GOVERNMENT OF UGANDA
REVIEW OF
MINISTRY OF AGRICULTURE, ANIMAL INDUSTRY AND
FISHERIES (MAAIF)
FUNCTIONS AND STRUCTURES
Submitted by the Ministry of Agriculture,
Animal Industry and Fisheries
ENTEBBE
1st June 2010
MAAIF Report on review of functions and structures, June 2010
TABLE OF CONTENTS
ACRONYMS ..................................................................................................................... VI
EXECUTIVE SUMMARY................................................................................................... VIII
1.0
INTRODUCTION ..................................................................................................... 1
1.1
Background ....................................................................................................................................................1
1.2
Emerging Issues .............................................................................................................................................2
1.2.1 Presidential directives/Cabinet decisions ........................................................................................................2
1.2.2 National Strategies/Frameworks related to Agriculture ................................................................................4
1.3
Objective and Guiding Principles for MAAIF Restructuring .......................................................................7
1.4
The Terms of Reference ................................................................................................................................8
1.5
Review Approach and Methodology ............................................................................................................9
2.0
EXISTING MANDATE, FUNCTIONS, OUTPUTS & STRUCTURE .................................. 10
2.1
Existing Mandate ......................................................................................................................................... 10
2.2
Key Functions ............................................................................................................................................... 10
2.3
Key Outputs .................................................................................................................................................. 11
2.4
Macro Structure ........................................................................................................................................... 12
2.5
Top Policy Management (TPM) .................................................................................................................. 13
3.0
PROPOSED MANDATE, VISION, MISSION, STRATEGIC OBJECTIVES, STRUCTURE AND
ESTABLISHMENT ............................................................................................................ 14
3.1
3.1.1
3.1.2
Mandate, Vision and Mission ...................................................................................................................... 14
Vision ....................................................................................................................................................... 14
Mission ..................................................................................................................................................... 14
3.2
Strategic Objectives..................................................................................................................................... 14
3.3
Key Functions ............................................................................................................................................... 15
3.4
Key Outputs .................................................................................................................................................. 16
3.5
Structure and Establishment ...................................................................................................................... 16
3.5.1 Macrostructure .............................................................................................................................................. 16
3.5.2 The Top Policy Management (TPM) ............................................................................................................. 17
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MAAIF Report on review of functions and structures, June 2010
3.5.3 Directorate of Animal Resources ................................................................................................................. 18
3.5.3.1 Department Of Animal Production ....................................................................................................... 19
3.5.3.2 Department of Animal Health ............................................................................................................... 21
3.5.3.3 Department of Entomology .................................................................................................................. 25
3.5.4 Directorate of Crop Resources ..................................................................................................................... 29
3.5.4.1 Department of Crop Production ........................................................................................................... 30
3.5.4.2 Department of Crop Protection ........................................................................................................... 33
3.5.4.3 Department of Crop Regulation and Certification .............................................................................. 35
3.5.5 Directorate of Fisheries Resources .............................................................................................................. 39
3.5.5.1 Department of Aquaculture Management and Development ............................................................ 42
3.5.5.2 Department of Fisheries Resource Management and Development (Natural stocks) ..................... 44
3.5.5.3 Department of Fisheries Control, Regulation and Quality Assurance ................................................ 47
3.5.6 Directorate of Agricultural Support Services .............................................................................................. 50
3.5.6.1Department of Agricultural Planning .................................................................................................... 55
3.5.6.2 Department of Agribusiness ................................................................................................................. 58
3.5.6.3 Department of Agricultural Infrastructure and Water for Agricultural Production. ......................... 60
3.5.8 Department of Finance and Administration ................................................................................................ 64
3.5.9 Procurement and Disposal Unit ................................................................................................................... 68
3.5.9 Internal Audit Unit ........................................................................................................................................ 69
4.0 PROPOSAL RESPONSIVENESS TO PREVAILING ENVIRONMENT AND ISSUES ............... 71
4.1 Presidential directives/Cabinet decisions ........................................................................................................... 71
4.2 MAAIF and Sector related issues ....................................................................................................................... 72
5.0 IMPLEMENTATION ACTION PLAN .............................................................................. 74
5.1 Institutional Setup ............................................................................................................................................... 74
5.2 Actions by the Cabinet of Uganda ...................................................................................................................... 74
5.3 Actions by the Ministry of Agriculture, Animal Industries and Fisheries...................................................... 74
5.4 Actions by the Ministry of Public Service (MoPS)............................................................................................ 75
5.5 Actions by the Ministry of Finance, Planning and Economic Development (MoFPED) ............................... 75
5.6 Actions by the Ministry of Local Government .................................................................................................. 76
5.7 Actions by the Public Service Commission (PSC) ............................................................................................. 76
5.8 Actions by the Head of Public Service ............................................................................................................... 76
5.9 Implementation Methodology ............................................................................................................................. 76
