                               On-going
                                                      agriculture activities in relation to
                                                      agric ulture sector.
                                                      8. Investigate wider Fee for                                     July 2007   On-going    EDO Management Group     No Cost
                                                      service arrangements with                                                                Revenue Department
                                                      stakeholders.
 Systems Development            1. Improved Process   1. Develop project planning skills                               June 2007 July 2008     EDO, DOs                 0.23
                                Management Systems    in managers through annual                                                               HRM Department
                                                      training
                                                                                                                                               F& P Department
                                                      2. Integrated Management                                         Jan 2008    Mar 2008    EDO, DOs                 0.3
                                                      Information System (IMIS) to                                                             Information Technology
                                                      manage Department of                                                                     Department / SPU Team
                                                      agriculture physical, human and
                                                      financial resources developed
                                                      through series of workshops and
                                                      consultations.
                                                      3. Develop an appropriate M&E                                    Jan 2008    Mar 2008    EDO                      0.23
                                                      system to show impact of                                                                 M&E Team
                                                      department of agriculture                                                                Community Development
                                                      services on economic growth,                                                             Department
                                                      gender, poverty, environmental
                                                      sustainability, etc.




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                                                                                                  Performance           Start        End        Responsibility for             Resources
  Service Activity                    Objectives                Activities/Tasks                                                                                               required
                                                                                                   indicators           Date         date        implementation               (Rs. in Million)

                                                          4. Department of Agriculture        See section 5.3 for      Apr         Jun 2008    EDO, M&E Team            0.23
                                                          develops IMIS to record all         performance indicators   2008                    Agriculture Economist
                                                                                       .
                                                          Programme and project activities                                                     Information Technology
                                                                                                                                               Department
 Systems Development           2. Improved Asset          1. All managers trained in use of                            Apr         Jun 2008    Information Technology   0.3
                               Management                 IMIS.                                                        2008                    Training Specialists
                                                                                                                                               HRM Department
                                                          2. Implement IMIS for                                        July 2008   On-going    EDO, DOs, M&E Team       2.3
                                                          management of department                                                             Information Technology
                                                          of agriculture physical,                                                             Department
                                                          human and financial resources
 Systems Development           3. Improved Staff          1. Managers surveyed for new                                 Mar         Aug 2007    HRM Department           NDPB
                               Management Practices       staff management practices                                   2007                    M&E Team

 Human Resources (Staff)       1. Improved Professional   1. All staff provided with in-                               July 2007   On-going    EDO                      3.0
 Development       ,           Development                service and/or external training                                                     HRM Department
                                                          appropriate to level of                                                              External Training
                                                          responsibilities as identified                                                       Providers
                                                          through annual TNA.
                                                          2. Annual assessment of staff                                June 2008 On-going      HRM Department           NDPB
                                                          development/training programme
                                                          3. Develop work performance                                  July 2007   Sep 2007    HRM Department           NDPB
                                                          planning (WPP) system for all
                                                          staff (between staff member and
                                                          supervisor) linked to performance
                                                          review.
                                                          4. Implement annual work                                     Oct 2007    Nov 2007    All Staff Supervisors    NDPB
                                                          performance planning (WPP)                                                           HRM Department
                                                          review process
                                                          5. Develop a programme of staff                              Dec 2007    Feb 2008    EDO                      0.3
                                                          awards for high level of work                                            On-going    HRM Department
                                                          performance, sanctions for poor
                                                          performance
                                                          6. Conduct staff survey on                                   Sep 2007    July 2008   HRM Department           NDPB
                                                          working condition issues

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                                                                                                          Performance          Start       End       Responsibility for              Resources
 Service Activity                      Objectives                     Activities/Tasks                                                                                               required
                                                                                                           indicators          Date        date       implementation                (Rs. in Million)
                                                                7. Senior staff trained in            See section 5.3 for      Jan 2007   Jun 2007   External Training        0.23
                                                                identification and planning for       performance indicators              On-going          ers
                                                                development of PC-1s, defining                                                       provid
                                                                milestones within projects,
                                                                capture of milestones, reporting,
                                                                M&E of projects.
 Human Resources (Staff)        2. Staff Gender Programme       1. Increase the numbers of female                              Sep 2007   On-going   EDO                      According to Gender
 Development                                                    staff at professional level in                                                       HRM Department           Plan
                                                                Department of Agriculture
                                                                through positive recruitment
                                                                policy.

                                                                2. Conduct gender awareness                                    Oct 2007   On-going   Gender Specialist        0.3
                                                                training for all staff to ensure
                                                                balanced gender approach in all
                                                                department of agriculture field
                                                                programs
 Human Resources (Staff)        3. Team Building                1. Staff regularly informed of                                 Oct 2007   Dec 2007   EDO                      0.15
 Development                       Programme                    department activities and issues
                                                                affecting department of
                                                                agriculture .

                                                                2. Implement Annual staff                                      Jan 2007   Dec 2007   EDO                      0.3
                                                                performance award system

Goal 2. To reduce rural poverty and to increase the contribution of the agriculture sector to the economic growth of Faisalabad City District
 Increased Economic             1. Department of                1. Assist government                  See section 5.3 for      Jan 2007   On-going   DCO, EDO                 No Cost
 Contribution from the          Agriculture programs            to develop new regulations for        performance indicators
 Agriculture Sector to          contribute to increased         quality standards for agricultural
 the City District              investment in the agriculture   inputs/outputs
                                sector of Faisalabad City
                                District and support farmers.   2. Assist relevant authorities                                 Jan 2007   On-going   DCO, EDO                 No Cost
                                                                enforce to regulatory standards for
                                                                agricultural inputs/outputs.
                                                                3. Assist Govt identify possible                               Jan 2008   On-going   DCO, EDO                 No Cost
                                                                new agro-based industry for the
                                                                City District provide information
                                                                on agricultural potential for
                                                                investment in agriculture in
                                                                City District.


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Strategic Operational Plan                                                                                                                                             Implementation Plan 2007-2008



                                                                                                           Performance               Start        End       Responsibility for             Resources
  Service Activity                         Objectives                      Activities/Tasks                                                                                                required
                                                                                                            indicators               Date         date       implementation            (Rs. in Million)

                                                                     4. Identify and create new            See section 5.3for       Jan 2008    On-going   EDO                      No Cost
                                                                     opportunities for livestock and       performance indicators
                                                                                                                                                           DO Livestock
                                                                     crop farmers to improve
                                                                                                                                                           DO Agriculture
                                                                     economic status of farmers

                                                                     5. Identify and create new                                     Jan 2008    On-going   EDO                      No Cost
                                                                     opportunities for forest and fish                                                     DO Fish
                                                                     farmers to improve the economic
                                                                                                                                                           DO Forest
                                                                     performance of sub sectors.
                                    2. Productivity of primary       1. Conduct effective ADP &                                     Jan 2007    On-going   EDO                      According to PC1s
                                    industries is increased due to   NDP projects targeted at farmer                                                       All staff
                                    Department programs              priority needs to improve
                                                                                                                                                           M&E Team
                                                                     livelihoods through income
                                                                     generation and small enterprise                                                       Agriculture Economist
                                                                     development                                                                           F&P Department
 Reduction in Rural Poverty         1. Appropriate outreach          1. Develop and implement ADP                                   July 2007   On-going   EDO                      According to PC1s
                                    and support programs for         and NDP projects specific for                                                         All staff
                                    poor farmers                     needs of poor farmers

                                                                     2. Monitor poverty reduction                                   July 2007   On-going   EDO                      NDPB
                                                                     activities                                                                            M&E Team
Goal 3.     To ensure good management principles are applied in all programs to guarantee the long term sustainability of the agricultural resource base of
            Faisalabad City District
 Improve understanding of natural   1. Promote farming               1.Develop and provide                 See section 5.3for       Jan 2008    On-going   EDO                      0.15
 resource base for agriculture      systems and operations that      information on natural resource       performance indicators                          Environment Specialist
 in Faisalabad                      are in agreement with            potential to assist farmers develop
                                    principles of sustainable        new crop and livestock systems
                                    development                      and assist investment decision-
                                                                     making in Faisalabad
                                                                     2.Include technology                                           Jan 2007    On-going   EDO                      0.15
                                                                     development agencies in planning                                                      Environment Specialist
                                                                     workshops to ensure all field
                                                                     programs are environmentally
                                                                     positive


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5.2.4       Implementation Plan 2008 - 2009
Goal 1.     To deliver high quality services to all stakeholders of the Department of Agriculture

                                                                                                             Performance         Start        End       Responsibility for      Resources
  Service Activity                      Objectives                      Activities/Tasks                                                                                        required
                                                                                                              indicators         Date         date       implementation        (Rs. in Million)

 Organizational Development     1. Institutional Analysis and   1. Strengthen EDO Office to            See section 5.3 for      July 2008   June 2009   EDO                   3.0
                                Change                          provide central services to            performance indicators
                                                                department of agriculture in
                                                                HRD/training, IT, Gender
                                                                programs, M&E,
                                                                environment/sustainability in
                                                                agriculture, agricultural economics
                                                                2. Continue to implement                                        July 2008   June 2009   DCO, EDO              No Cost
                                                                institutional plan

                                                                3. Conduct monthly EDO support                                  July 2008   Monthly     EDO, DCO, DOs         NDPB
                                                                group meetings                                                              June 2009

                                                                4. Conduct annual TNA and                                       July 2008   June 2009   EDO                   0.23
                                                                prepare training plan to enable                                                         HRM Department
                                                                staff development needs to be
                                                                determined for staff to fulfil roles
                                                                and responsibilities.
 Organizational Development     2. Improved Community           1. Provide requested services to all                            Aug/Sep     Dec/Jan     EDO.                  NDPB and ADP
                                Relations.                      stakeholders on time.                                           2008        2009        M&E Team
                                                                2. Review reasons for failures to                               Sep 2008    Feb 2009    EDO,                  No Cost
                                                                provide required services and use in                                                    M&E Team
                                                                a feedback process to improve
                                                                customer service delivery
                                                                3. Report back to stakeholders on                               Oct 2008    Dec 2008    EDO                   NDPB
                                                                progress on agreed programs.                                                            DOs
                                                                4. Influence government policy for                              Oct 2008    On-going    Private Sector        No Cost
                                                                agriculture sector through key                                                          Stakeholders
                                                                stakeholders.




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                                                                                                         Performance                Start        End       Responsibility for        Resources
  Service Activity                    Objectives                 Activities/Tasks                                                                                                    required
                                                                                                          indicators                Date         date       implementation          (Rs. in Million)

                                                         5. Identify and develop                 See section 5.3 for performance   July 2008   On-going    EDO, DOs                No Cost
                                                         opportunities for joint Private-        indicators                                                Other Stakeholders
                                                         Public programs with NGOs and
                                                         community groups.

                                                         6. Provide good news stori es to                                          July 2008   Monthly     EDO, DOs                No Cost
                                                         DCO, media about Department of                                                        on- going
                                                         agriculture activities in relation to
                                                         agric ulture sector.

                                                         7. Investigate wider Fee for                                              July 2008   On-going    EDO Management Gruop No Cost
                                                         service arrangements with                                                                         Revenue Department
                                                         stakeholders.
 Systems Development          3. Improved Process        1. Develop project planning skills in                                     June 2008   June 2009   EDO, DOs                0.3
                              Management Systems         managers through annual training                                                                  HRM Department
                                                                                                                                                           F& P Department
 Systems Development          4. Improved Asset          1. Implement IMIS for                                                     July 2008   On-going    EDO, DOs                1.50
                              Management                 management of department of                                                                       M&E Team.
                                                         agriculture physical, human and
                                                         financial resources
 Systems Development          5. Improved Staff          1. Managers surveyed for new staff                                        Mar 2008    Aug 2008    HRM Department          No Cost
                              Management Practices       management practices                                                                              M&E Team

 Human Resources (Staff)      1. Improved Professional   1. All staff provided with in-service                                     July 2008   On-going    EDO                     3.0
 Development       ,          Development                and/or external training appropriate                                                              HRM Department
                                                         to level of responsibilities as
                                                                                                                                                           External Training
                                                         identified through annual TNA.
                                                                                                                                                           Providers

                                                         2.Annual assessment of staff                                              June 2008   On-going    HRM Department          No Cost
                                                         development/training program

                                                         3 . Implement annual WPP review                                           Oct 2008    Nov 2008    All Staff Supervisors   No Cost
                                                         process                                                                                           HRM Department



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                                                                                                            Performance                 Start        End      Responsibility for      Resources
  Service Activity                      Objectives                     Activities/Tasks                                                                                               required
                                                                                                             indicators                 Date         date      implementation        (Rs. in Million)

                                                               4. Conduct staff survey on working    See section 5.3 for performance   Dec 2008    Nov 2009   HRM Department        No Cost
                                                               condition issues                      indicators
                                                               5. Senior staff trained in                                              Jan 2008    Jun 2008   External Training     0.23
                                                               identification and planning for                                                     On-going   providers
                                                               development of PC-1s, defining
                                                               milestones within projects, capture
                                                               of milestones, reporting,
                                                               M&E of projects
 Human Resources (Staff)        2. Staff Gender Program        1. Increase the numbers of female                                       Sep 2008    On-going   EDO                   According to Staff
 Development                                                   staff at professional level in                                                                 HRM Department        Gender Plan
                                                               department of agriculture through
                                                               positive recruitment policy

                                                               2. Conduct gender awareness                                             July 2008   On-going   Gender Specialist     0.3
                                                               training for all staff to ensure
                                                               balanced gender approach in all
                                                               department of agriculture field
                                                               programs
 Human Resources (Staff)        3. Team Building Program       1. Staff regularly informed of                                          Oct 2008    Dec 2008   EDO                   NDPB
 Development                                                   department activities and issues
                                                               affecting Department of
                                                               agriculture .
                                                               2. Implement Annual staff                                               Jan 2008    Dec 2008   EDO                   0.3
                                                               performance award system

Goal 2.         To reduce rural poverty and to increase the contribution of the agriculture sector to the economic growth of Faisalabad City District
 Increased Economic             1.Department of Agriculture    1. Assist Government                  See section 5.3 for performance   Jan 2008    On-going   DCO, EDO              No Cost
 Contribution from the          programs contribute to         to develop new regulations for        indicators
 Agriculture Sector to          increased investment in the    quality standards for agricultural
 the City District              agriculture sector of          inputs/outputs
                                Faisalabad City District and
                                support farmers.
                                                               2. Assist relevant authorities                                          Jan 2008    On-going   DCO, EDO              No Cost
                                                               enforce to regulatory standards for
                                                               agricultural inputs/outputs.



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                                                                                                            Performance                      Start        End      Responsibility for          Resources
  Service Activity               Objectives                                 Activities/Tasks                                                                                                   required
                                                                                                             indicators                      Date         date      implementation            (Rs. in Million)

                                                                    3. Assist Govt identify possible new    See section 5.3 for performance Jane 2008   On-going   DCO, EDO                  No Cost
                                                                    agro-based industry for the District.   indicators
                                                                    - provide information on
                                                                    agricultural potential for investment
                                                                    in agriculture in District.
                                                                    4. Establish links between                                             July 2008    On-going   EDO                       0.3
                                                                    department of agriculture and                                                                  Ayub, NIAB, Agriculture
                                                                    external science and research                                                                  University, Faisalabad
                                                                    organisations, and industry to
                                                                    deliver productive, sustainable and
                                                                    cost effective technologies
                                                                    5. Identify and create new                                             Jan 2008     On-going   EDO                       No Cost
                                                                    opportunities for livestock and                                                                DO Livestock
                                                                    crop farmers to
                                                                                                                                                                   DO Agriculture
                                                                    improve economic status of
                                                                    farmers.
                                                                    6. Identify and create new                                             Jan 2008     On-going   EDO                       No Cost
                                                                    opportunities for forest and fish                                                              DO Fish
                                                                    farmers to improve the economic
                                                                                                                                                                   DO Forest
                                                                    performance of sub sectors.
 Increased Economic      2. Productivity of primary industries is   1. Conduct effective ADP & NDP                                         Jan 2008     On-going   EDO                       According to PC1s
 Contribution from the   increased due to Department programs       projects targeted at farmer priority                                                           All staff
 Agriculture Sector to                                              needs to improve livelihoods                                                                   M&E Team
 the District                                                       through income generation and                                                                  Agriculture Economist
                                                                    small enterprise development                                                                   F&P Department
 Reduction in Rural      1. Appropriate outreach and                1. Develop and implement ADP                                           July 2008    On-going   EDO                       According to PC1s
 Poverty.                support programs for poor farmers          and NDP projects specific for needs                                                            All staff
                                                                    of poor farmers
                                                                    2. Monitor poverty reduction                                           July 2008    On-going   EDO                       0.15
                                                                    activities                                                                                     M&E Team




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                                                                                                                Performance               Start        End      Responsibility for         Resources
  Service Activity                              Objectives                      Activities/Tasks                                                                                           required
                                                                                                                 indicators               Date         date      implementation           (Rs. in Million)

 Agricultural Gender Programme          1. Develop and deliver          1. Improve female participation in      See section 5.3 for      July 2008   On-going   EDO                      NDPB
                                        relevant outreach and support   poor farmer programs                    performance indicators                          All staff
                                        programs for females in farm
                                        families.                       2. Develop and deliver specific field                            July 2008   On-going   EDO                      According to PC1s
                                                                        programs for females in farm                                                            All staff
                                                                        families

                                                                        3. Monitor and evaluate gender                                   July 2008   On-going   EDO                      10.15
                                                                        program activities                                                                      All Staff


Goal 3.        To ensure good management principles are applied in all programs to guarantee the long term sustainability of the agricultural resource base of
               Faisalabad City District
 Improve understanding of the natural   1. Promote farming systems      1. Develop and provide information      See section 5.3 for      Jan 2008    On-going   EDO                      0.15
 resource base for agriculture in       and operations that are in      on natural resource potential to        performance indicators                          Environment Specialist
 Faisalabad                             agreement with principles of    assist farmers develop new crop and
                                        sustainable development         livestock systems and assist
                                                                        investment decision-making in
                                                                        Faisalabad
                                                                        2. Work with technology                                          Jan 2008    On-going   EDO                      0.3
                                                                        development agencies to ensure all                                                      Environment Specialist
                                                                        field programs are environmentally
                                                                        positive




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5.3        Monitoring & Evaluation Framework
           The progress against the implementation plan of the department would be monitored against the following monitoring framework.