6.0 EXISTING MACRO & MICRO STRUCTURES ................................................... 77
6.1 Ministry of Agriculture, Animal Industry and Fisheries Existing Macrostructure ...................................... 78
6.2 Directorate of Animal Resources ........................................................................................................................ 81
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MAAIF Report on review of functions and structures, June 2010
6.3 Department of Animal Production and Marketing .......................................................................................... 82
6.4 Department of Livestock Health and Entomology ............................................................................................ 83
6.5 Department of Fisheries Resources .................................................................................................................... 84
6.6 Directorate of Crop Resources ........................................................................................................................... 85
6.7 Department of Crop Production and Marketing .............................................................................................. 86
6.8 Department of Crop Protection .......................................................................................................................... 87
6.9 Department of Farm Development .................................................................................................................... 88
6.10 Department of Agricultural Planning .............................................................................................................. 89
6.11 Department of Finance and Administration ................................................................................................... 90
6.12 Policy Analysis Unit ........................................................................................................................................... 91
6.13 Agriculture Resource Center ............................................................................................................................ 92
6.14 Public Procurement and Disposal of Public Assets Unit ................................................................................ 93
7.0 II CURRENT ESTABLISHMENT, ANALYSIS & COST ...................................................... 94
Table 7.1 Summary Current Establishment ........................................................................................................ 95
Table 7.2 Detailed Establishment, Analysis and Costing ................................................................................ 97
8.0
II: PROPOSED MACROSTRUCTURE ..................................................................... 108
8.1 Ministry of Agriculture, Animal Industry and Fisheries Macrostructure ................................................... 109
8.2
Office of the Minister ..................................................................................................................................... 110
8.3
Office of the Permanent Secretary ............................................................................................................... 111
8.4
Directorate of Animal Resources .................................................................................................................. 112
8.4.1
Department of Animal Production .......................................................................................................... 113
8.4.2
Department of Animal Health .................................................................................................................. 114
8.4.3
Department of Entomology ...................................................................................................................... 115
8.5
8.5.3
8.6
8.6.1
Directorate of Crop Resources ...................................................................................................................... 116
Department of Crop Inspection and Certification ................................................................................ 119
Directorate of Fisheries Resources ............................................................................................................... 120
Department of Aquaculture Management and Development ................................................................ 121
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8.6.3
Department of Fisheries Control, Regulation and Quality Assurance ................................................. 123
8.7.1
Department of Agricultural Planning ..................................................................................................... 125
8.7.2
Department of Agribusiness ..................................................................................................................... 126
8.7.3
Department of Agriculture Infrastructure and Water for Agricultural Production .......................... 127
8.8
Department of Finance and Administration ................................................................................................ 128
8.9
Public Procurement and Disposal of Public Assets Unit ............................................................................ 129
8.10
Internal Audit Unit .................................................................................................................................... 130
9.0 III PROPOSED ESTABLISHMENT & COST IMPLICATIONS .......................................... 131
Table 2: Offices of the Minister and Permanent Secretary ............................................................................ 133
Table 3: Directorate of Animal Resources ......................................................................................................... 134
Table 4: Department of Animal Production ..................................................................................................... 135
Table 5: Department of Animal Health ............................................................................................................. 137
Table 6: Department of Entomology .................................................................................................................. 140
Table 7: Directorate of Crop Resources ............................................................................................................. 142
Table 8: Department of Crop Production .......................................................................................................... 142
Table 9: Department of Crop Protection............................................................................................................ 144
Table 10: Department of Crop Inspection and Certification ......................................................................... 146
Table 11: Directorate of Fisheries Resources .................................................................................................... 148
Table 12: Department of Aquaculture Management and Development ..................................................... 148
Table 13: Department of Fisheries Resource Management and Development (Natural Stocks)............ 150
Table 14: Department of Fisheries Control, Regulation and Quality Assurance ...................................... 151
Table 15: Directorate of Agricultural Support Services .................................................................................. 154
Table 16: Department of Agricultural Planning .............................................................................................. 154
Table 17: Department of Agribusiness .............................................................................................................. 157
Table 18: Department of Agricultural Infrastructure and Water for Agricultural Production ............... 158
Table 19: Department of Finance and Administration ................................................................................... 160
Table 20: Public Procurement and Disposal of Public Assets Unit .............................................................. 164
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MAAIF Report on review of functions and structures, June 2010
Table 21: Internal Audit Unit .............................................................................................................................. 164
9.0 ANNEX IV JOB DESCRIPTIONS ................................................................................. 166
10.0 TERMS OF REFERENCE ......................................................................................... 202
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MAAIF Report on review of functions and structures, June 2010
ACRONYMS
ARS
BMU
Cap.
CDO
COCTU
CODEX
-
DDA
DSIP
FAO
FMD
FY
GDP
GoU
HASP
HQ
IPPC
ISFG
ISTA
KARI
LG
M&E
MAF
MAAIF
MCS
MoFPED
MoLG
MoPS
MTEF
MTTI
MWE
NAADS
NAGRC&DB
NARO
NDP
NGO
OIE
OOB
OPM
PCRP
PEAP
-
Administrative Reform Secretariat
Beach management Unit
Chapter
Cotton Development Organisation
Coordinating Office for the Control of Trypanasomiasis in Uganda
Latin, for Food Law or Code and is a collection of internationally adopted
food standards presented in a uniform manner
Dairy Development Agency
Development Strategy and Investment Plan
Food and Agriculture Organisation
Foot and Mouth Disease
Financial Year
Gross Domestic Product
Government of Uganda
Health and Safety Plan
Headquarters
International Plant Protection Convention
Integrated Support to Farmer Groups
International Seed Testing Association
Kawanda Agriculture Research Institute
Local Government
Monitoring and Evaluation
Ministry of Agriculture and Forestry
Ministry of Agriculture, Animal Industry and Fisheries
Monitoring Control and Surveillance
Ministry of Finance, Planning and Economic Development
Ministry of Local Government
Ministry of Public Service
Medium Term Expenditure Framework
Ministry of Trade, Tourism and Industry
Ministry of Water and Environment
National Agricultural Advisory Services
National Animal Genetic Resource Centre and Data Bank
National Agricultural Research Organization
National Development Plan
Non Government Organisation
World Animal Health Organisation
Output-Oriented Budgeting
Office of the Prime Minister
Post Constitutional Review Plan
Poverty Eradication Action Plan
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MAAIF Report on review of functions and structures, June 2010
PER
PFA
PMA
PRA
PRDP
PSRC
PSRP
RDS
ROM
SPS
TOR
TPM
UBOS
UCDA
UGX
URA
USD
WTO
-
Public Expenditure Review
Prosperity for All
Plan for Modernization of Agriculture
Pest Risk Analysis
Peace Recovery and Development Program
Poverty Reduction Sector Credit
Public Service Reform Program
Rural Development Strategy
Results-Oriented Management
Sanitary and Phytosanitary Standards
Terms of Reference
Top Policy Management
Uganda Bureau of Standards
Uganda Coffee Development Authority
Uganda Shillings
Uganda Revenue Authority
United States Dollars
World Trade Organisation
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MAAIF Report on review of functions and structures, June 2010
EXECUTIVE SUMMARY
Background
Since 1992, the Government of Uganda has conducted periodic reviews of structures
and staffing of its Ministries, Departments and Agencies (MDAs). These periodic
reviews are part of the Public Service Reform Programme (PSRP), now in its third
phase. The overall objective of these reviews is to improve the effectiveness and
efficiency of the Public Service, while minimizing the associated financial burden on
Government.
During the implementation of the PSRP, the Ministry of Agriculture, Animal Industry
and Fisheries, (MAAIF) like other Ministries, has been subjected to restructuring
activities including the Post–Constitutional Restructuring exercise carried out in 1998.