Goal 1 To deliver high quality services to all stakeholders of the department of Agriculture
                                                                                                                             Type of indicator
      Objectives/ service                                                                                                                                                                  Dimension
                               Activity or Outcome
           activity                                                         Input                              Process                             Output                 Outcome           of Good
                                                                                                                                                                                           Governance
Institutional Analysis &     1. Identify & publish core                                             Document prepared, distributed      Survey shows stakeholders more                     Organisational
Change Program               business of Agriculture                                                to stakeholders                     aware of Department role.                          Improvement
                             Department
                             2. Form EDO Management            Identification of the officers and   Meetings with the top               Group formed
                             Group.                            officials to be included in the      management and the identified
                                                               management group.                    officers /officials to form
                                                                                                    management group.
                             3. Conduct monthly EDO                                                 Agenda, venue and timing of         Group meets each month.          Management
                             Management Group meetings                                              the meetings circulated amongst     Minutes prepared, circulated     tasks delegated
                                                                                                    the concerted.                                                       by EDO to Do’s
                                                                                                                                                                         and other staff
                             4. Conduct Institutional          National Institutional               Institutional analysis undertaken   Institutional Assessment
                             Analysis                          Assessment Consultant                with the involvement of             completed
                                                               appointed                            departments stakeholders.
                             5. Write Institutional                                                                                     Institutional Development Plan
                             Development Plan.                                                                                          prepared and presented to DCO.
                                                                                                                                        DCO Accepts Institutional
                                                                                                                                        Development Plan, District
                                                                                                                                        funds provided.
                             6. District - Provincial Review                                                                            Review undertaken
                             of Devolution                                                                                              Roles of Department more
                                                                                                                                        closely aligned with needs and
                                                                                                                                        capacities
                             7. Implement Institutional                                                                                 Surveys show capacity of
                             Development Plan.                                                                                          Department to deliver services
                                                                                                                                        increases over time



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                                                                                                                       Type of indicator
    Objectives/ service                                                                                                                                                               Dimension
                                  Activity or Outcome
         activity                                                             Input                     Process                            Output                    Outcome           of Good
                                                                                                                                                                                      Governance
 Objectives/ service activity   8. Review Institutional           Institutional Assessment                                      Review completed, plan revised
                                Development Plan                  Consultant leads review
                                                                                                                                Review directs institutional
                                                                                                                                capacity building - annual report
                                                                                                                                to Government
                                9. Strengthen EDO Office                                     Subject Matter Specialist staff    Wider range of programs meets
                                capacity.                                                    appointed to EDO Office            the needs of stakeholders.
                                10. Annual TNA program            HRD Specialist leads TNA                                      TNA Plan prepared, accepted.
                                prepared                          program development
 Improved Community             1. Document stakeholder                                                                         Document prepared, circulated                         Citizen Focus
 Relations Program.             networks.                                                                                       within Department
                                2. Presentation of Strategic                                 Meetings held with all the         Plan presented and agreed by
                                Operational Plan to                                          stakeholders of the department.    the stakeholders of the
                                stakeholders.                                                                                   department.
                                3. Hold regular stakeholder                                  Schedule for the regular           Meetings held, report prepared
                                meetings.                                                    meetings with the stakeholders     for government
                                                                                             prepared and disseminated.
                                4. Provide services in a timely                              Departments ensure timely          Annual farmer surveys covering
                                manner - survey.                                             delivery of the services to the    effectiveness of all service
                                                                                             target recipients.                 activities
                                5. Review service delivery for                               Periodic assessment of the level   Report of annual farmer surveys     Lessons learned
                                lessons learned.                                             of the services undertaken by      prepared and circulated             adopted to
                                                                                             the department.                                                        improve service
                                                                                                                                                                    delivery
                                6. Report to stakeholders on                                 Preparation of monthly,            Report of annual farmer surveys
                                progress of programs.                                        quarterly and annual reports of    prepared and circulated
                                                                                             the department.
                                7. Seek to influence government                              Meeting held with the              Changes in government policy
                                                                                             stakeholders to seek their



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                                                                                                                           Type of indicator
    Objectives/ service                                                                                                                                                                       Dimension
                               Activity or Outcome
         activity                                                           Input                            Process                              Output                    Outcome            of Good
                                                                                                                                                                                              Governance
                             8. Joint programs with other      Staff identify possible partners   Joint programs developed and        economic value of joint
                             stakeholders.                     for joint programs                 included in annual work             programs determined - farmer
                                                                                                  program                             surveys
                             10. Develop Gender Strategy in    Gender specialist leads strategy   Detailed gender based situation     Gender Strategy for the
                             Agriculture Department .          development                        analysis of the department          department prepared.
                                                                                                  carried out.
                             11. Provide good news stories     Staff provide good news of the     EDO Office prepares reports for     Awareness survey conducted in
                             of Department of Agriculture      department to the EDO Office       media                               community
                             activities.

                             12. Investigate Fee for Service   Meetings with the stakeholders     Decision about charging fee on      Fee for service policy & strategy    Increasing
                             with stakeholders.                to develop consensus on            services taken up with the          developed                            funds from
                                                               charging fee of the services.      district top management.                                                 service
                                                                                                                                                                           activities
                                                                                                                                                                           returned to
                                                                                                                                                                           Government
 Improved Process            1. Train Managers in Project      TNA carried out.                   The master trainers identified to   Training completed.                                    Information
 Management Capacity         Planning                                                             deliver trainings.                                                                         system
 Program                                                                                          ToT planned and delivered.
                             2. Develop Integrated             IT specialist leads IMIS                                               IMIS framework developed
                             Management Information            development
                             System.
                             3. Develop Department of          M&E specialist leads M&E                                               M&E framework developed,
                             Agriculture M&E framework.        development                                                            circulated to all activity leaders
                             4. Develop Field Activity         IT and M&E specialists lead                                            IMIS framework developed,
                             Program MIS                       development of IMIS
 Improved Asset Management   1. Managers trained in use of     IT & HRD/Training specialists      Managers trained on how to use                                                             Capacity
 Program                     IMIS.                             develop and lead training          IMIS                                                                                       Development
                             2. Implement IMIS                                                    IMIS hardware and software          Annual survey of use made of



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                                                                                                                        Type of indicator
    Objectives/ service                                                                                                                                                          Dimension
                               Activity or Outcome
         activity                                                         Input                           Process                           Output                    Outcome     of Good
                                                                                                                                                                                 Governance
 Improved Staff Management   1. Managers trained in staff     training programs developed by   training provided                                                                Capacity
 Practices Program           supervision.                     Training specialist                                                                                               Development
                             2. Survey training methods and   Follow up of the training        Training programs reviewed.       Training program report
                             effectiveness                    programs conducted.                                                prepared.
                                                                                                                                 Survey to show effect of
                                                                                                                                 training on management
                                                                                                                                 practices -benchmarked




 Human Resources (Staff)
 Development
 Improved Professional       1. Staff in-service and/or       HRD/Training specialist                                            annual training program report                 Capacity
 Development Program         external training program.       develops programs                                                  prepared, presented to                         Development
                                                                                                                                 government
                             2. Assess Training Program for                                                                      Surveys to evaluate level of staff
                             effectiveness                                                                                       professional capacity -
                                                                                                                                 benchmarked
                             3. Updated job descriptions.                                      Preparation of job description.   detailed job descriptions
                                                                                                                                 prepared
                             4. Develop Work Performance      HRD/Training specialist                                            WPP guidelines prepared and
                             Planning system.                 develops WPP program                                               distributed to managers and staff
                             5. Implement annual WPP                                                                             WPP results used to improve
                             review process.                                                                                     staff performance, inform
                                                                                                                                 Training program
                             6. Program of staff awards for                                                                      Annual Report on staff awards
                             high level performance                                                                              system.
                                                                                                                                 Annual survey of staff
                                                                                                                                 satisfaction levels



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                                                                                                                                   Type of indicator
    Objectives/ service                                                                                                                                                                   Dimension
                                     Activity or Outcome
         activity                                                                   Input                            Process                             Output                Outcome     of Good
                                                                                                                                                                                          Governance
                                   7. Conduct staff annual                                                                                    Annual Report prepared,
                                   workplace survey                                                                                           distributed
                                   8. Senior staff trained in project                                                                         Increased success rate in
                                   development processes.                                                                                     developing PC1's- benchmarked
                                   1. Increase numbers of               Influence top management to                                           Numbers of professional female             Organisational
 Staff Gender Program              professional female staff.           recruit female staff.                                                 staff employed                             improvement
                                   2. Conduct gender awareness          Gender specialist develops        Gender and Training specialists     Staff surveyed for increased
                                   training for all staff               training materials                deliver gender training program     awareness of Gender issues in
                                                                                                                                              agriculture
 Team Building Program             1. Staff aware of the Strategic                                        Meetings held with the staff to     Strategic Operational plan                 Capacity
                                   Operational Plan.                                                      share strategic operational plan.   implemented.                               Development
                                   2. Staff aware of govt.&             Regular meetings with the staff                                       The departments is meetings
                                   community priorities & targets       and the communities.                                                  their targets.
                                                                                                                                              Staff surveyed for increased
                                                                                                                                              awareness
                                   3. Staff regularly informed of       Preparation of departments                                            Staff newsletter prepared and
                                   Department of Agriculture            news letter on regular basis                                          circulated
                                   activities.                                                                                                Staff surveyed for increased
                                                                                                                                              awareness

                                   4. Implement staff performance       The strategy for the staff                                            Staff performance awards
                                   awards program.                      performance awards programs                                           program implemented.
                                                                        prepared.
 Goal 2. To reduce rural poverty and to increase the contribution of the agriculture sector to the economic growth of Faisalabad City District.
 Increased Economic                1. Develop new regulations for                                                                             Existing regulations reviewed,             Fiscal
 Contribution from the             agricultural inputs.                                                                                       updated. scope increased                   Responsibility
 Agriculture Sector.
                                   2. Apply regulatory standards                                                                              Annual Report prepared                     Fiscal
                                   for agricultural inputs                                                                                    compliance surveyed                        Responsibility
                                                                                                                                              benchmarked



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                                                                                                                            Type of indicator
    Objectives/ service                                                                                                                                                                  Dimension
                                  Activity or Outcome
         activity                                                              Input                           Process                         Output                    Outcome          of Good
                                                                                                                                                                                         Governance
 Department of Agriculture      3. Assist Govt. with new market                                                                     New markets developed.
 programs contribute to         development.
 increased investment.
                                4. Link with external science       Development of formal linkages                                  Report of partnership activities
                                organisations & industry.           with the science organisations                                  Initiatives taken with these
                                                                    and other industry.                                             institutes and industry.
                                5. Identify opportunities for                                                                       New PC1's developed and
                                livestock and agriculture related                                                                   included into annual work
                                products.                                                                                           program
                                6. Identify opportunities for                                                                       New PC1's developed and
                                forest and fish related products.                                                                   included into annual work
                                                                                                                                    program
 Department of Agriculture      1. Conduct effective ADP &                                                                          Annual report on all work                            Fiscal
 Programs increase              NDP projects on farmer                                                                              programs                                             Responsibility
 agricultural productivity      priorities                                                                                          Case Studies clearly
                                                                                                                                    demonstrate economic value of
                                                                                                                                    programs - benchmarked
 Reduction in Rural Poverty     1. Specific projects target poor                                     Specific programs developed    Annual Report of programs          Household         Fiscal
                                farmers                                                              and included in annual work                                       income surveys    Responsibility
                                                                                                     program                                                           show benefits
                                                                                                                                                                       to poor farmers
 Develop and deliver relevant   2. Monitor Poor farmers                                                                             Report on the number of poor                         Fiscal
 outreach and support           programs                                                                                            farmers benefited by this                            Responsibility
 programs                                                                                                                           program.
 for poor farmers
 Agricultural Gender            1. Participation of poor female     The training program prepared                                   Number of females participating
                                farmers in programs.                and delivered.                                                  in training activities
 Develop and deliver relevant   2. Develop and deliver specific     Specific programs developed                                                                                          Organisational
 outreach and support           field programs for female           and included in annual work                                                                                          Improvement
 programs for female in farm    farmers                             program
 families



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                                                                                                                             Type of indicator
    Objectives/ service                                                                                                                                                                    Dimension
                                     Activity or Outcome
         activity                                                               Input                           Process                           Output                   Outcome          of Good
                                                                                                                                                                                           Governance
                                  3. Monitor Gender Programs                                                                           Annual Report showing women       Household
                                                                                                                                       benefited by the program.         income surveys
                                                                                                                                                                         for benefits to
                                                                                                                                                                         farm families.
 Goal 3. To ensure good management principles are applied in all programs to guarantee the long term sustainability of the agricultural resource base of Faisalabad City District
 Improve understanding of the     1. Information on natural                                                                                                                                 Organisational
 natural resource base for        resource potential.                                                                                  database on natural resources                        Improvement
 agriculture in Faisalabad                                                                                                             prepared and updated annually
 Promote farming systems and      1. Ensure all field programs are                                                                     Annual Report highlights                             Organisational
 operations that are in           environmentally positive                                                                             environmentally positive                             Improvement
 agreement with principal of                                                                                                           farming systems
 sustainable development
                                                                                                                                       Annual report of improved state
                                                                                                                                       of natural resources base -
                                                                                                                                       benchmarked




City District Government Faisalabad                                                                                                                                                               Page 33
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Agriculture
Strategic Operational Plan




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                                      N
                                      A
           BL




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Agriculture
Strategic Operational Plan




                                          K
                                      N
                                      A
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City District Government Faisalabad           Page 35
Strategic Policy Unit
AGRICULTURE DEPARTMENT

  SITUATION ANALYSIS

        2005-2009




       (November 2005)
Agriculture                                                                                           Chapter 6
Situation Analysis                                                       Federal Provincial and District Context


6.0     FEDERAL PROVINCIAL AND DISTRICT CONTEXT
6.1     Federal Context

        The Agriculture department at the Federal level sets the overall policy and does the planning for
        Agriculture, Food and Livestock. It also ensures implementation of the policies being formed. It
        means the functions of the department are policy formulation and monitoring its implementation.

        National Agriculture Policy, which is focused on 5 goal areas of: social equity, self reliance, export
        orientation, sustainable agriculture and enhanced productivity, is developed at Federal level through
        the Ministry of Food Agriculture and Livestock (MINFAL). The strategic framework for the
        agriculture sector of Pakistan is developed in”Agricultural Strategies for the First Decade of the New
        Millenniums” (Ministry of Food, Agriculture and Livestock, Pakistan Agricultural Research
        Council, Planning and Development Division, Islamabad, June 2000). This sets targets for the year
        2010 for all sub-sectors, defines comprehensive programmes needed to achieve these targets and
        identifies financial resources required to implement the programmes. It allocates responsibilities
        between Federal, Provincial And District Governments for implementation.

        The functions of the departments also include;

        l        Agreements with national and international organizations in the field of Food, Agriculture
                 and Livestock.
        l        Scholarships/Fellowship, Training Courses in the field of Agriculture and Livestock from
                 International Agriculture Development Agencies such as FAO, USAID etc.
        l        Development of legislation pertaining to pesticides, veterinary medicines.
        l        Standardization and formulation of Pesticides, Fertilizers and Veterinary Medicines
        l        Integration of Agriculture Extension and Research Activities.
        l        Crop Maximization schemes e.g. for wheat and cotton etc.
        l        Improvement of watercourses.

6.1.1   Agriculture in the Economy of Pakistan

        The agriculture sector remains the largest single sector of the national economy of Pakistan, ahead of
        manufacturing, and accounting in 2003 2004 for 23.3% of GDP compared with a contribution from
        the manufacturing sector of 17.5% (Government of Pakistan. Finance Division, Economic Adviser's
        Wing.. Pakistan Economic Survey 2003 2004. Islamabad. 2004). Over the past decade, agriculture
        grew at an average of 4.5% per annum (with large inter-year fluctuations), while the sector
        contribution to GDP has shown a small decline each year. Within this sector wide contribution to
        GDP, major crops contributed 8.0%, minor crops 2.9%, livestock 11.4%, fisheries 0.3% and forestry
        0.7%. In 2003/2004, the GDP sectoral growth rate for agriculture was 2.6% compared with rates for
        the manufacturing and service sectors of 13.4 and 5.2 % respectively. Data on the sectoral shares
        contributed to GDP also show a slowly declining contribution of agriculture from 26.2 (1999/2000)
        to 23.3 (2003/2004).