The other was the Core Functional Analysis (CFA) study conducted in 2000 followed by
a Reorganisation of MAAIF study in 2002. The major considerations for these studies
were MAAIF’s positioning with regard to relevant aspects of the Presidential Manifesto
and specifically the Plan for Modernisation of Agriculture (PMA). It should be noted
that the proposed structure in the 2002 Reorganisation of MAAIF report was not
implemented.
In 2008, eight years after the CFA and six years after submission of the Reorganisation
of MAAIF report and having failed to get clearance from Ministry of Finance, Planning
and Economic Development (MFPED) to implement the proposals of 2002, MAAIF
decided to conduct an in house restructuring exercise. The underlying dynamics that
influenced the decision and justified the need for review of MAAIF functions and
structures included two categories of significant emerging issues. The first category was
Presidential and Cabinet directives on NAADS implementation and LG Extension Staff;
Primary Level Processing; the return of the Water for Agricultural Production function
to MAAIF; the recall of the Pest, Disease, Vector Control and Regulatory function;
revitalization of the Agriculture Statistics System, reversion of agricultural training
institutions to MAAIF and the relocation PMA Secretariat from MoFPED to MAAIF
which would henceforth assume responsibility for implementation of the Prosperity For
All (PFA) strategy.
The second category encompasses pertinent national strategies and frameworks like the
Comprehensive Africa Agriculture Development Programme (CAADP) in which
Uganda is committed to the principle of agriculture growth as a main strategy, the
National Development Plan (NDP) that replaced the PEAP and which recognizes the
agricultural sector as among the top national priorities, Prosperity for All (PFA), PMA,
Rural Development Strategy (RDS), the Peace and Recovery Development Program
(PRDP) and the Public Service Reform Program (PSRP III), the Seventh Poverty
Reduction Support Credit (PRSC) under which GoU committed itself to bringing the
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CFA and Reorganisation of MAAIF exercises to conclusion and Agriculture Sector
Development Strategy and Investment Plan (DSIP) that will guide investments in the
sector for the next five years.
The main objective of conducting the review of the functions and structures of MAAIF
and LG was to develop appropriate and optimal MAAIF and LG production
department structures that will enable MAAIF fulfill its role and mandate for effective
service delivery within the sector. The guiding principles included among others;
adherence to the national development plan and the public sector reform processes and
guidelines; reduced span of control of the Permanent Secretary, elimination of overlap
and duplication of activities, provision for continuous development of professional
cadres in the agricultural sector; strengthening of the policy and planning framework;
increased private sector involvement in agriculture production.
The methodology adopted in the exercise involved constitution of an in-house MAAIF
committee, engagement of external consultants, consultation; within MAAIF
directorates and departments as well as its semi autonomous bodies; with other key
Ministries like MoFPED, MoPS and MoLG and ultimately with the political leadership.
Existing MAAIF Structure
The existing MAAIF structure was derived from the restructuring exercise concluded in
1998 (and revised in 2000) which summed up the consolidated mandate of the Ministry
of Agriculture, Animal Industry and Fisheries in the following mission statement:
To support, promote and guide the production of crops, livestock and fisheries, so as to
ensure improved quality and increased quantity of agricultural produce and products
for domestic consumption, food security and export.
The organizational units in the approved existing structure are as follows:1. Directorate of Crop Resources, with three Departments, namely:(i)
Crop Production;
(ii)
Crop Protection; and
(iii)
Farm Development.
2. Directorate of Animal Resources, with three Departments, namely:(iv) Animal Production;
(v) Livestock Health and Vector Control: and
(vi) Fisheries Resources.
3. Agricultural Planning Department;
4. Finance and Administration Department;
5. Policy Analysis Unit;
6. Agriculture Resource Center.
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Proposed MAAIF Structure
In the proposed structure presented in this document the mandate, vision, mission,
strategic objectives, functions, directorates and departments have been reviewed as
indicated hereafter:1. Mandate
The mandate of MAAIF is derived from the national objectives of the 1995 Constitution
of the Republic of Uganda XI (ii) which provides that the state shall “stimulate
agricultural, industrial, technological and scientific development by adopting
appropriate policies and enactment of enabling legislation” and Objective XXII (a)
which provides that the state shall “take appropriate steps to encourage people to grow
and store adequate food.” The Constitution therefore bestows responsibility for
management of the agriculture sector with MAAIF. This is the basis from which the
mandate of the Ministry has been derived.