6.1.2   Agriculture and the Balance of Trade

        The sector makes a much higher contribution to Pakistan's external balance of trade through direct
        export of agricultural products and by serving as the base sector of the countries major export focused
        industries including cotton textiles, leather goods, rice and sugar. Three commodities dominate
        export earnings cotton textiles (63.3%), leather goods (6.2%) and rice (5.0%) (Data for 2003/2004,
        Source Pakistan Economic Survey 2003-04.
        Table 6-1:      Pakistan: Exports and Imports by commodity category (Rs. Million)

City District Government Faisalabad                                                                     Page 36
Strategic Policy Unit
Agriculture                                                                                                                           Chapter 6
Situation Analysis                                                                                       Federal Provincial and District Context




                                                    Year                                                                       2003/2004
            Category                                                                                            Exports                    Imports
            Food and live animals*                                                                               68006                      29486
            Beverages and tobacco                                                                                 1251                       420
            Crude material
            of agricultural origin                                                                               14124                       5707
            of non-agricultural origin                                                                              -                       74125
            Animal and Vegetable oils                                                                             3826                      45519
            Minerals and petroleum products                                                                      17116                     191640
            Chemicals                                                                                            15141                     161118
            Manufactured goods
            of Agricultural Origin                                                                              375174                      33488
            of non-agricultural origin                                                                             -                        58027
            Machinery and Transport equipment                                                                    5758                      243143
            Miscellaneous Manufactures
            Of agricultural origin                                                                              169109                        0
            Of non-agricultural origin                                                                           39252                      25666
            Other                                                                                                 271                       29492
            Total                                                                                               709036                     897825
        Note:    Source Federal Bureau of Statistics, Karachi.
                 * Within the Food and Live Animals category, rice accounted for approximately 55% of exports for 2003/2004.


        Government of Pakistan, Finance Division, Economic Adviser's Wing, Islamabad). The contribution
        of major sectors and sub sectors to the balance of trade are shown in Table 6-1.

        Within these broad export categories, there is potential for specific import replacement from
        agriculture. The agriculture sector employs 17.5 million workers (42.1%) of the total labour force
        and 68% of Pakistan's population lives in rural areas.

        In spite of the large direct and indirect contribution of the agriculture sector to Pakistan's economy
        and therefore to City District Faisalabad economy, the Government of Faisalabad has allocated only
        1% of its ADP budget for 2004-2005 into Livestock and 0% into Agriculture (City District
        Government of Faisalabad, Budget 2004-2005).

6.2     Provincial Context

        At the Provincial level, responsibility for the entire agriculture sector of Punjab is divided between
        three Ministries - the Ministries of Agriculture, Livestock, and Forestry, Wildlife, Fisheries and
        Tourism. These Ministries provide policy and strategy direction to the different Offices of the City
        District Department of Agriculture.

        In 2001, after devolution of Agriculture Department and its sub departments of Agriculture
        Extension, Water Management Wings, Livestock, Forests and Fisheries Departments to the City
        District Government, Government of the Punjab continues to have a significant impact on and
        responsibilities for services provided by the City District Agriculture Department.

        The major areas of Provincial involvement include responsibility for:

        ·          Technical Policy formation
        ·          Regulations.
        ·          Technical support in areas of Training and Education of the staff.
        ·          Resource allocation/mobilization.

        Detailed role and responsibilities of the Government of the Punjab, Department of Agriculture are;

City District Government Faisalabad                                                                                                             Page 37
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Agriculture                                                                                            Chapter 6
Situation Analysis                                                        Federal Provincial and District Context



        l        Technical and Administrative control of field formation.
        l        Supervision and monitoring of City District performance.
        l        Provision of technical guidance and support to City District Government.
        l        Recruitment, transfer, posting, promotion and disciplinary action for BS-17 and above
                 officers.
        l        In order to promote the new technologies base on the research findings and other
                 developments in the field of Agriculture, the Provincial Government prepared different
                 projects and implemented these in the different Districts including Faisalabad. The detail of
                 ongoing projects is as under:

                 i.     Rejuvenation of fruit orchards.
                 ii.    Revival of cotton in old cotton growing areas.
                 iii.   Integrated pest management
                 iv.    Establishment of laboratories for biological control of pests.
                 v.     Popularization of sun flower cultivation
                 vi.    Control of Pink Boll Worm through PB Ropes.

        l        Policy dialogue with Federal and City District Government.
        l        Analysis of data base and feedback.
        l        Implementation of Agriculture Laws

        Strategic approaches of the Government of Punjab to agriculture sector development are stated in
        VISION 2020 (Government of Punjab, Vision 2020. Lahore. 2004) that identifies a strong focus on
        poverty reduction as a primary goal of all government programmes. Vision 2020 recognises
        agriculture as the main stay of the Punjab economy. Therefore, promotion of agriculture is stated to
        be a major development priority of the provincial government. The development focus is to be on
        transforming agriculture from a traditional producer of basic food grains and raw materials for
        domestic markets, to a sector that excels in value added crop production for international markets and
        adds value to raw materials through agro-based industries.

        Vision 2020 requires each District to assess its comparative advantage for value added crops and
        agro-based industry and focus on these areas of advantage. Public Private sector partnerships must
        be developed to increase investment across all sub-sectors of agriculture to achieve increased farmer
        profitability. Farmers must be assisted and encouraged to increase profitability and reduce costs of
        production to the extent possible. Farmers must be provided with access to affordable credit,
        supported by improved extension services, there must be rapid development of agriculture research
        and creation of enabling marketing systems.

6.2.1   The Punjab Agriculture Sector

        Agricultural statistics show that Punjab province has for many years dominated the production of
        most crops and livestock. Punjab produces between 70 and 75% of Pakistan's wheat and 65% of all
        cereals. The province also produces 50% of the total sugarcane and 85% of all cotton. It has 50% of
        Pakistan's cattle 70% of all buffaloes and 32% of the sheep and goats. This production is based on an
        exceptional endowment of land and water resources to the province.

        Punjab agriculture has shown a continuing trend to increasing productivity over the past 2 decades.
        Productivity growth resulting in increased production has been due to several sources. Early
        increases were mostly due to increased use of land and water resources but these sources could not
        continue to support increased productivity and production, as most of Pakistan's and Punjab's
        productive land is now under cultivation. The remaining land is more marginal for production and


City District Government Faisalabad                                                                      Page 38
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Agriculture                                                                                          Chapter 6
Situation Analysis                                                      Federal Provincial and District Context


        increased production is now coming from increasing intensification of agriculture on existing land
        through the application of new technologies arising from research. Because of this dependence on
        new technology, the extension/outreach functions of the Offices of the City District Departments of
        Agriculture will assume increasing importance in the future. Prevention of loss of further productive
        land to factors such as salinity and water logging is also becoming increasingly important.

6.3     The City District Context

6.3.1    The Executive Structure of the City District Government, Faisalabad

        Under the Punjab Local Government Ordinance (2001), the Executive of the District Government of
        Faisalabad is headed by the District Nazim who performs functions and exercise powers assigned to
        the Office under ordinance. The District Nazim must ensure that the business of the district
        Government is carried out in accordance with provisions of this ordinance and other laws in force.

        The City District Nazim is assisted in this role by the District Coordination Officer (DCO) who
        coordinates all government activities in the District. The DCO is appointed at a Basic Pay scale of 20
        (or BPS 21 for the DCO of a city District).

        Below the DCO, each Department of the City District Government is headed by an Executive District
        Officer (EDO) who supervises the Departmental staff through a structure developed around District
        Officers (DO's) and Deputy District Officers (DDO's).




City District Government Faisalabad                                                                    Page 39
Strategic Policy Unit
Agriculture                                                                                           Chapter 7
Situation Analysis                                            Management of the District Agriculture Department


7.0     MANAGEMENT OF THE DISTRICT AGRICULTURE
        DEPARTMENT
7.1     Introduction

        The Department of Agriculture strives to help farmers achieve self-sufficiency in food, fibre and
        livestock, to provide raw material to local industry and to generate exportable surpluses of
        agricultural products to earn foreign exchange. A major challenge being faced by the Department is to
        feed the ever-increasing population of the country. Due to its efforts, the areas cultivated as well as
        yield per acre of wheat, rice, cotton sugarcane, maize and gram crops have increased in City District
        Faisalabad. The livestock targets are being met and water course improvements are being achieved
        through on farm water management programmes. Details of the activities of each of the Offices of the
        Department of Agriculture is shown later in this situation analysis.

7.2      The Structure and Function of the Department of Agriculture

        Through the devolution of powers and responsibilities from Provincial to District level (Punjab
        Local Government Ordinance, 2001); the Faisalabad Department of Agriculture is comprised of 5
        Offices working under the direction of the Executive District Officer (Agriculture). These Offices
        are: Agriculture (Extension), Livestock, Water Management, Forests and Fisheries.

        The devolution of these offices to District level to create the District Agriculture Department
        involved more complex institutional issues than those affecting some other Departments that were
        devolved. The new offices of Agriculture were taken from three separate Ministries of the
        Government of Punjab. Agriculture Extension and On Farm Water Management were part of the
        Ministry of Agriculture, Livestock was part of Ministry of Livestock and Dairy Development, and
        Forests and Fisheries were both part of the Ministry for Forestry, Wildlife, Fisheries and Tourism.
        These relationships are shown in Figure 7-2. The institutional consequences of this are discussed
        below.

7.3     Relation of the department with the Provincial Government and with the District
        Government

        The internal structure of the District Agriculture Department is shown in Figure 7.2. Agriculture
        (Extension), Livestock, Water Management, and Forests Offices are each headed by a District
        Officer (BPS Grade18); Fisheries Office is headed by an Assistant District Officer (BPS Grade 11).

        Devolution of the Offices of the Department of Agriculture (PLGO 2001) in 2001 to District level
        involved more complex institutional issues than those affecting most other local level Departments
        that were created at this time.

        Development of the Strategic Operational Plan for Agriculture involved an intensive round of
        discussions with staff of the offices and with other stakeholders to assess the present status and
        capacity of the organization and identification of institutional issues and constraints affecting service
        delivery. These institutional issues were found to occur at different levels:

        l            Between the City District Department and the Government of Punjab
        l            Between the different Offices of the Department as an organization
        l            Within Offices of the Department




City District Government Faisalabad                                                                      Page 40
Strategic Policy Unit
Agriculture                                                                                                            Chapter 7
Situation Analysis                                                             Management of the District Agriculture Department


         Figure 7-1: The District Agriculture Department in Relation to Government of Punjab


                                                                     Chief Minister
                                                                        Punjab




                                                                       Minister                                 Minister
                         Minister for Agriculture
                                                                     for Livestock            for Forestry, Wildlife, Fisheries & Tourism


                                                                       Secretary                               Secretary
                      Secretary for Agriculture
                                                                     for Livestock            for Forestry, Wildlife, Fisheries & Tourism




                   DGA                   DGA (Water                 D.G., Livestock                Chief                    Director
               (Ext: & A.R)              Management)                 (Ext. &D.D)                Conservator                 Fisheries
                  Punjab                   Punjab                       Punjab                    Forests                    Punjab




                                                    Executive District Officer Agriculture Faisalabad




              District Officer
                                        District Officer            District Officer           District Officer         Assistant District
               Agriculture
                                          (OFWM)                      Livestock                    Forests              Officer Fisheries
               (Extension)




        The aim of the review process was to ensure that Departmental structures, management and
        operating systems and processes are developed and implemented through the Strategic Operational
        Plan to enable the Department to deliver high quality services to all stakeholders.

7.4     Findings

a)      Issues Between the District Department and the Government of Punjab

        l         With the division of responsibilities between Province and District, there is a complex
                  network of relationships to be negotiated involving the DCO and EDO (Agric.) on the
                  District side and 5 Directors General, 3 Secretaries and 3 Ministers on the Provincial side.
                  These lines of reporting are still strong and have the effect of each of the Offices of the
                  Department operates in isolation from the others. There appears to be no vision of a single
                  Department at the District level. This situation is reinforced by the fact that District Offices
                  often receive instructions and annual activity targets from provincial Secretaries and a high
                  proportion of what little ADP funding they do receive, comes in vertical programmes
                  through the provincial Ministries in Lahore who this control the achievement targets and
                  work plans.
        l         The allocation of roles and responsibilities between the Department of Agriculture Offices of
                  Faisalabad and the equivalent units within the Government of Punjab structure is in many
                  cases not clear and there is considerable overlap. The Government of Punjab still maintains a
                  parallel structure within the City District of Faisalabad.
        l         A perception stated in meetings with senior staff of the different Offices is that at devolution,


City District Government Faisalabad                                                                                                     Page 41
Strategic Policy Unit
Agriculture                                                                                                       Chapter 7
Situation Analysis                                                        Management of the District Agriculture Department


                  the relevant units of the Punjab government kept the best, most valuable assets under their
                  control and transferred the less valued assets to the District. There were also comments on an
                  inadequate number of professional staff being transferred to the District structures.

        b)       Issues within the Department as an organisation

        There is no sense of identity as a single organisation in the Department although maybe this will
        develop over time.

7.5     Functions of the Executive District Officer (Agriculture)

        The principal functions of the office of the EDO Agriculture are:

        l         To assist the District Coordination Officer (DCO) formulates policy related to agriculture.
        l         To execute government policy on agriculture.
        l         To control the Agriculture Group of City District Offices.
        l         To be responsible for the efficient conduct of business assigned to each Office of the
                  Department.
        l         To submit proposals for taxation and the byelaws to the Zila Council through DCO to
                  generate the income and achieve targets etc.
        l         To brief the DCO on the working of the each Office of the Agriculture Department
        l         To bring to the attention of the DCO or other proper Officer any discrepancy between orders
                  or instructions and the rules, regulations and Policy governing operations.
        l         To monitor the effective working of each group of City District Offices.
        l         To coordinate development and implementation of programs and annual plans for the
                  Department for the agriculture sector.

        Figure 7-2:          Organization of the Department of Agriculture in the City District Government


                                                                District Nazim




                                                         District Coordination Officer
                                                                    (DCO)




                                                    Executive District Officer (Agriculture)
                                                                 EDO(Agri.)
                                                                  (BPS-19)




              District officer                                  District Officer
                                     District officer                                     District Officer   A/ District Officer
               Agriculture                                         On Farm
                                       Livestock                                              Forests            Fisheries
                Extension                                        Management
                                       (BPS-18)                                             (BPS-18)             (BPS-11)
                (BPS-18)                                          (BPS-18)




City District Government Faisalabad                                                                                        Page 42
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Agriculture                                                                                                     Chapter 7
Situation Analysis                                                      Management of the District Agriculture Department



7.6     Current Staff Resources of the Department of Agriculture

        Total staff establishment of the Department of Agriculture as shown below is distributed across the
        different offices as shown in the following table and figure.

7.6.1   Issues and Findings

        Development of the Strategic Operational Plan for Agriculture involved discussions and collection of
        data to assess the present capacity of the staff to provide services to farmers. The aim of the review for
        the purposes of developing the Strategic Operational Plan was to ensure that Departmental staff is
        professionally developed to the highest possible level to fulfil the roles and responsibilities of the
        Offices.

        l               It is clear from the Table 7-1, that the Department is grossly over-burdened with unqualified
                        staff and has a very low proportion of staff holding professional university degrees. The best
                        ratios of professional staff to total staff occur in the Offices of Livestock and of Agriculture
                        Extension, where professional staff is well supported in the field staff that have some level of
                        technical training.
        l               There are currently 8 vacant posts for veterinary scientists and 51 vacant posts for veterinary
                        assistants, Artificial Insemination Technicians and class four employees within the Office of
                        Livestock. This means that some of the veterinary hospitals and AI centres are not staffed so
                        farmers in those locations cannot receive services.
        l               The need for 245 Beldars in a Department whose main function lies in providing technology
                        to farmers to improve their livelihoods is difficult to imagine.
        l               The proportion of farmers able to attend training in the annual crop programme of the Office
                        of Agriculture Extension is: wheat 25%, cotton 70%, sugarcane 28%, maize 35% and rice
                        40%. The reasons for these low values are complex but a major one is lack of sufficient
                        numbers of qualified technical staff in the Office.
        l               There are big differences between different Offices in the numbers of staff on the
                        establishment lists who have full university technical degrees appropriate to their roles. The
                        data shown in Table 7-3 shows that the Offices of Livestock and On Farm Water
                        Management have the highest proportions of fully technically qualified staff (17% and 15%
                        respectively). Even these proportions are low by desirable standards of a technology-based
                        department.
        l               Since devolution, there has been no staff training in the Department of Agriculture. The only
                        training done has occurred through specific ADP and Non Development projects for farmers
                        and Para-veterinarians who are being trained to become private sector agents. Without the
                        capacity to provide on-going, in-service to staff, the Department will fall behind in ability to
                        deliver appropriate technology and services to farmers.

        Table 7-1:                Staff Establishment of the Department of Agriculture
                                                           Technically Qualified                   Total % of Technical Staff
                         Office                 Total
                                                             Professional Staff     Technicians      (Technically Qualified,
                                                Staff                                              Professional +Technicians)
                                                             (% of total staff)
            EDO Office                           8                  1                    -                     -
            Agriculture (Extension)             383             26 (7%)                145                   45 %
            Livestock                           651             94 (17%)               419                   78 %
            Forestry                            112             2   (1%)                 3                   4%
            Fisheries                            7              0   (0%)                 1                   14 %
            On Farm Water Management             47             7   (15%)                7                   30 %
            Total                              1208          130    (12 %)             575                    50



City District Government Faisalabad                                                                                   Page 43
Strategic Policy Unit
Agriculture                                                                                                                                                                                                     Chapter 7
Situation Analysis                                                                                                                                                      Management of the District Agriculture Department

Figure 7-3:               Organogram of the Agriculture Department
                                                                                                        EDO Agriculture
                                                                                                           (BS-18)

                                                                                                  Stenographer        BS-15 (01)
                                                                                                  Senior Clerk        BS-09 (02)
                                                                                                  Junior Clerk        BS-07 (01)
                                                                                                  Driver              BS-06 (01)
                                                                                                  Naib Qasid          BS-01 (01)




   District Officer Agriculture     District Officer Forest         Assistant District Officer        District Officer Water                                                     District Officer
       Extension (BS-18)                    (BS-18)                    Fisheries (BS-15)              Management (BS-18)                                                        Livestock (BS-18)

 A.H.O.            BS-17 (01)            Forestry Wing             Supervisor        BS-06 (01)   Asstt. Agronomist   BS-17 (01)                                          Veterinary Officer (H) BS-17(4)
 A.O.              BS-17 (02)                                      Junior Clerk      BS-05 (01)   A. A. Engineer      BS-17 (01)                                          Admin Officer       BS-17 (01)
                                  DDO / FR            BS-16 (01)
 Superintendent    BS-16 (01)                                      Fisheries Watcher BS-01 (02)   Superintendent      BS-16 (01)                                          Superintendent      BS-17 (01)
                                  Stenographer        BS-12 (01)
 Stenographer      BS-12 (01)                                                                     Stenographer        BS-12 (01)                                          Assistant           BS-15 (01)
                                  Assistant           BS-11 (01)
 Assistant         BS-11 (02)                                                                     Assistant           BS-11 (01)                                          Stenographer        BS-12 (01)
                                  Senior Clerk        BS-07 (01)
 Senior Clerk      BS-07 (02)                                                                     Senior Clerk        BS-09 (01)                                          Senior Clerk        BS-09 (01)/1
                                  Forester            BS-07 (03)
 F. Assistant      BS-06 (04)                                                                     Junior Clerk        BS-07 (02)                                          Junior Clerk        BS-07 (02)
                                  Forester Guard BS-05 (10)
 Mechanic          BS-06 (01)                                                                     Driver              BS-07 (01)                                          Driver              BS-04 (01)
                                  Junior Clerk        BS-05 (02)
                                  Driver              BS-05 (01)                                  Driver              BS-06 (01)
                                  Oil Engineer Driver BS-03 (02)
                                  Tubewell Operator BS-02 (01)                                                                          DDLO (Animal Health)                       DDLO(B.I)                              DDLO(P.P)
     Deputy District Officer      Naib Qasid          BS-02 (01)                                                                            Jaranwala                        Jaranwala& Summandri                    Faisalabad & Jhumra
     Agriculture [BS-17 (05)                                                                         Deputy District Officer
                                           Zila Council
                                                                                                      OFWM [BS-17 (03)]             DDLO(A.H)           BS-18(1)           DDLO(B.I)            BS-18(1)         DDLO(PP)             BS-18(1)
  Agri. Officers    BS-17 (22)                                                                                                      Assistant           BS-11(1)           Assistant            BS-11(1)         Veterinary officer (H)BS-17(4)
  C. Inspector      BS-16 (02)    Assistant          BS-11 (01)                                   WMO                 BS-17 (03)
                                                                                                                                    Senior Clerk        BS-7(1)            Senior Clerk         BS-7(1)          Assistant            BS-15(1)
  Assistant         BS-11 (05)    Junior Clerk       BS-05 (03)                                   Supervisor          BS-16 (03)
                                                                                                                                                                                                                 Senior Clerk         BS-7(1)
  A. Inspector      BS-09 (14)    Mate               BS-02 (11)                                   Supervisor          BS-11 (03)
                                                                                                                                                                                                                 Junior Clerk         BS-5(2)
  Senior Clerk      BS-07 (05)                                                                    Senior Clerk        BS-09 (03)
                                                                                                                                                                                                                 Lab Attendant.       BS-1(2)
  F. Assistant      BS-06 (167)                                                                   Driver              BS-05 (03)
  Junior Clerk      BS-05 (13)                                                                    Tractor Operator    BS-05 (03)

                                                                                                                                           Field Staff Tehsil                   Field Staff Tehsil                    Field Staff Tehsil
                                                                                                                                              Jaranwala                        Summundri & Tand                     Faisalabad & Jhumra
                                                                                                     Assistant Agriculture         Veterinary Officer (H)BS-18 (17)3     Veterinary Officer     BS-17 (15)3    Senior Very Officer    BS-18 (01)
                                                                                                     Engineers [BS-17 (07)]        Veterinary Assistant BS-06 (70)18     Veterinary Assistant   BS-06 (57)19   Veterinary Officer     BS-17 (47)2
                                                                                                           (Contract)
                                                                                                                                   Artificial Insemination BS-06 (12)    R.V.A                  BS-06(01)      Veterinary Assistant   BS-06 (74)12
                                                                                                  WMO                 BS-17 (07)   Teach.                                A.I.Technician         BS-06 (21)     R.V.A                  BS-06 (01)
                                                                                                  Supervisor          BS-11 (35)   R.V.A                  BS-06 (01)     Dog Shooter            BS-05 (01)     A.I.Technician         BS-06 (28)2
                                                                                                  Peon                BS-01(07)    Dog Shooter            BS-05 (01)     Sweeper                BS-01 (16)/9   Dog Shooter            BS-05 (01)
                                                                                                                                   Sweeper                BS-01 (12)5    Chowkedar              BS-01 (01)     Sweeper                BS-01 (28)10
                                                                                                                                   Chowkedar              BS-01 (04)     Mali                   BS-01 (02)     Chowkedar              BS-01(10)
                                                                                                                                   Mali                   BS-01 (02)     Water Carrier          BS-01 (14)9    Mali                   BS-01 (04)



City District Government Faisalabad                                                                                                                                                                                                       Page 44
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Agriculture                                                                                                                    Chapter 8
Situation Analysis                                                                          Agriculture Service Provision in the District


8.0     AGRICULTURE SERVICE PROVISION IN THE DISTRICT
8.1     Agriculture in City District Faisalabad

         The total population of City District Faisalabad in 1998 (Census 1998) was 5.34 million persons
         which, on projections of the annual growth rate of 2.41%, might now be estimated to be
         approximately 6.31 million. In 1998, 57:43 percentage of the population was recorded as being rural
         resident with 51.8 % of these being males. Known as the “Motherland of Agriculture” Faisalabad
         City District is also the home of several nationally important agricultural institutions including the
         Faisalabad Agricultural University, Ayub Agricultural Research Institute, Nuclear Institute for
         Agriculture and Biology and Nuclear Institute for Biotechnology and Genetic Engineering. The
         Department of Agriculture of City District Faisalabad must become the key link between these
         important agricultural institutions and the farming community of Faisalabad District. Selected data
         for agriculture and land utilization in Faisalabad for 2003 - 2004 are shown in Table 8-1.

         Table 8-1:            Key Statistics Related to Agriculture for Faisalabad City District

          Key Agriculture Statistics for Faisalabad District (2003 -2004)

          Total Area                                                                  1.443 Million Acres

          Cultivated Area (81%)                                                       1.179 Million Acres

          a) Irrigated Area                                                           1.179 Million Acres

                ÿ·     Canal Irrigated (96%)                                          1.143 Million Acres

                ÿ·     Tube well irrigated (3%)                                       0.035 Million Acres

          b) Un-Irrigated Area (0.02%)                                                0.0003 Million Acres

          Un-cultivated Area (18%)                                                    0.264 Million Acres

                ÿ·     Cultivable Waste (66%)                                         0.174 Million Acres

                ÿ·     Un- Cultivable Area (Not available for cultivation 33%)        0.087 Million Acres

                ÿ·     Forest land (0.11%)                                            0.0002 Million Acres

          Faisalabad District has 7.7% and 8.5% respectively of the saline and waterlogged land in Punjab.
          MAJOR CROPS (as per Area Cultivated)* (Faisalabad as % of Punjab)

                 Wheat                                               50%         (4.7%)*
                 Sugarcane                                           23%         (16.4%)
                 Cotton                                              6%           (1.5%)
                 Rice                                                4%           (0.2%)
                 Others                                              17%

          HORTICULTURE

                 Orchard Area                                          34,300 Acres

         LIVESTOCK
          Livestock Population (Cattle, Buffalo, Sheep, Goat,
                                                                      23,64,802
          Camel, Horse, Mule, Ass):
          POULTRY FARMS
                 Broiler Farms                                    9 57 (Capacity:1342500)
                 Layer Farms                                      5 65 (Capacity:2078000)
                 Breeding Farms                                   1 7 (Capacity:115000)
          FORESTRY                                                   4132 Acres 0.29%



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        Table 8-2:               Categories of Industrial Production Enterprises in Faisalabad

            Sectoral Distribution of Industry in Faisalabad City District
            Category                                                                                          Number of Units
          Textile Mills                                                                                             248
         Hosiery Mills (Sizeable)                                                                                   101
            Sugar Mills                                                                                              6
         Textile Machinery                                                                                          23
            Fertilizer                                                                                               2
            Pipes                                                                                                    1
            Starch                                                                                                   1
            Oil Mills                                                                                               42
          Vegetable Ghee                                                                                             5
            Chemical                                                                                                 2
          Soap detergent                                                                                            34
            Flour Mills                                                                                             33
         Poultry feeds/Animals                                                                                      06
          Pharmaceutical                                                                                            05
         Light Engineering                                                                                          51
         Watches and clocks                                                                                          1
          Plywood Board                                                                                              1
          Dairy Product                                                                                              2
            Agr cultural Implements
              i                                                                                                     22
         Misce. Sizeable units                                                                                      27
            TOTAL                                                                                                   612
         Note:       Source: District Government Faisalabad, http://www.faisalabad.gov.pk (September 2005),


         As the third largest city of Pakistan, Faisalabad is a major industrial centre with a large number of
         enterprises Table 8-1. At a minimum at least 80% are involved in manufacture or processing input or
         output products linked to agriculture.

8.2     Functions of the sub-departments of Agriculture

8.2.1   Activities and Achievements of the Offices of Department of Agriculture: 2001/2002 2004/2005.

        The major activities and achievements of the different Offices of the Department of Agriculture
        presented in the following pages. Although the Department claims these activities as achievements,
        in most cases it is not possible to do this. With the majority of activities, Departmental monitoring is
        limited to input or output side indicators with no monitoring to enable outcome evaluation. As an
        example, the numbers of farmers attending training is reported but these farmers are not surveyed to
        determine if, or how, or by how much they benefited by participating in the training i.e. there is no
        way to evaluate the impact of the farmer training programmes.

8.3     Office of Agriculture (Extension)

        The allocated functions defined in the City District Government Rule of Business 2001 are:

        l                Administrative, financial and technical control of field formation in the district.
        l                Achievement of area and production target of crops.
        l                Implementation of crop production strategy including agronomy and plant protection

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                  prepared by Provincial Agriculture Department.
        l         Preparation of detailed training schedule of all trainers within the frame work of phases
                  decided by the Provincial Agriculture Department and dissemination of production
                  technology through training programs in every village of the district.
        l         Feed back of researchable problems to Provincial Agriculture Department.
        l         Identification, preparation and implementation of projects approved by the competent
                  authority.
        l         Implementation of agriculture laws.
        l         Ensuring the availability and quality of agriculture inputs.
        l         Management of agriculture extension farms and gardens.
        l         Service matters relating to the City District cadre.
        l         Maintenance of Govt. buildings.
        l         Purchase of stores and capital goods.
        l         Participation in review meeting held by Provincial Agriculture Department.
        l         Feed back to Provincial Agriculture Department on the above, as per time-to-time
                  instructions.

8.3.1   Organogram of Agriculture Extension

        The structure of office of agriculture extension of the District Department of Agriculture is shown in
        the Figure 8-1.

8.3.2   Operations of the Office of Agriculture Extension

        In 2005, the Office of Agriculture Extension conducted the following programmes.

        l         Annual Calendar Program of Farmer Training for Major Crops
        l         Ensuring the Quality of Agriculture Inputs
        l         Introduction of New Sugarcane Cultivars
        l         Integration of Agricultural Research and Extension
        l         Revival of Cotton Growing in Old Cotton Growing Areas to Increase Area and Production of
                  Cotton Establishment of Biological Control Laboratories for Rearing of Trichogramma &
                  Chrysoperla.

        Figure 8-1:         Organogram of Agriculture Extension


                                                    Executive District Officer (Agriculture)



                                                       District Officer Agriculture Extension




              DDO Faisalabad          DDO Jaranwala             DDO Sammundari            DDO Tandlianwala           DDO Jhumra


                Agriculture             Agriculture                Agriculture                Agriculture            Agriculture
                  Officer                 Officer                   Officer                     Officer                Officer
               Faisalabad - 7          Jaranwala - 6             Sammundari - 6             Tandianwala - 6          Jhumra - 6


                                One Field Assistant is appointed to each Rural Union council of the City District.
8.3.2.1 Different programmes going on in Agriculture Extension


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        Programme 1: Annual Calendar Programme of Farmer Training for Major Crops

        The Office of Agricultural Extension undertakes an annual programme of training for farmers
        producing the 4 major crops of the District Wheat, Rice, Sugarcane and Cotton. This programme
        follows a regular schedule according to the seasonal stage of the particular crop and there are
        different numbers of seasonal training days for different crops. The training days are linked with
        different phases of the crop growth cycle. These are sugarcane (2 phases), rice (2 phases), cotton (6
        phases) and wheat (4 phases). The objective of the programme is to provide farmers with information
        on new technology for the target crops. The training days are delivered by Agricultural Officers ,
        DDO extension and DO agriculture Extension supported by printed hand-out material provided by
        the Provincial Department of Agriculture.

        On the different days, information appropriate to the stage of growth of the particular crop is given to
        farmers. Number of farmers participating in these days is shown in the Figure 8-2. The number of
        farmers participating for particular crops over the period has remained relatively constant over the
        period. The Office is not reaching more farmers each year due to constraints on the numbers of
        Agricultural Officers available to deliver the programme and to the level of funds available. Office of
        Agriculture Extension estimates of the following proportions of District farmers growing the
        different crops who received training under the programme in 2004 are: for wheat, 25% of farmers,
        cotton 70% of cotton farmers, for sugarcane 28% of farmers, maize 35% of farmers and rice 40% of
        farmers.

        The impact of this training programme are discussed under the topic of Monitoring and Evaluation at
        present the Department undertakes an ineffective programme of monitoring that collects data only of
        input or output numbers without any ability to evaluate effectiveness. The need for change is
        discussed under the topic of Monitoring and Evaluation in this report.

        Figure 8-2:                      Farmers Participation Training Programmes



                               100,000
                                90,000                                  85,725                                     85,000                                       85,900

                                80,000                                                                                                                                                                73,025
                                70,000
           Number of Farmers




                                60,000

                                50,000
                                         36,405                                    37,214                                      36,950                                              34,950
                                40,000                                                       34,200                                         34,800
                                             33,978
                                30,000
                                20,000                         12,576                                     12,200                                       12,700                                    12,900
                                10,000
                                     0
                                                                                                                                           Sugarcane




                                                                                                                                                                                     Sugarcane
                                                   Sugarcane




                                                                                              Sugarcane




                                                                                                                                                         Rice




                                                                                                                                                                                                   Rice
                                                                 Rice




                                                                                                            Rice




                                                                                                                                 Wheat




                                                                                                                                                                           Wheat
                                         Wheat




                                                                                     Wheat
                                                                          Cotton




                                                                                                                      Cotton




                                                                                                                                                                  Cotton




                                                                                                                                                                                                          Cotton




                                                 Year 2002-03                                Year 2003-04                                 Year 2004-05                             Year 2005-06

                                                                                                                   Farmers Participated
        Figure 8-3:                      Area of major crops in City District Faisalabad


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                                                  800
                                                                                                                                                        694
                                                  700                                                                       655
                                                            618                            628
                                                  600
            Area in 000' acres




                                                  500

                                                  400
                                                                                                  290                             287
                                                  300             267                                                                                         262

                                                  200
                                                                        105 13.43 65.4                                                                              123
                                                                                                        80 16.52 64.8                   8914.07 59.6
                                                  100                                                                                                                 14.66 61.7

                                                    0
                                                                   2001-02                         2002-03                         2003-04                      2004-05
                                                                                                                   Period
                                                                   Wheat                 Sugarcane               Cotton                 Rice           Maize

        It should be noted that the lack of data for wheat for 2005/2006 is due to the fact that the training
        programme for wheat does not start until mid September and the cotton crop training programme will
        not be completed until October.