The mandate of the Ministry is: “To promote and support sustainable and market oriented
agricultural production, food security and household incomes”.
2. Vision
A competitive, profitable and sustainable agricultural sector.
3. Mission
To transform subsistence farming to commercial agriculture.
4. Strategic Objectives
1. To initiate the formulation and review of the policy and legal framework for the
sector;
2. To establish and implement systems for service provision in the sector
3. To strengthen and implement strategies, regulatory framework, standards,
institutional structures and infrastructure for quality assurance and increased
quantities of agricultural products to access and sustain local, regional and export
markets;
4. To design and implement sustainable capacity building programmes for
stakeholders in the agricultural sector through training, re-tooling, infrastructure,
provision of logistics, ICT;
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MAAIF Report on review of functions and structures, June 2010
5. To develop strategies for sustainable food security;
6. To develop appropriate agricultural technologies for improved agricultural
production, productivity and value addition through research;
7. To develop effective collaborative mechanisms with affiliated institutions;
8. To take lead and establish a system and institutional framework for agricultural data
collection, analyses, storage and dissemination to stakeholders including UBOS.
5. Key Functions
1. Formulate, review and implement national policies, plans, strategies, regulations
and standards and enforce laws, regulations and standards along the value chain of
crops, livestock and fisheries;
2. Control and manage epidemics and disasters, and support the control of sporadic
and endemic diseases, pests and vectors;
3. Regulate the use of agricultural chemicals, veterinary drugs, biological, planting and
stocking materials as well as other inputs;
4. Support the development of infrastructure and use of water for agricultural
production along livestock, crop and fisheries value chains;
5. Establish sustainable systems to collect, process, maintain and disseminate
agricultural statistics and information;
6. Support provision of planting and stocking materials and other inputs to increase
production and commercialization of agriculture for food security and household
income;
7. Develop public infrastructure to support production, quality / safety assurance and
value-addition along the livestock, crop and fisheries commodity chains;
8. Monitor, inspect, evaluate and harmonize activities in the agricultural sector
including local governments;
9. Strengthen human and institutional capacity and mobilize financial and technical
resources for delivery of agricultural services;
10. Develop and promote collaborative mechanisms nationally, regionally and
internationally on issues pertaining to the sector;
In addition to the above major functions, MAAIF has the following eight Agencies that
will be responsible for the following delegated functions:I.
II.
National Agricultural Research Organisation (NARO)-for generation and
dissemination of research technologies;
National Agricultural Advisory Services (NAADS) for delivery of advisory
services;
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MAAIF Report on review of functions and structures, June 2010
III.
IV.
V.
VI.
VII.
VIII.
National Animal Genetic Resource Centre and Data Bank (NAGRC&DB) for
animal genetic development;
Coordinating Office for the Control of Trypanasomiasis in Uganda (COCTU) ;
Diary Development Authority (DDA) for promotion of Dairy development;
Uganda Coffee Development Authority (UCDA) for promotion of coffee
development;
Cotton Development Organisation (CDO) for promotion of cotton development;
Plan for Modernisation of Agriculture Secretariat for implementing the
Prosperity for All (PFA) Strategy.
6. Key Outputs
1. National policies, strategies, plans, regulations and standards formulated, reviewed
and implemented; laws, regulations and standards along the value chain of crops,
livestock and fisheries enforced;
2. Epidemics/disasters, sporadic and endemic diseases, pests and vectors controlled
and managed;
3. Use of agricultural chemicals, veterinary drugs, biological, planting and stocking
materials as well as other inputs regulated;
4. Infrastructure and use of water for agricultural production along livestock, crop and
fisheries value chains developed and supported;
5. Sustainable systems to collect, process, maintain and disseminate agricultural
statistics established;
6. Provision of planting and stocking materials and other inputs to increase production
and commercialization of agriculture for food security and household income
supported;
7. Infrastructure to support production, quality/ safety assurance and value-addition
along the livestock, crop and fisheries commodity chains developed;
8. Activities in the agricultural sector including local governments monitored,
inspected, evaluated and harmonized;
9. Human and institutional capacity strengthened and financial and technical
resources for delivery of agricultural services mobilized;
10. National, regional and international collaborative mechanisms on issues pertaining
to the sector developed and promoted ;
The eight semi autonomous bodies are responsible for the outputs related to the key
functions delegated to them.