        Data for areas of production of major crops and the average yields of these crops are shown in Figure
        8-3 and Figure 8-4.

        Figure 8-4:                                           Average Yield of Major Crops in City District Faisalabad


                                                                                                                                                               616
                                                   600
                                                                  550                                                             537
                                                                                                  500
                                                   500
                      Average Yield in (Mds/Ac)




                                                   400



                                                   300



                                                   200



                                                   100

                                                             28                              31                              32               25         35                   31
                                                                          9   21 13                     11 17 24                        11 14                        15 15
                                                        0
                                                                  Year 2001-02                    Year 2002-03                    Year 2003-04                 Year 2004-05
                                                                                                                   Period
                                               Sugarcane        Cotton                       Maize
        The areas of major cropsWheat include data for Maize although this cropRicenot included in the annual
                                 also                                           is


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        programme of farmer training as discussed above. As would be expected, the areas sowed show
        variation from year to year - largely as a result of farmers responding to external factors such as
        seasonal conditions and market trends. Low prices for a crop in one year can result in farmers
        planting less of that crop in following year.

        With average yields there is a general upward trend for year to year for major crops which is claimed
        by Office of Agricultural Extension to be due to the annual programmes of the Office.

        An estimation calculated by the Department of Agriculture of the financial value of the increases in
        average yield for the major crops over the period is shown in Table 8-3.

        The data is based on averages for these crops for the Complete District and for which the Department
        is in effect claiming that the entire result is due to its programmes. However, the Department does not
        reach all farmers but only the following percentages that were estimated for 2004 at wheat 25%,
        cotton, 70%, sugarcane 28%, maize 35% and rice 40% farmers. Also, the only data available on
        farmer training is of the numbers of farmers participating in the training programme. There is no
        outcome monitoring to allow for evaluation of effectiveness of the training activities so it is not
        possible to determine if any or how many of the farmers benefited from the training (if they used the
        information given in the training sessions) or by how much they benefited. In future, it must become a
        standard component of the monitoring and evaluation process that effectiveness surveys are
        conducted covering all activities.

        The average yields of minor crops (Potato, Gram, Mung and Citrus) for which the Office of
        Agricultural Extension did not conduct training programmes, also increased by approximately the
        same proportion over the same period. This trend for minor crops makes it even more difficult to
        accept that the efforts of the Agriculture Extension Office has had a significant effect on average
        yields of major crops.

        Programme 2: Ensuring the Quality of Agriculture Inputs

        The Office of Agricultural Extension is responsible for ensuring the availability and quality of
        agriculture inputs for farmers. Under this requirement, the Office conducted sampling to detect
        adulteration of both pesticides and fertilizers. The data shown in Figure 8-5 depicts the numbers of
        samples taken, and the results of the analysis on those samples, describe this activity. This
        programme covers only fertilizers and pesticides and for example, a similar responsibility does not
        exist for the Office of Livestock where stakeholder meetings have indicated that poor quality and
        adulteration of livestock feeds, vaccines and other veterinary medicines are a major problem for
        farmers.

        Table 8-3:         Monetary Benefits to the Farming Community


                                 Average Yield /Acre    % Yield increase          Area Sown            Amount Increased
            Name of Crop             (Mounds)             (mds/ Acre)              (Acres)               (Rs Million)
                                 2001           2004      2001 - 2004                                2004
          Wheat                  28.26          34.93        6.67                  694,000                  1851.59

          Sugarcane              550.00        616.00        66.00                 262,000                  691.68

          Cotton                  9.39          15.19        5.80                  123,000                  713.40

          Rice                   13.43          14.66        1.23                   70,000                   38.74

        Figure 8-5:        Anti adulteration Campaign of Pesticides                          Total          3295.41



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                            200
                                                                                           177
                            180

                            160
                                    143
                            140
                                                               123
            Samples Drawn




                            120

                            100
                                                                                                                          82
                             80

                             60

                             40

                             20                                                                    8      6
                                           4     4                    2      2                                                     0    0
                              0
                                          2002                       2003                        2004                            2005
                                                                                  Years

                                  No. of Samples Drawn   No. of Samples Declared Un-fit    No. of cases registered with Police


        The limitations of this data do not allow any firm conclusions to be made about the extent of the
        problem of adulteration of pesticides or of the effectiveness of the campaign to prevent adulteration.
        This issue was discussions with stakeholders but it was not possible to accurately assess the extent of
        the problem. The stakeholder consultation exercise was limited by time throughout the process of
        developing the Strategic Operational Plan and Situation Analysis.

        Similarly, data for fertilizer adulteration is incomplete and we are therefore unable to draw any
        conclusions.

        Figure 8-6:                  Anti-Adulteration Campaign of Fertilizer


                            200
                                                                                           177
                            180
                            160     143
                            140                               123
         Samples Drawn




                            120
                            100                                                                                           82
                             80
                             60
                             40
                             20            4     4                                                 8     6
                                                                      2     2                                                      0    0
                              0
                                          2002                       2003                        2004                            2005
                                                                                  Years
                                  No. of Samples Drawn    No. of Samples Declared Un-fit     No. of cases registered with Police
        Table 8-4:                   Achievement through the Introduction of Tissue Culture technique


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                                                        Yield (mds/ Acre)              Yield (mds/ Acre)
                Tehsil            No. of farmers                                        Adjoining Field                  Yield Increase
                                                         Tissue Culture
          Faisalabad                    26                     882                            817                          65 (+8%)
          Jaranwala                     21                     905                            840                         65 (+7.7%)
          Sammundari                    19                     711                            649                         62 (+9.5%)
          Tandlianwala                  16                     740                            669                        71 (+10.6%)
          Chak Jhumra                   10                     824                            785                          39 (+5%)
        Programme 3: Introduction of New Sugarcane Cultivars

        From 2001 to 2004, the Office of Agricultural Extension conducted a programme to introduce new
        high yield varieties of sugarcane produced through tissue culture techniques. Sugar cane varieties
        raised through tissue culture were provided to 92 farmers free of cost for demonstration trials. The
        yield data revealed increases as indicated in Table 8-4. This is an example of an activity for which the
        Office of Agricultural Extension can claim an achievement as they compared the outcomes for their
        target group against the outcomes for a control group. There should however, be an attempt at a cost
        benefit analysis of the new technology to determine if it would be economically worthwhile for
        farmers to adopt the new technology if they had to pay for the improved planting material. The
        Department has no strength in agricultural economics to enable such analyses to be undertaken. This
        lack of capacity is addressed in the implementation plan with a proposal to strengthen the technical
        capacity of the EDO Office.

        Programme 4: Integration of Agricultural Research and Extension

        From 2002 to 2005 the Office of Agricultural Extension has been conducting a programme to
        improve farm productivity through better integration between agricultural research and extension.
        Under the programme, the Office establishes demonstration plots of sugarcane, cotton, wheat, and
        horticulture crops and conducts seasonal farmer training for these crops at the demonstration sites.
        Funding in 2005/2006 of 0.16 Million Rupees provided from the Government of Punjab. There is no
        direct interaction between the Office of Agriculture Extension and the research institutions that are
        located within the District all research information to be included in the demonstration plots is
        provided via the Provincial Department of Agriculture.

        Table 8-5:           Activities and achievements under the Integration of Agriculture Research and
                             Extension

                                Crop Yields                              Number of Sites                    Average Yield (Mds/Acre)
         Sugarcane                                                            45                                  520 (616)
         Cotton                                                               41                                  18      (15.2)
         Wheat                                                                40                                  37      (34.9)
         Farmer Training                                                                                          Participants
         Sugarcane                                                              -                                       -
         Workshop                                                               1                                      33
         Training of Trainers                                                   2                                  25/session
         Farmers Days                                                           3                                   200/day
         Farmer Training                                                       100                                    110
         Cotton                                                                 -                                       -
         Workshop                                                               1                                      65
         Farmers Day                                                            3                                  88/session
         Farmer training                                                       100                                    100
         Wheat
         Workshop                                                               1                                       65
         Farmers day                                                            3                                   90/session
         Farmer training                                                       100                                     100
               8-5 shows the District average yields for cotton and wheat
        TableYield data in parenthesis are average yields for these crops for City District Faisalabad for 2004/2005 (but not sugarcane) on the
        Note:



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        demonstration sites are higher than the Provincial average yields but it is not possible to claim the
        overall impact of the programme as being satisfactory as there is no monitoring for evaluation of
        outcomes from the farmer training. There is no evidence of wide scale benefit of this programme
        entering the wider farming community the limited numbers of training sessions and the limited
        numbers of farmers (relative to the total population engaged in farming in the District) participating
        in these sessions, might suggest a limited extension of the improved technology.

8.3.2.2 New Programmes in the Office of Agriculture Extension

        During the year 2005/2006, the Office of Agricultural Extension has commenced the following new
        projects under the Annual Development Programme.

        Programme 1: Revival of Cotton Growing in Old Cotton Growing Areas to Increase Area and
                    Production of Cotton


         Objective       To contribute to increased cotton exports and improved farmer incomes through
                         increase in area of cotton of 250,000 acres in City District Faisalabad (contributing
                         to a total area of 1.0 million acres in Punjab) over the project period.
         Duration        Scheduled for closure in June 2009
         Activities      2005/2006. Extension of new technology package to farmers in 780 villages based
         on              selected cultivars and improved management systems.
         Funds           2005/2006. Govt. Punjab 12.43, District Gov 4.15 Millions
        The purpose of this project is to introduce new, higher yielding cultivars of cotton to areas that have
        traditionally grown cotton but in which yields are low due to growing of lower yielding cultivars and
        farmers using inefficient farming methods. The project will also introduce the latest methods and
        systems of growing the new cultivars of cotton to the farmers to enable them to increase their
        incomes.

        Programme 2: Establishment of Biological Control Laboratories for Rearing of Trichogramma and
                     Chrysoperla


         Objective       To provide predators and parasites for biological control programmes aimed at
         control         of two major pests of cotton
         Duration        Construction of facility July 2005 December 2007.
                         Operation and maintenance on-going.
         Activities      Year 2005/2006
                         Construction of biological control lab facility
                         On-going operation of laboratory to produce biological control agents
         Funds           Year 2005/2006.
                         Capital 42.7 Million Rupee. Recurrent 5.24 million rupee. Govt. Punjab
        The purpose of this project is to enable the Department of Agriculture of the City District
        Government of Faisalabad to provide cotton farmers with biological control agents for major pests of
        cotton in a timely manner to prevent the pest species increasing in the crops and causing losses. The
        use of biological control agents will reduce the need for farmers to use chemical pesticides to control
        cotton pests. This will have direct economic benefits to the farmers as well as direct benefits to the
        environment and to farmer health due to use of less chemical pesticides. The project is structured in
        two parts with part 1 to construct the special laboratory required to produce the biological agents and
        part 2 to maintain the operations of the laboratory.
        As both of these projects commenced only at the start of 2005/2006, first progress reports will not be


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         available until mid 2006.

8.4     Office of Livestock

         The allocated functions defined by the City District Government Rule of Business 2001 are:
         l        Implement Artificial Insemination services to farmers.
         l        Promotional efforts for establishment of dairy farms in the private sectors.
         l        Promotional efforts for establishment of poultry farms in the private sectors.
         l        Prevention of animal/poultry diseases, extension services.
         l        Training of villagers on:
         l        Prophylactic vaccination.
         l        Livestock Management aspects.
         l        First Aid treatment for livestock.
         l        Enforcement of Prevention of Cruelty to Animal Act, 1890.
         l        Prophylactic vaccination.
         l        Services matters within the district as per delegation of powers.
         l        Purchase of store and capital goods for the district.
         l        Any other business assigned by the government.

8.4.1    Operations of the section

         The Office of Livestock conducts all its activities within the framework of two programmes.

         l        Animal Health Improvement programme
         l        Animal breeding programme.

         Figure 8-7:        Organogram of the Livestock Section



                                                Executive District Officer (Agriculture)



                                                      District Officer Agriculture




                                           Deputy District                  Deputy District             Deputy District
                Senior Veterinary                                          Livestock Officer           Livestock Officer
                                          Livestock Officer
                     officer                                              Breed Improvement                 Poultry
                                           Animal Health



              Veterinary Officer - 2    Veterinary Officer - 74          Veterinary Officer - 9       Veterinary Officer - 7



                                       Veterinary Assistant - 161                                    Veterinary Assistant - 7




                                                                                Stock                  Artificial
                                                   Veterinary
                                                                             Supervisor - 2          Insemination
                                                  Assistant - 2
                                                                                                    Technician - 56
         The Office of Livestock conducts two on-going programmes every year for Animal Health


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        Improvement. One programme is specific for Animal Health Promotion through vaccination, the
        other is for Farmer Training in Livestock Diseases. These programmes, aim to provide farmers with
        information on prevention of livestock diseases through field days and farmer training days, and
        assist farmers though conducting vaccinations and other veterinary procedures.

        Programme 1: The Animal Health Programme

        Under the Vaccination programme, each Veterinary Assistant is required to conduct 15000
        vaccinations per year and as shown in the Figure 8-8, vaccination procedures dominate all other
        activities and show the greatest annual rate of increase of all services offered. Under the Animal
        Health Farmer Training Programme, each Veterinary Officer is required to conduct monthly field
        days and 3 monthly training days for farmers.

        The results of this programme are shown in Figure 8-8. As with the monitoring of crop programme
        activities in the Office of Agriculture Extension, the staff collect only progress indicators on inputs
        e.g. in this programme, the numbers of vaccinations given, the numbers of other procedures carried
        out. There is no attempt to evaluate the outcomes of the procedures on disease rates or health of the
        target animal populations.

        There is an issue relating to effectiveness of the Animal Health programmes. As stated by the District
        Officer Livestock, Government policy and shortage of funds often forces the Office to use generic
        bands of vaccines and other medicines even when it is known that these are of inferior quality to
        brand name products. There are no regulations for control of the quality of veterinary medicines
        Vaccination is the only component of this programme that shows a large upward trend over the time
        covered. The reasons for this are not known to the Office of Livestock.

        Figure 8-8:              Animal Health

                     3000000



                     2500000



                     2000000
          Progress




                     1500000



                     1000000



                      500000



                          0
                               Treatment   Castration   Deworming       Deworming      Dipping     Dipping     Vaccination
                                                         (Animal)        (Poultry)    (Animal)    (Poultry)
                                                                        Activities
                                      2001-02                       2002-03     2003-04      2004-05
        Programme 2: Animal Breeding Programme


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        The Office of Livestock also implements an on-going program for Animal Breed Improvement with
        the objective of improving livestock production through an Artificial Insemination service. As a
        Monitoring of the Animal Breed Improvement programme is also limited to simple input or output
        indicators, with no outcome evaluation. The DO Livestock also stated during discussion that lack of a
        bull testing scheme may be reducing the effectiveness of the breed improvement programme. Semen
        samples for artificial insemination are obtained from the Punjab Government Veterinary Farm
        where the productive potential of the bulls may not be as high as for some bulls in the private sector
        but there is no bull testing programme, so this is only an observation on the part of the District Officer.

        Over the recoding period, there is a steady increase in the numbers of cattle being artificially
        inseminated (A.I.) and a similar increase in the numbers of pregnancy tests being performed by staff
        of the Office of Livestock. These are the main component activities of the Breed Improvement
        programme and birth recording and records of the numbers of gynaecological diseases (G.D.) cases
        are minor components. The farmers value the A.I. service most highly and apparently see little value
        in birth recording or G.D recording. The records collected by the staff to not show the success rate of
        A.I. procedures.

8.4.2 Issues in the livestock Section

        The Office of Livestock is constrained by the present Office structure that restricts the ability to
        deliver the best service to the livestock farming community. Separation of the responsibilities
        between different sub-offices of Animal Health (responsible for vaccination and disease control),
        Breed Improvement (responsible for Artificial Insemination programme) and Poultry (responsible
        for all poultry related matters) has created artificial boundaries between officers. The upper level
        professional officers are all technically qualified as veterinary scientists through the same basic
        course of study and should therefore be capable of delivering service across a wide range of topics to
        farmers. It would clearly be more efficient to have a “one-stop-shop” for farmers to get information
        and service about diseases and breed improvement of all farm animals with veterinary staff at each
        centre capable of delivering services for both large and small animals.

        Figure 8-9:                Breed Improvement


                       70,000
                                                                                                                      63,361

                       60,000                                                              54,663                              56,842
                                                                                                    52,135
                       50,000                                         48,310
                                         45,986            47,380
                                44,838

                       40,000
            Progress




                       30,000


                       20,000
                                                                          12,656                         13,421                    14,187
                                             12,346
                       10,000
                                                   1,798                           1,804                      1,883                     2,667
                           0
                                    Year 2001-02                    Year 2002-03               Year 2003-04               Year 2004-05
                                                  Insemination          Pregnancy Test          Birth Record          G.D. Cases
        A major gap in service delivery, which is implied in the areas of responsibility of promotional efforts


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Situation Analysis                                                                  Agriculture Service Provision in the District


        for establishment of dairy and poultry farms in the private sectors, is that there is no capacity for
        delivering information on areas such as animal nutrition and management.

8.5      On-Farm Water Management Section

        The allocated functions defined by the City District Government Rule of Business 2001 are:

        l          Organization and registration of water user associations under the On Farm Water
                   Management (OFWM) and User Association Ordinance (1981) for promotion of water
                   course improvement and other water management activities in the district
        l          Preparation and implementation of Water Management Development Plans in the District.
        l          Watercourse improvement, precision land levelling, irrigation water resources in barani/rain
                   fed areas.
        l          Renting out agriculture machinery at approved rates.
        l          Service matters relating to the District Cadre.
        l          Maintenance of Government Buildings.
        l          Purchase of stores and capital goods.
        l          Feed back to Provincial Agriculture Department on all the above mentioned business, as per
                   time to time instructions.

8.5.1   Operations of the Department

8.5.1.1 Activities and Achievements of On-Farm Water Management

        The Office of On Farm Water Management conducts it's activities through the following
        programmes: National Programme for Improvement of Watercourses in Punjab, Water course
        improvement through CCB's, and Precision Leveling of Agricultural Land through Laser
        Technology. Each programme is described briefly below.

        Figure 8-10: Organogram of the On Farm Water Management Section


                                                          District Officer Agriculture




                      Deputy                       Deputy                           Deputy
                  District Officer             District Officer                 District Officer               AAE Dajkot,
                    Faisalabad                   Jaranwala                       Sammundari                    Chak Jhumra,
                                                                                                               Khudianwala,
                                                                                                                   Rodala,
                                                                                                               Tandlianwala,
                                                                                                            Pindi SheikhMusa &
                                                                                                               Mamonkanjan,
               Water                        Water                            Water
            Management      Supervisor                   Supervisor       Management      Supervisor
                                         Management
             Officer - 1        2         Officer - 1        2             Officer - 1        2


                                                                                                          Water                Supervisor
                                                                                                       Management
                                                                                                        Officer - 7                7
                                                                                                       Under each Assistant   Under each Assistant
                                                                                          devolution. Some
        The following programmes have been implemented during the period following Engineer Agriculture Engineer
                                                                              Agriculture




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        are on-going.

        Programme 1: National Programme for Improvement of Watercourses in Pakistan (Punjab
                     Component)


         Objective:      Increased agricultural production by effective utilization of irrigation water by
                         improvement of canal command watercourses. Strengthened Farmer participation
                         in water management
         Duration:       until June 2008.
         Activities:     2005/2006 Improvement of 180 District Watercourses.
         Funds:          2005/2006. 135.0 Million Rupee
        This programme is aimed at improving the standard of construction and maintenance of watercourses
        to reduce water leaking from the watercourses. Such losses reduce the amounts of water available to
        farmers for irrigation of crops and cause local water logging along the watercourses which can also
        reduce crop production. An important component of the programme is to strengthen participation of
        farmer local groups in the continued operation and maintenance of watercourses as a means of
        reducing the costs of operation and maintenance to the government.

        This scheme commenced in April 2004 and the watercourse schemes improved or actively under
        improvement through the National Programme for Improvement of Watercourses in Pakistan Punjab
        Component during the year 2004-05 mentioned in Table 8-6.

        Programme 2: Precision Leveling of Agricultural Land through Laser Technology


         Objectives:     Improved water use efficiency and crop production through laser leveling of
                         irrigated land.
         Duration:       Until June 2008.
         Activities:     This project commenced in 2005/2006 with an annual target of Laser leveling of
                         2700 acres of farm land for small farmers on a sub-sidised basis. The work is done
                         with nine tractor/laser level sets.
         Funds:          2005/2006 1.25 million Rupee.
        The purpose of this project is to introduce the technique of Laser levelling of irrigated fields to district
        farmers. Laser levelling increases the efficiency of water use on farms and has great potential to
        increase crop production without increasing the amount of water needed for the crop. However, the
        equipment is too expensive for individual farmers to purchase so the project provides the equipment
        at cost to farmers. The project is in the early stages of implementation and it is too early to determine
        if there are any benefits or the magnitude of any benefits from laser leveling.

        Table 8-6:       Activity of OFWM Department for the implementation of watercourses


          Tehsil                      No. of Watercourses     No. of Villages            Civil Works Expenditure
          Faisalabad                          49                    46                        Rs.43533800/-
          Jaranwala                           48                    44                        Rs.31772743/-
          Sammundari                          24                    22                        Rs.14198398/-
          Chak Jhumra                         25                    17                         Rs.9698799/-
          Tandlianwala                        26                    21                        Rs.12198587/-
          Total:                             172                   150                       Rs.111402327/-
        Programme 3: Watercourse Improvement through CCB's

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         Objectives:    To provide technical support to CCB's in the development and implementation of
                        watercourse improvements through City District Government CCB's fund
                        programme.
         Duration:      on going.
         Activities:    2005/2006 Provide technical and supervisory support to CCB's undertaking local
                        water improvements. District funds are provided directly to CCB's and Office of
                        OFWM does not have any budget allocation for this activity.
        The purpose of this project is very similar to the purpose of the project “National Programme for
        Improvement of Watercourses in Pakistan (Punjab Component)” with the exception that the funds
        used are provided through CCB's and the CCB's determine the priorities of the work programme. The
        programme is aimed at improving the standard of construction and maintenance of watercourses to
        reduce water leaking from the watercourses.

        Such losses reduce the amounts of water available to farmers for irrigation of crops and cause local
        water logging along the watercourses, which can also reduce crop production. An important
        component of the programme is to strengthen participation of CCB's members in the continued
        operation and maintenance of watercourses as a means of reducing the costs of operation and
        maintenance to the government

8.5.2    Issues in the On Farm Water Management Section

        During the course of the review of the operations of the Department of Agriculture, no specific issues
        were identified relating only to the Office of On Farm Water Management. The general discussion of
        broad scale issues identified for the Department as a whole applies to the Office of On Farm Water
        Management equally with other Offices of the Department.

8.6     Forests Section

        The allocated functions defined by the City District Government Rule of Business 2001 are:

        l        Raising new forest and scientific management of existing public forest to maximize the
                 production of wood and minor forest produce in the irrigated plantation having area up to
                 2000 acres.
        l        Raising and promotion of roadside plantation of local/district significance.
        l        Promotion of social /farm forestry in private lands.
        l        Raising of forest nurseries.
        l        Establishment of amenity forest and recreational parks.
        l        Education of the public for tree planting and provision of technical and advisory services on
                 matters of afforestation to the people and other Departments in the district.
        l        Services matters except those entrusted to the Provincial Government.
        l        Refer all major technical issues for advice of the Provincial Government.
        l        Formulate working plans after approval of preliminary working plans from Provincial
                 Government (CCF concerned) and get it technically cleared/approved from the Provincial
                 Government being sanction by the District Government.
        l        Submit annual report on tree cover monitoring to the Provincial Govt. for review and
                 incorporation into provincial report.
        l        Mass media, publicity, conservation of ecosystem, enforcement and planning.


        Figure 8-11:    Organogram of the office of Forests

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                                              Executive District Officer (EDO) Agriculture



                                                        District Officer (DO) Forests



                                                    Deputy District Officer (DDO) Forests




                                    Block Officer              Block Officer            Block Officer
                                     Faisalabad                 Jaranwala               Sammundari


8.6.1   Operations of the Section

        The Office of Forests conducts its activities under the following programmes: Afforestation,
        Operation of Bed Nursery for Raising of Tree seedlings, and Operation of Polyethylene Bag Tree
        Nursery. Details are presented below:-

        The Office of Forests has only two professionally qualified staff from a total staff establishment of
        102 persons and has had no activities under the ADP since devolution. It must endeavour to meet it's
        responsibilities from non development funds. This places severe limits on what can be, and is
        achieved and as a consequence of this situation, the Office has only three minor programmes and
        cannot administer the forest areas that were allocated to it under devolution.

        1)      Afforestation


         Objective:      To increase the areas of forested land in City District Faisalabad
         Duration:       On-going
         Activities:     Target for 2004/2005 was planting of 15 acres of forest on various parcels of land.
                         Actual area planted was 10 acres. The target was set by the Provincial Department of
                         Forests and was not achieved as the Office does not have the financial or other
                         resources to meet the target.
        2)      Operation of Polyethylene Bag Tree Nursery.


         Objective:      To raise tree seedlings for supply to community groups, other government
                         departments and for use of the Office of Forestry in afforestation activities.
         Duration:       On-going
         Activities:     Target for 2004/2005 was to raise and distribute 50,000 seedlings. This target was
                         achieved.
        Seedlings from the two nursery programmes are distributed to community groups and individuals
        (50%), to other government departments (20%) with 30% used by the Office of Forestry for it's own
        activities. The purpose of this project is (as the title and objective state) to produce seedling trees for
        sale and distribution to community groups, other Government Departments that undertake tree
        planting activities and for use within the Office of forestry annual programmes.



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Situation Analysis                                                            Agriculture Service Provision in the District


        Table 8-7:          Targets and Achievements of Forestry Operations
                                     2001-02                  2002-03                   2003-04                  2004-05
              Forestry
              Operation     Target     Achievement   Target     Achievement   Target      Achievement   Target     Achievement
            Afforestation
            (Acres)           32               32      9                9       10                10     15                10

            Bed Nursery
            (Acres)            1               1        3               3       4                 4       2                2

            Poly Bag
            Nursery (No.)   215,000       215,000    120,000       120,000    120,000        120,000    50,000        50,000


        These targets are set for the Office of Forestry by the Provincial Department of Forests and the
        District Office is expected to meet them although there is no transfer of any resources to assist in this
        task.

        With devolution, the District Office of Forests was given responsibility for five forest areas in the
        District with a total area of 2289.5 acres. These are described as being areas of degraded land
        containing no species of forestry value and the Office has no funds to develop them as forests. They
        would be an ideal foundation for a Public Private partnership between the Office of Forestry and
        local community groups (CCB's) to jointly develop commercial forests through an ADP project. The
        Office of Forestry could provide the government land and seedlings and the community groups could
        provide labour. Such areas would be managed by joint committees of Office of Forestry staff and
        community group members. Through devolution, the Office of Forests was also made responsible for
        272.7 km of existing roadside plantations, 1,700 km of existing canal side plantations and 145 km of
        existing railway side plantations. The Office of Forestry has no funds to manage or even monitor
        these existing plantations and no funds to establish new areas.

8.6.2   Issues in the Forests Section

        The Forestry Office has two technically qualified professional staff of a total complement of 112 staff
        and there is significant overlap and duplication of roles with the Provincial Forest Department. The
        Office has had no funding through the ADP process since devolution and is incapable of managing
        the wasteland areas that were transferred under the name of “Forest Areas” at devolution. Staff
        attempt to provide some small service through Non Development Budget funds but these are very
        restricted as there is little available for TA/DA or POL, or extension materials and no vehicle in the
        Office. The Office of Forestry in its present state is essentially non-functional and incapable of
        delivering worthwhile services to the community

8.7     Fisheries Section

        The allocated functions defined by the City District Government Rule of Business 2001 are:
        l           Extension services in Private Sector.
        l           Lease of fishing rights, conservation, management and promotion of fisheries in water areas
                    except rivers, canals and barrages/pond area, which have no boundaries.
        l           Training through open training schools.
        l           Issuance of district angling license.
        l           Local publicity and awareness.
        l           Enforcement of fisheries enactment in their respective domain.
        l           Fish stock replenishment in natural water bodies in their respective domains.
        l           Supervision of seed production, distribution and supply programme at seed production
                    units/hatcheries in their respective domains.


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        l           Agriculture development activities.
        l           Collection of statistical data on fish and fisheries in their respective domains.

        A weakness in the system of delegated responsibilities for all the Offices is that annual targets of e.g.
        area and production targets for crops, or numbers of animals to be vaccinated, etc, are prepared
        annually by the relevant Provincial Departments and are allocated to the District Offices without any
        regard for the capacity or resources of the District Offices to achieve those targets. Certainly no funds
        or other resources are transferred from the Province to assist the Offices to achieve the targets.

8.7.1   Operations of the Section

        The Office of Fisheries operates a Government Fish Farm and provided limited advisory services
        to private sector fish producers.

        The Office of Fisheries is a very small Office headed by an Assistant District Officer at BPS Grade 11
        and with only 7 staff in total. The District Officer Livestock has DDO responsibility for the Fisheries
        Office budget. With an inadequate budget and lacking in professional staff, the Office attempts to
        manage a Government Fish farm with the objective of producing and selling fish to generate revenue
        for the City District Government. It is estimated that in 2004-2005, the fish farm cost approximately
        Rs. 40,000 to operate, is estimated to contain 2500 fish and during 2004-2005 it failed to generate any
        revenue as there were no saleable fish produced.

        The other activity of the Office is to provide advisory services to private sector fish farmers through
        visits to individual farmers. Funds are insufficient to conduct training sessions for farmers. There are
        stated to be 98 private fish farms in Faisalabad City District which produced 336000 kg of fish during
        2004-2005. Activities of the Office of Fisheries for the period since devolution are mentioned in
        Table 8-8.

        Considering the areas of responsibility devolved to the Office of Fisheries, it is clear that the
        Office has neither the staff nor the capacity nor the funds to attempt to fulfil even a small amount
        of it's responsibility.

8.7.2   Issues in the Fisheries Section

        Fisheries Office is in an even worse state with a total staff of 7, with no technically qualified person
        and no ADP funding since devolution. The Office is managed by an Assistant DO at grade BPS 11.
        What very limited activities are undertaken, are done through the Non Development Budget funds,
        with little available from this source for TA/DA or POL and nothing for extension materials. The
        Office tries to maintain a 9 acre fish farm that is a drain on it's time and resources. The Office of
        Fisheries in it's present state is non-functional which is unfortunate as there is scope for considerable
        expansion of private sector fisheries using ponds on otherwise waste land.

        Table 8-8:              Activities of Fisheries Section
                Activities                 2001-02                2002-03               2003-04               2004-05
            Govt. Fish Farm                1/9 Acres              1/9 Acres             1/9 Acres             1/9 Acres
            Private Fish Farm            89/354 Acres         92/369 Acres            94/384 Acres          98/390 Acres
            Advisory Services                 58                     72                    80                   107
            Fish Production           20,790 KG (21 M.T)   35,600 KG (36 M.T)      75,000 KG (75 M.T)   336,000 KG (336 M.T)




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9.0     FINANCIAL MANAGEMENT
        Funds available to the Department of Agriculture may be grouped into the Annual Development
        Programme and the Non-Development Programme. The Annual Development Programme funds are
        derived from various sources (Federal, Provincial and District) and amounts currently coming to the
        different Offices of the Department are shown under Section 9.0

        The Offices of Agriculture (Extension), Livestock and On Farm Water Management received ADP
        funding from various sources during the period 2001/2002 to 2004/2005 instead of two Forests and
        Fisheries Departments.

9.1     Development budget and expenditure of the agriculture department

9.1.1   Agriculture Extension Section

        The amounts available to Agriculture Extension vary between expenditure in each year as it is
        showing in Figure 9-1, the Office of Extension is highly effective at disbursing the funds received in
        each year across its project activities. Financial year 2001-2002 shows 100 percent expenditure
        against budget because in this year mostly expenditure was incurred in purchasing machinery for
        Agriculture. In the financial year 2002-2005 Agriculture Extension expenditure covered purchases
        in material, pesticides, construction of buildings.

        All the ADP funds coming into the Office of Agriculture Extension since the local Government
        reforms in 2001 have been through the Provincial Government. From financial year 2002-2003 to
        2004-2005 funds are coming from the Provincial Government through Account IV of the District
        Government. Agriculture Extension department has not been able to undertake a single development
        project through the City District Government funds.

        Figure 9-1:                            Provincial Development Budget and Actual Expenditure of Agriculture Extension

                                         101
                                                      100.00%                                  99.93%
                                         100                                                                       99.50%
             Expenditure in Percentage




                                          99

                                          98

                                          97

                                          96                                95.74%

                                          95

                                         94

                                          93
                                               Year 2001-2002      Year 2002-2003      Year 2003-2004      Year 2004-2005

                                                                        Budgeted        Expenditure




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Situation Analysis                                                                                                                Financial Management


        Figure 9-2:                      District Development Budget and Actual Expenditure of Livestock
                                 3.50
                                                                                                                     3.24
                                                       3.00             3.00
                                 3.00
             Amount in Million




                                 2.50
                                                                                                                                    2.22
                                 2.00

                                 1.50

                                 1.00

                                 0.50

                                 0.00
                                                         Year 2003-2004                                               Year 2004-2005
                                                                               Budgeted                Expenditure


9.1.2   Livestock Section

        Figure 9-2 shows that in financial year 2003-2004 only Rs. 3 million has been allocated out of the
        total district development expenditure which the department was able to completely spend on the
        purchase of machinery, equipment and medicines. In the financial year 2004-2005 only Rs. 3.24
        million was allocated but was only able to spend Rs. 2.22 million.

        Figure 9-3 shows the proportions of the funds for projects from different sources as indicated. In the
        financial years 2001/2002 and 2002/2003, all Development funds of Agriculture department were
        derived from the Provincial Government. In 2003/2004 just over half of the funds were provided by
        the City District government with the remainder provided through Provincial government links. In
        2004/2005, only 3% of funds provided for the Department were provided by the City District
        Government with the rest provided under Federal government programmes.