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MAAIF Report on review of functions and structures, June 2010
7. Organization Structure
MAAIF macro structure features a four directorate commodity based arrangement. The
structure maintains the existing Directorates of Crop and Animal Resources and
provides for two new directorates; one for Fisheries Resources to enable better
articulation of fisheries resources issues at an enhanced level and bearing in mind the
high profile the sector has assumed over the last decade. The other directorate is for
Agricultural Support Services which has also been created to enable MAAIF more
effectively address critical issues that affect the three sub sectors and which are related
to agriculture policy, planning, engineering, mechanisation, farming systems
development and water for agricultural production.
The proposals include narrative justification in all cases where sections, divisions or
departments have been created, elevated to a higher or independent status, expanded
or moved. The recommendations are based on a robust assessment of the prevailing
policy and legal environment and also take into significant consideration, the salient
issues affecting the sector. More specifically, the proposals take as the main point of
convergence, the most optimal institutional arrangement that can deliver the DSIP
priorities and program outputs. The main priorities are configured around the four
program areas namely; production and productivity, access to and sustainable markets;
creating an enabling environment and increasing private sector involvement in the
sector and institutional strengthening. These have significantly influenced the MAAIF
macro and micro structures
The departments in all the four directorates as well as the stand alone entities have
either been reconfigured to address the reviewed or additional functions or created to
cater for recall of the pest, disease, vector control and regulatory services in response to
the cabinet directive of November 2007, as well as the need to provide a common
institution for technical support services.
The Policy Analysis unit, Agricultural Planning department and the Department of
Farm Development are merged to form the Directorate of Agricultural Support Services
while the entire Directorate establishment has been modestly expanded in a bid to
strengthen delivery of all the associated functions.
The Finance and Administration department has been reconfigured by merging the
Personnel section with the Human Resource Development function and the Accounts
section has been elevated to division level in response to a review conducted by
MoFPED in 2007. In addition the Agriculture Resource Center has been integrated into
the Department of Finance and Administration and upgraded to a division of
communication and information management to cater for documentation, sector library
and ICT.
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MAAIF Report on review of functions and structures, June 2010
Lastly, two stand alone specialised units responsible for the internal audit and
procurement functions are created with their heads reporting directly to the Permanent
Secretary MAAIF.
In summary, it is proposed to opertionalise four directorates with thirteen departments,
including one stand alone department and two specialised units as the main
organizational units of the Ministry as follows:-
A. Directorate of Animal Resources, with three departments namely:a) Animal Production;
b) Animal Health;
c) Entomology.
B. Directorate of Crop Resources, with three departments namely:a) Crop Production;
b) Crop Protection;
c) Crop Inspection and Certification.
C. Directorate of Fisheries Resources, with three departments namely:a) Aquaculture Management and Development;
b) Fisheries Resource Management and Development (Natural Stocks);
c) Fisheries Control, Regulation and Quality Assurance.
D. Directorate of Agricultural Support Services with three departments namely:a) Agricultural Planning;
b) Agribusiness;
c) Agricultural Infrastructure and Water for Agricultural Production
E. One stand alone department namely:a) Department of Finance and Administration.
F. The two specialized units are:a) Procurement and Disposal of Public Assets Unit;
b) Internal Audit Unit.
8. Implications and Implementation issues
8.1
Human Resource Implications
The human resource implications of the proposed establishment indicate that the total
personnel will increase from the current 411 approved establishment by 291 to 702 due
to the following reasons:xiv
MAAIF Report on review of functions and structures, June 2010
a. The proposed revitalization of the pests, disease, vector control and regulatory
services accounting for a total of 107 personnel for all the three sub sectors to be
deployed at zonal level;
b. Strengthening of agricultural statistics accounting for 13 personnel at regional
level, who will be responsible for the annual agricultural surveys and will work
with UBOS staff.
c. The 291 personnel will include technical and support staff who will be
responsible for all MAAIF functions as well as pests, disease and vector control,
regulatory and agriculture statistics functions.
d. In the proposal, there are 170 (24.2%) support staff and 532 (75.78%) technical
staff.