        Figure 9-3:                      Development Contribution from various Sources of Funding

                                 100%      0%           0%           0%            0%            53%         52%             3%            2%

                                 90%
                                 80%
                                 70%
                                 60%
                                 50%            100%          100%        100%            100%         47%            48%          0%           0%
                                 40%
                                 30%
                                 20%
                                 10%
                                  0%               0%       0%      0%      0%      0%      0%      97%     98%
                                        Budgeted     Actual Budgeted Actual Budgeted Actual Budgeted Actual
                                          Year 2001-2002          Year 2002-2003               Year 2003-2004               Year 2004-2005

                                                              Federal                     Provincial             District



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Situation Analysis                                                                                                          Financial Management


        With the exception of the single year 2003/2004 the allocation to the Department of Agriculture by
        the City District Government is very small. If the district government values the potential
        contribution from the agriculture sector to the economy of the City District, it will need to increase
        the amount of funds it allocates to the Agriculture Department. However this does need to be
        balanced against support the sector receives from national and provincial programmes.

        Investment in Agriculture is heavily subsidized through national investment programmes,
        particularly vertical programmes such as the one currently underway in Faisalabad and the Province
        i.e. National Watercourse Renovation Programme. The bigger picture reveals sizeable investments in
        Agriculture sector. Agriculture is not a political priority within the district. Nazims rarely highlight
        agriculture as a priority and submission of agriculture schemes remains very low. As a result of the
        National watercourses renovation programme the potential to use district funds has diminished and
        furthermore the sector lacks political champion to lobby the cause of the sector. To compound matters
        planning capability within the department remains limited because this continues to be a centralized
        function of the provincial Department. Hence, the department is unable to submit a sufficient number
        of PC 1s Resulting in minimum number of agriculture projects.

        Since the financial years 2001 - 2005 there has been no development allocations made to the fisheries
        and forest sections within the Department of Agriculture.

9.2     Non- Development Budget and Expenditure of the Agriculture Department

9.2.1   Agriculture Extension Section

        From the financial year 2001-02 to 2003-04, the expenditure of the Agriculture Extension
        department has been almost well in balance and Agriculture Extension department was managing its
        budget well on the basis of information received from Department of Agriculture. But in the year
        2004-05, actual expenditure on the salaries of the department officials is exceeding than the budgeted
        amounts (Figure 9-4). The reason behind this is that the State Bank of Pakistan can not stop the
        salaries of the Government officials. It does not check at the time of issuing of salaries to the officials
        that whether the department has any more money allocated for the staff or not. The finance and
        planning department have taken this matter up with the District Accounts Office and Department of
        Agriculture to clarify why this matter was not raised at the appropriate time when budgets were being
        revised.

        Figure 9-4: Non Development Budgeted and Actual Expenditure of Agriculture Extension

                                40
                                                                                                                                  35.63
                                35                                                                                        34.10
                                                                                             31.06
                                                                                                     29.52
                                30   27.35
           Amount in Millions




                                                                 25.84
                                                                           25.08
                                25       22.45

                                20

                                15

                                10
                                                 5.08
                                                        3.91                                                 4.35 3.95
                                 5                                             3.05   2.88                                                2.86 3.01
                                 0
                                        2001-2002                        2002-2003                   2003-2004                    2004-2005
                                                                                         Years
                                             Budget Salary     Expenditure Salary     Budget Non Salary      Expenditure Non Salary




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Situation Analysis                                                                                                                                     Financial Management


        Figure 9-5:                                 Non Development Budgeted and Actual Expenditure of Livestock Section



                                     70
                                                                                                                                                              63.21
                                                                                                                                                     60.00
                                     60                                                                                       55.16
                                                                                                                     53.78
                                                                              49.23
           Amount in Million




                                     50                                                44.66

                                     40     36.98   36.30

                                     30

                                     20                                                                                                                               17.155507
                                                                                                                                                                              14.97

                                     10                                                                                         7.203013
                                                            3.05   2.54                        1.789 1.47                                  1.69
                                      0
                                                    2001-2002                         2002-2003                              2003-2004                       2004-2005
                                                                                                            Period
                                                            Budget Salary    Expenditure Salary             Budget Non Salary              Expenditure Non Salary


9.2.2   Livestock Section

        There is an increasing trend (Figure 9-5) in the non-development salary component of the
        expenditure from the financial year 2001 2005. However from the financial years 2001-2003 there is
        parity between the budget and actual expenditure within the livestock section of the Department of
        Agriculture In 2003 2005 there is an upturn in expenditure against the budget allocation which is an
        anomaly that is being investigated by the Finance and Planning Department. They have requested an
        explanation from the Department of Agriculture.

9.2.3) On Farm Water Management Section

        On farm water management department is showing a constant increase in the budget and actual
        expenditure in both the Salary and non-salary portions of its budget (Figure 9-6).

        Figure 9-6:                                 Non Development Budgeted and Actual Expenditure of OFWM Section
                                     7.00

                                                                                                                                                       5.99     6.16
                                     6.00
                                                                                                                      5.17
                                     5.00                                                                                     4.85
                Amount in Millions




                                                                                 4.60 4.41

                                     4.00
                                                                                                                                                                                3.11
                                                                                                                                                                         2.94
                                     3.00
                                                                                                                                      2.42
                                                                                                2.24 2.16                                    2.17
                                     2.00      1.76
                                                      1.28 1.44 1.10
                                     1.00

                                     0.00
                                                      2001-2002                        2002-2003                              2003-2004                       2004-2005
                                                                                                              Years
                                                     Budget Salary        Expenditure Salary           Budget Non Salary              Expenditure Non Salary



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Situation Analysis                                                                                                                        Financial Management


        In 2001-02 the staff numbers have been lower than in subsequent years. Hence the allocation to the
        department was lower and the consumption of contingencies was also limited. In 2001-02 all the
        budget to on farm water management department was allocated from the provincial government
        being the first year of the devolution programme. In the financial years from 2002 to 2004 the
        allocation and expenditure to the on farm water management has been well in balance. In 2004-05 the
        expenditure is going up than the allocation because probably the department did not show its
        expenditure in the revised budget. In 2004-05, the allocation and expenditure increased to reflect the
        upward shift in staff strength. The finance and planning department has also taken note of inversion in
        budget versus expenditure and asked the Department of Agriculture to explain this.

9.2.4   Forestry Section

        In financial year 2001-02, the allocation and expenditure to the Forestry department for salaries
        and non-salaries was low to reflect staff strength. In financial year 2002-03, Forestry department
        established another wing named Arboriculture, so the allocation and expenditure of the
        department increased hence the rising trend in Figure 9-7. We observe that the contingencies from
        the financial years 2002- 2005 have not appeared to dramatically increase. Although the non-
        salary component remains stagnant this can be attributed to departmental efficiency having
        worked within limited resources.

        Forest Office receipts and expenditures are relatively in balance for the years shown. As for the Office
        of Fisheries, the low amounts allocated to the Office of Forests are the major concern. The Office is
        completely under-resourced, explaining the lack of programmes being undertaken by the Office. If
        the Government of Faisalabad must make a decision on whether or not it wants or needs a functioning
        Office of Forestry and if it does so, it must fund it appropriately. Under the present conditions, the
        Office is unable to make a worthwhile contribution to Government programmes.

        Figure 9-7:                             Non Development Budgeted and Actual Expenditure of Forests and Arboriculture
                                                Wing From Last Five Years

                                        10
                                                                                                                                          8.88 8.68
                                         9                                                                  8.08
                                         8
           A m o u n t in M illio n s




                                         7                                                                          6.32
                                                                         6.00
                                         6
                                                                                4.99
                                         5
                                         4
                                         3
                                         2   1.23               0.80
                                                    1.03 0.80                                                           0.84 0.81                     1.22 1.01
                                         1                                             0.30 0.30
                                         0
                                                    2001-2002                   2002-2003                          2003-2004                  2004-2005
                                                                                                   Period
                                                         Budget Salary   Expenditure Salary         Budget Non Salary          Expenditure Non Salary




City District Government Faisalabad                                                                                                                          Page 67
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Situation Analysis                                                                                                                                                        Financial Management


        Figure 9-8:                                                    Non-Development Budget and Expenditure of Fisheries Section

                                0.6                                                                                                                                              0.55
                                                                                                                                                                          0.52
                                0.5                                                                                                        0.48 0.47
           Amount in Millions




                                                                                                     0.39 0.38
                                0.4
                                                                                                                                                       0.31
                                0.3                                                                                                                           0.26
                                                                                0.22
                                0.2                                      0.15                                        0.15
                                                                                                                                                                                        0.13 0.11
                                                                                       0.10                                 0.10
                                0.1
                                                 0.00
                                 0
                                                                        2001-2002                          2002-2003                            2003-2004                     2004-2005
                                                                                                                                   Years

                                                                       Budget Salary           Expenditure Salary              Budget Non Salary              Expenditure Non Salary




9.2.5   Fisheries Section

        Figure 9-8 shows that in 2001 2002, with no salary budget provided, salaries had to be paid from the
        non-salary component from Provincial Government. This occurred because it was the first year of the
        devolution programme and the Provincial Government has advised the District Accounts Office to
        pay staff salaries from provincial accounts. This reduced the amount available for non salary
        expenditure activities. Since 2001 2002, budgeted salary and expenditures have been closely in
        balance as have activity budgets and expenditures. Of greatest importance to the operations of the
        Office of Fisheries, is the very low amount of operating funds available. This explains the lack of
        programs described earlier for this Office. The Government of Faisalabad must make a decision on
        whether or not it wants or needs a functioning Office of Fisheries and if it does so, must fund it
        appropriately. Under the present conditions, the Office is unable to make a worthwhile contribution
        to Government programmes.

        Figure 9-9:                                                    Non-Development Budgeted and Actual of Agriculture Department


                                                                       120%
                                                                                100% 100%                    100% 100%                                                   105% 101%
                                                                                                                                                                     100% 100%
                                                                                                                 95% 93%                   100% 100%
                                                                                                                                               95%
                                      E x p en d itu re Percen tag e




                                                                       100%         91%                                                             92%
                                                                                         81%
                                                                       80%

                                                                       60%

                                                                       40%

                                                                       20%

                                                                        0%
                                                                                       2001-2002                   2002-2003                  2003-2004                2004-2005
                                                                                                                                   Period


                                                                         Budgeted Salary      Expenditure Salary     Budgeted Non Salary      Expenditure Non Salary




City District Government Faisalabad                                                                                                                                                            Page 68
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Agriculture                                                                                       Chapter 9
Situation Analysis                                                                    Financial Management


9.2.6   Overall Non-Development budget and expenditure of the Agriculture Department

        In summary expenditure against budget for the Department of Agriculture shows us that there has
        been a healthy balance between the two aspects of financial management up to the financial year
        2003-2004 as is shown in Figure 9-9.

9.3     The Project Planning Process in the Department of Agriculture

        The planning process for the Department of Agriculture is shown in the following Figure 9-12. It is
        reported to be a relatively easy and rapid process requiring approximately 6 to 8 weeks from the
        DO/EDO agriculture agreement stage to District Council approval (assuming it is approved) where
        no revision is required. There is provision for revision at two stages as shown in the diagram. The
        success rate for final approval of PC 1's submitted is low. Some PC1's do not get beyond the EDO
        agriculture and it is claimed that there is a lack of awareness of the potential importance of
        particularly the Forests and Fisheries sub sectors to agricultural development of Faisalabad so no
        PC1's are requested. Prior to devolution, these two Offices were in a separate Ministry of the
        Provincial Government which had the interests of these sub-sectors at the centre of its activities.
        Other offices do not attract high enough priority with the DCO. Since devolution, the Office of
        Livestock is the only Departmental Office to have received funding from the City Government of
        Faisalabad through the District ADP process.

        Several PC1's were examined during the situation analysis and in general the quality of presentation
        was poor with not sufficient technical detail presented on activities proposed and all were quite
        inadequate with respect to a Monitoring and Evaluation Framework. In discussions of various issues
        with senior staff of the different Offices, it also became apparent that the District officers were
        waiting to be asked by the EDO to prepare PC1's for the EDO and if such a request did not come, then
        nothing was prepared. The District Officers must become strongly proactive on behalf of their
        particular sub-sector and prepare PC1's as part of their priority planning.

        The Strategic Operational Plan addresses issues relating to development of higher quality PC1's for
        submission through training. It also includes important activities through a Community Relations
        Programme aimed at getting agriculture Stakeholders to lobby the City District Government to
        increase the funding allocation to the Department.




City District Government Faisalabad                                                                 Page 69
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Agriculture                                                                                        Chapter 9
Situation Analysis                                                                     Financial Management

        Figure 9-10:      Planning and Approval Cycle for District Development Budget




                                   District Officer                           Preparation of proposal




                                                           Joint discussion
                                                           on the proposal    Possible revision step to
                                      DO/ EDO                                 improve proposal




                                DCO/ EDO (Finance)                            Proposal Submitted for
                                                                              budget approval




                                                                              Proposal Approved Last dateis
                              Council (District Council)                      30th of June




                                   District Nazim
                                                                              Permited the release of funds




                                   EDO (Finance )                             Released the budget




                               Concerned Department                           Transfer of funds




City District Government Faisalabad                                                                       Page 70
Strategic Policy Unit
Agriculture                                                                                          Chapter 10
Situation Analysis                                           Cross Cutting Issues in the Agriculture Department


10.0 CROSS CUTTING ISSUES IN THE AGRICULTURE DEPARTMENT
10.1    Monitoring and Evaluation

10.1.1 Introduction

        The managers of all public sector organizations need to know what effects their activities are having
        on stakeholders on behalf of the government. They must be able to quantify the benefits of spending
        government funds to prove to the government that funds invested in their particular sector are
        returning value to the Government. The managers must be able to show positive benefits to ensure
        their share of the government budget grows with time in competition with other public sector
        organizations which are also competing for scarce government funds.

        To be able to provide this information, the organization must not only show how many (e.g. farmers
        are receiving training) but how much those farmers are benefitting from the training. The managers
        must be able to implement an appropriate M&E framework that enables them to show impact of
        services on sustainable economic growth, poverty, sustainability, etc.

        The M&E must cover indicators of:

        l        Progress indicator:
                 the simple direct numerical recording of progress on making project inputs against designed
                 targets e.g. numbers of vaccinations given in a season.
        l        Process indicator:
                 data to show increases in efficiency of performance of management procedures e.g. %
                 reduction in time or cost in carrying our specific management processes.
        l        Outcome / evaluation indicator:
                 The results in concrete terms at the end of the activity.

        Typical outcome indicators relevant to a Department for activities in the agriculture sector could
        include such items as:

        l        Value of primary industry production by sub-sector benchmarked and compared over time.
        l        Value of investment in primary industries benchmarked and compared over time.
        l        Volume and value of targeted direct primary industries exports outside Faisalabad City
                 district.
        l        Value of export of downstream processing industries based on primary products
                 benchmarked and compared over time.
        l        Employment in agriculture and agriculture processing industries as a proportion of total
                 employment in Faisalabad.
        l        Labour productivity of those employed in agriculture and agriculture processing
                 benchmarked and compared over time.
        l        Numbers of poor farmers specifically included in Department Programme activities.
        l        Effects of pro-poor Programmes on the economic status of poor farmers.
        l        Financial and social effects of specific Programmes for females in farm families over time.

        Typical indicators that might need to be used will differ across the different objectives and will
        include a mix to cover input and output progress and process.

10.1.2 Findings

        l        In all Department of Agriculture monitoring is limited to recording simple numerical
                 progress indicators of inputs and outputs numbers of farmers attending training, numbers of
                 vaccinations given, number of Artificial Insemination (AI) procedures performed and

City District Government Faisalabad                                                                    Page 71
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Agriculture                                                                                           Chapter 10
Situation Analysis                                                                Policy and Strategy Framework


                 number of tree seedlings raised. There is no monitoring of process or outcome to allow
                 evaluation of effectiveness of either process or outcome of any of the field activities.

10.2    HRD / Training

10.2.1 Introduction

        Development of the Strategic Operational Plan for Agriculture involved discussions and collection of
        data to assess the present capacity of the staff to provide services to farmers. The aim of the review for
        the purpose of developing the SOP, was to ensure that Departmental staff are professionally
        developed to the highest possible level to fulfil the roles and responsibilities of the Offices.

10.2.2 Findings

        l        It is clear from the staff figures shown in Section 7-3, that the Department is grossly over-
                 burdened with unqualified staff and has a very low ratio of staff holding professional
                 university degrees. Only the Offices of Livestock and of Agriculture Extension have
                 professional staff who have some technical training.
        l        There are big differences between different Offices in the numbers of staff on the
                 establishment lists who have full university technical degrees appropriate to their roles. The
                 data shown in Section 7-3 shows that the Offices of Livestock and On Farm Water
                 Management have the highest proportions of fully technically qualified staff (17% and 15%
                 respectively). Even these proportions are low by desirable standards of a technology-based
                 department.
        l        There are currently 8 vacant posts for veterinary scientists and 49 vacant posts for veterinary
                 assistants within the Office of Livestock. This means that some of the veterinary hospitals
                 and AI centres are not staffed so farmers in those locations cannot receive services.
        l        The proportion of farmers able to attend training in the annual crop Programme of the Office
                 of Agriculture Extension is: wheat 25%, cotton 70%, sugarcane 28%, maize 35% and rice
                 40%. The reasons for these low values are complex but a major one is lack of sufficient
                 numbers of qualified technical staff in the Office.
        l        Since devolution, there has been no staff training in the Department of Agriculture. The only
                 training done has occurred through specific ADP and Non Development projects for farmers
                 and Para-veterinarians who are being trained to become private sector agents. Without the
                 capacity to provide on-going, in-service training to staff, the Department will fall behind in
                 ability to deliver appropriate technology and services to farmers.

10.3    Information Technology

10.3.1 Introduction

        Any modern organization needs Information Technology Systems and capacity to gather and manage
        large amounts of information and the Department of Agriculture already collects and tries to do this
        task. One of the tasks during the development of the Strategic Operational Plan for Agriculture was to
        assess the systems in use and the capacity of the Department for electronic data handling and storage.

10.3.2 Findings

        l        Within the Department of Agriculture Offices, there is very low capacity to manage the
                 records using modern information technology systems and equipment. There is a lack of
                 understanding of satisfactory processes for record keeping and if someone has some
                 knowledge, lack of resources then becomes the main hindrance in the way of development of


City District Government Faisalabad                                                                       Page 72
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Agriculture                                                                                         Chapter 10
Situation Analysis                                                              Policy and Strategy Framework


                 computerized systems.
        l        All Department of Agriculture Offices combined have only 12 computers (of which 8 are in
                 the Office of On Farm Water Management and 7 of these are dedicated to implementation of
                 the National Programme for Improvement of Watercourses in Pakistan (Punjab
                 Component)). Most of the record keeping and preparation of reports is done by employees
                 using manual typewriters for typing. Where a computer is available only one or two persons
                 have the skill to operate the computer and in the absence of these persons other staff are
                 unable to operate these computers.
        l        Offices maintain their records in the form of hard copy files and because of the use of hard
                 copies there is mess of folders and files in the office. If the department wants to see
                 something from the last five years it is very difficult to find the information. Lack of
                 amalgamation and consolidation of the Department of Agriculture data are a major
                 constraint to effective management. If these records were maintained in soft copy then it will
                 be very easy to maintain the records in proper form.
        l        Much of the information collected is not useful to managers to enable them to make
                 decisions on future directions or to improve effectiveness of the organisation, but there is a
                 reluctance to collect more (different information) due to various physical and staff
                 constraints. This issue is discussed under the related topic of M&E.

10.4    Gender and Development

10.4.1 Introduction

        Gender roles created by culture and tradition, are frequently identified as limiting the rights, status
        and participation of women in Pakistan society. Women in farming communities in Pakistan have
        well defined areas of responsibility that limit their full participation in rural society.

        The Governments of Pakistan and Punjab have each signed up to strategies designed to mainstream
        gender issues to reduce gender inequality and provide improved access to services for females in the
        general population. Actions include changes to facilitate female employment in the public sector,
        participation of females in capacity building and skill development Programmes. Under LGO 2001,
        women have the right to equal access to the services of local governments, as well as the right to be
        treated equally in these services. The Mission Statement of the Government of Faisalabad identifies
        this right for women equally with men and seeks to improve the status of women in local society.

        Rural women in City District Faisalabad have lower literacy rates (30.3% for females versus 53.9%
        for males) and are exclusively engaged in unpaid labouring activities on family farms. Poverty and
        gender discrimination are closely linked and the current roles of females as potential productive
        agents in farming communities is being ignored. Women have very low potential to contribute to the
        financial and economic well being of their families and communities.

        Gender was one of the cross cutting issues examined during development of the Strategic
        Operational Plan for Agriculture

10.4.2 Findings

        l        The Department of Agriculture has a total of only 9 female professional staff (7 in Office of
                 Livestock and 2 in the Office of On Farm Water Management) of a total staff of 1096 (0.8%).
                 In the Office of Livestock, the female Veterinary staffs largely do different work to
                 equivalently qualified males and are “shielded” from public contact.
        l        The Department of Agriculture conducts no training or outreach Programmes for females in
                 the farming community.


City District Government Faisalabad                                                                    Page 73
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Agriculture                                                                                         Chapter 10
Situation Analysis                                                              Policy and Strategy Framework


        l        The lack of outreach Programmes for rural women ignores the potential for women to
                 contribute to family incomes and economic wellbeing. Many examples exist in other
                 countries of successful outreach Programmes specifically for women that have succeeded in
                 improving the contribution of women.
        l        The Department of Agriculture is unable to deliver such Programmes to rural women
                 because it lacks female outreach workers in the relevant Offices of Agriculture (Extension),
                 Fisheries, Livestock.
        l        There is a view held by some senior managers of the Department of Agriculture that women
                 are not capable of working hard in a Department position and that the cultural difficulties
                 faced by female workers will make them ineffective.

10.5    Rural Poverty

10.5.1 Introduction

        Poverty in Pakistan is defined through two linked criteria:

        l        Income below Rs 750 per head per month, with,
        l        Food intake of less than 2300 calories per head per day.

        On these criteria, from 1992/93 to 1998/99, rural poverty in Punjab increased by 7% and by 2003 was
        estimated to affect 36% of the rural population. The Punjab Poverty Reduction Strategy Paper (2003)
        relates the high incidence of rural poverty to low agricultural productivity and to the high incidence
        of small landholdings in the province. There are other contributing factors to rural poverty but these
        are beyond the role of the Department of Agriculture to address. Poverty also has a Gender related
        dimension and affects females more than males.

        It is widely recognised that poor farmers are excluded from benefits of many agricultural outreach
        Programmes for crops and livestock because they are not able to afford the inputs needed for higher
        productivity systems and do not have sufficient assets to qualify for credit.

10.5.2 Findings

        l        The problems described above were stated many times by farmers during stakeholder
                 meetings held during development of the Strategic Operational Plan. Poor farmers said they
                 needed specially developed Programmes that make allowance for their conditions if they are
                 to be able to rise above poverty.
        l        Department of Agriculture staff recognise the high levels of rural poverty in the District and
                 that poor farmers need special attention. Department staff apply a general test of farmers
                 with less than 5 acres are most likely to be poor.
        l        Department staff expresses regret that they are not able to directly help these poor farmers
                 but the Department does not have the resources to provide special Programmes to them. To
                 focus on rural poverty, one of the key goals the Department staff included in the Mission
                 Statement of the Strategic Operational Plan for Agriculture is to provide Programmes
                 relevant to rural poor people to “reduce rural poverty in City District Faisalabad ”.




City District Government Faisalabad                                                                    Page 74
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Agriculture                                                                                       Chapter 11
Situation Analysis                                                                           Recommendations


11.0 RECOMMENDATIONS
        The following section contains a list of major recommendations relating to the match or mismatch
        between the current situation of the Department of Agriculture and what is needed to implement the
        Goals and Objectives that come from the Mission Statement of the Department. These
        recommendations have been included in the Strategic Operational Plan for Agriculture.

        Recommendations cover the major areas of:

        l        Institutional Development and Change
        l        Monitoring and Evaluation
        l        HRD/Training
        l        Information Technology
        l        Gender and Development
        l        Rural Poverty

11.1    Institutional Development and Change

11.1.1 Recommendations

        l        The Department should encourage the City District Government to negotiate with the
                 Government of Punjab for a review of the devolution process to remove duplication of roles
                 between the two levels of government and to get a better allocation of assets to the District.
        l        Conduct a Team Building Programme of activities to keep all staff informed of Department
                 activities through a regular newsletter. Staff should also be surveyed on workplace
                 conditions, and a staff performance awards scheme should be set up.
        l        The City District Government could assist in this by allocating sufficient funds from District
                 sources to enable the Department to free itself of such a high level of dependence on vertical
                 Programmes from Lahore and to focus on District priorities.
        l        Institutionally, the Department could also attempt this by providing a more integrated
                 service at each UC level. Wherever any one of the Offices has a facility at a UC, e.g. a
                 veterinary hospital or some such, then all other Office services should be delivered from the
                 same physical location travelling staff of other Offices should have a desk there and attend
                 on a regular schedule. In this way, farmers would become accustomed to attending the one
                 place for all needs and services. If the Department of Agriculture does not have a physical
                 facility, then the Department of Agriculture should have a room in the UC building and
                 operate all services from that location.
        l        Conduct an Institutional Analysis and Change Programme to provide a plan to develop the
                 capacity of all Offices of the Department of Agriculture to provide improved services to all
                 stakeholders. The SOP recommends that:
                 t         The EDO should establish a management support group of EDO, DO's and DCO to
                           meet regularly to chart the progress of implementation of the Strategic Operational
                           Plan,
                 t         A more detailed Institutional Analysis should be carried out than was possible
                           during the Strategic Operational Plan process and from this, an Institutional
                           Development Plan, containing actions, schedules and costs, should be written and
                           presented to the City District Government for agreement.
                 t         Assuming acceptance of the Institutional Plan, the Department should be developed
                           according to the Plan to enable it to fulfil it's roles and responsibilities under
                           devolution,
                 t         The capacity of the EDO office for management of the Department should be
                           strengthened by appointment of 6 Subject Matter Specialists to cover the areas of


City District Government Faisalabad                                                                    Page 75
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Agriculture                                                                                      Chapter 11
Situation Analysis                                                                          Recommendations


                         Agricultural Economics, Monitoring and Evaluation, HRD/Training, Information
                         Technology, Gender and Environment.
                 t       At a higher policy level within the Institutional Analysis and Change Programme,
                         the Government of Faisalabad should make a policy decision on the future of the
                         very weak Offices of Forestry and Fisheries. The Government should decide if it is
                         willing to make a considerable investment over a much longer time than the span of
                         this Strategic Operational Plan, to develop these Offices to a state where they are
                         able to make a contribution to the Department. If not willing to make the necessary
                         investment, the City District Government should make a decision to eliminate these
                         Offices from the structure. It is totally wasteful of any current resources to allow
                         them to continue as at present.
        l        Conduct a Community Relations Programme to build much closer working relations with
                 stakeholders so the Department knows the needs of the stakeholders and the stakeholders
                 know what the Department can and is doing to help them. The Strategic Operational Plan
                 recommends that Stakeholder networks:
                 t       should be strengthened and used to support the Department in developing it's
                         Programme priorities,
                 t       should be encouraged to lobby Government on behalf of the agriculture sector,
                 t       used for developing joint Private- Public partnership Programmes with
                         stakeholders,
                 t       should be used formally to obtain feedback to improve service delivery.
        l        Conduct a Process Management Systems Programme to develop more effective ways of
                 managing the Departments business in e.g. financial management, planning, managing
                 information. The Strategic Operational Plan recommends that
                 t       The Department should develop an Information Technology capacity to manage
                         information on all activities and on physical, financial and human resources. This is
                         discussed more fully under the Information Technology Issues section.
                 t       Conduct an Asset Management Programme to implement and use the new systems
                         developed under the above Programme including installation of hardware and
                         training of staff in use of the systems.
                 t       Conduct a Staff Management Practices Programme aimed at improving the skills of
                         managers for better staff management through training and evaluation.

11.2    Monitoring and Evaluation

11.2.1 Recommendations

        l        The Department must develop and implement a comprehensive M&E framework that
                 allows evaluation of effectiveness of processes and outcomes. The Department must
                 develop the capacity to demonstrate that services benefit government, industry, farmers and
                 general community. Capacity to demonstrate how and in what way and by how much
                 services give benefit, demonstrate unmet potential for Programmes/projects. The first step in
                 this is to strengthen the capacity of the Department of Agriculture for relevant M&E by
                 appointment of a M&E specialist to the EDO Office.
        l        The M&E system must include the stakeholders in M&E of effectiveness of service delivery
                 and relevance. It must develop appropriate performance Indicators. Service delivery should
                 be benchmarked and compared over time and reviewed and evaluated against similar service
                 providers. The effectiveness of staff professional development and farmer training
                 Programmes must be evaluated, not just the numbers participating. Uptake rates by farmers
                 of new technologies presented at farmer training sessions and the flow-on effects of the
                 uptake must be able to be quantified.
        l        The M&E system must be able to evaluate progress in the Organisational Development


City District Government Faisalabad                                                                   Page 76
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Agriculture                                                                                        Chapter 11
Situation Analysis                                                                            Recommendations


                 process through increases in efficiency of performance of management procedures eg %
                 reduction in time or cost in carrying our specific management processes.
        l        In future, the Department will need to use a range of indicators heavily biased to community
                 level outcomes to track progress and effectiveness in achieving the outcomes of the Strategic
                 Operational Plan for Agriculture. All staff engaged service delivery will need to participate
                 in such monitoring and evaluation. The Department will also require some capacity to
                 determine the impacts of external factors outside the Department of Agriculture control on
                 the outcomes achieved e.g. the effect of drought on production or fluctuations in
                 international commodity prices on export values. Relevant project evaluation tools will need
                 to be included in the proposal framework for all new proposals submitted to approval. These
                 will then be used to evaluate effectiveness of each Programme / project.
        l        Monitoring needs to be participatory involving the stakeholders in the process.

11.3    HRD / Training

11.3.1 Recommendations

        l        A full Human Resources Development Programme should be implemented by the
                 Department of Agriculture to provide professional training to improve the skills of staff in
                 performing their allocated duties at whatever level of the organisation they work.
        l        A person with a background in HRD/Training should be recruited for the EDO Office to
                 provide a focal point for all staff training Programmes, to conduct Training Needs
                 Assessments and to find suitable training providers to meet the needs of the TNA. This
                 Specialist will also act as liaison officer with the HRD Department of the City District
                 Government.
        l        Critical staff vacancies already existing should be filled as soon as possible.
        l        Job descriptions should be updated for all positions. These should include person
                 specification and institutional context in addition to task descriptions.
        l        The Department should develop an annual Work Performance Planning (WPP) process for
                 all staff and implement annual performance evaluations. The WPP must be written against
                 the job description for each person and must contain annual performance targets.

11.4    Information Technology

11.4.1 Recommendations

        To improve the information management capacity of the Department, the Strategic Operational Plan
        recommends inclusion of specific activities to:
        l      Develop an Integrated Management Information System (IMIS) to assist management of
               Department of Agriculture physical, human and financial resources.
        l      Develop a MIS to record all Programme and project activities that is linked to an upgraded
               capacity for and Programme of, project Monitoring and Evaluation, and to
        l      Implement the IMIS and MIS within Department of Agriculture through funding to purchase
               of hardware and software and for training of staff in the use of the system.

        Success in these activities will depend on significant inputs from the I.T. Subject Matter Specialist to
        be recruited into the EDO Office, on the HRD/Training Specialist of the EDO Office and on inputs
        from staff of the Information Technology Department of the Government of Faisalabad.




City District Government Faisalabad                                                                     Page 77
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Agriculture                                                                                       Chapter 11
Situation Analysis                                                                           Recommendations


11.5    Gender and Development

11.5.1 Recommendations

        To change the situation of women in farm families, the Strategic Operational Plan recommends
        inclusion of a specific, two-part “Gender in Agriculture Programme”.

        The first part aims to develop the capacity of the Department of Agriculture to deliver outreach
        activities to females in farming communities by specifically recruiting professionally qualified
        females into the organization under a Staff Gender Programme. This would also bring the
        Department of Agriculture into line with the City District Government desire to improve the status of
        all women in the District. It recommends:

        l        Recruitment of a Gender and Development (GAD) Specialist (BPS 17) to assist the EDO
                 develop and implement a GAD Programme,
        l        Specific recruitment of female professional staff commencing in September 2007 to achieve
                 a target of 10% of professional staff being female by September 2009, and,
        l        Conducting gender awareness training for all Department of Agriculture staff to change the
                 perceptions within the Department about the value of female professionals in the
                 Department.

        The second part aims to reduce rural poverty and to increase the contribution of the agriculture sector
        to the economic growth of Faisalabad City District through development and delivery of specific
        outreach and support Programmes for female members of farmer families. These might include
        home preserving of excess perishable products for later sale or family consumption, small family fish
        ponds and vegetable gardens for improved family nutrition and sale of excess product, better
        management systems for small animals (poultry), and growing fodder crops for farm livestock. There
        are many other Programmes that suit the needs of women.

        Development and implementation of a successful Programme will require inputs from the Gender
        and Development Subject Matter Specialist recruited to the EDO Office staff and on inputs from
        specialist staff of the Human Resources Department of the City Government of Faisalabad.

11.6    Rural Poverty

11.6.1 Recommendations

        To redress the situation described above, the Strategic Operational Plan recommends inclusion of a
        specific “Rural Poverty Reduction Programme”.

        l        This will develop and deliver appropriate outreach and support Programmes for poor
                 farmers so that by Financial Year 2007/2008, at least 30% of poor farmers (those with less
                 than 5 acres of land) will be involved in special projects for their needs. These farmers will
                 still be able to access the general outreach projects of the Department.
        l        The effectiveness of the Rural Poverty Reduction Programme will be monitored through
                 conducting annual targeted household income surveys against an initial baseline. The M&E
                 and Agricultural Economics Subject Matter Specialists to be recruited to the EDO Office
                 will have important roles in developing and implementing the Rural Poverty Reduction
                 Programme. The Department of Agriculture should also liaise with specialist staff in the
                 Department of Human Resources of the City Government of Faisalabad.




City District Government Faisalabad                                                                    Page 78
Strategic Policy Unit

				
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