8.2
Financial Implications
The financial implications arising from the revised structure features an increase in
the wage bill from UGX 3.240 billion for the current approved establishment of 411
personnel to UGX 5.440 billion for the proposed establishment of 702 personnel.
The breakdown is as follows:1. The current establishment of MAAIF is costed at UGX 3,240,778,356 Bn;
2. The proposed annual wage bill is costed at UGX 5,440,140,240 Bn;
3. The proposal will raise the current approved wage MTEF by 2,199,361,884
Bn.
8.3
Implementation Arrangement
The proposed structure will be implemented by a number of institutions which include
among others, the Cabinet of Uganda, MAAIF, MoPS, MoLG, MoFPED and PSC. The
roles, responsibilities and activities of these institutions will be clearly identified for
successful implementation of an optimal MAAIF structure.
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MAAIF Report on review of functions and structures, June 2010
1.0
1.1
INTRODUCTION
Background
After enactment of the revised constitution in 1995 and the Local Governments (LG) Act
in 1997, a number of government reforms led to changes in the roles and relationships
of central line ministries as well as those of Local Governments. The visions, mandates,
missions and structures of central line ministries (and Local Governments) including
the Ministry of Agriculture, Animal Industry and Fisheries (MAAIF), underwent
considerable revision to ensure conformity with the new legal, policy and institutional
frameworks and in others also resulted in a reduction in, or expansion of the scope of
functions and responsibilities.
As part of its response to the various changes, MAAIF undertook a number of studies
primarily aimed at ensuring increased responsiveness to these reforms as well as
determining the necessary structural changes deemed necessary to improve its
efficiency and effectiveness. One of these studies was the Post Constitutional
Restructuring Plan (PCRP) conducted in 1998 and reviewed in 2000 followed by a Core
Functional Analysis Exercise in 2000. The other study was the Reorganization of MAAIF in
2002 that took as its point of departure the outcome of the core functional analysis
report that proposed a new structure based on functions.
Major considerations that influenced the proposals for re-organisation of the MAAIF
structure in 2002 were its positioning with regard to delivery of relevant aspects of the
Presidential manifesto and specifically the Plan for the Modernization of Agriculture
(PMA) as well as the transition at that point in time in the context of the PEAP, to the
introduction of Results Oriented Management (ROM) and Output Oriented Budgeting
(OOB) approaches. However, it is important to note that the recommendations made in
the MAAIF functional analysis study and as well as the one following reorganization of
MAAIF were never implemented.
In 2008, MAAIF constituted yet another study to review its structure and functions. As
occurred in the previous studies, many factors have influenced this review and have
provided the justification for changes in the functions and structures of MAAIF.
However, the major ones are detailed in the following section under emerging issues.
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MAAIF Report on review of functions and structures, June 2010
1.2
Emerging Issues
Since the production and presentation of both the earlier Post Constitutional Review and
MAAIF Reorganization reports other issues, which impinge on MAAIF and LG functions
and structures, have emerged. These issues are placed in two categories and include:1.2.1 Presidential directives/Cabinet decisions
a. NAADS and LG Extension Staff
As per Presidential directive, all traditional extension staff at Sub County level are,
beginning the FY 2008/09, operating within the NAADS framework. Guidelines to
implement this directive have been developed and disseminated while operational
modalities are being developed by an Inter-Ministerial team composed of MAAIF,
Ministry of Public Service (MoPS), Ministry of Local Government (MoLG) and Ministry
of Finance, Planning and Economic Development (MoFPED). From the MAAIF
perspective the directive impacted not only on the National Agricultural Advisory
Services (NAADS) structure but also on the demands on other MAAIF field operations.
b. Primary level processing
The responsibility for primary level agro processing was assigned to MAAIF while
Ministry of Tourism, Trade and Industry (MTTI) will deal with the other levels.
NAADS was subsequently assigned the lead role in execution of this function as well as
ensuring the establishment of key linkages with other value chain actors such as
secondary agro processors. MAAIF is also currently redefining the requisite policies,
strategies and public investments that can facilitate effective execution of this
responsibility.
c. The Water for Agricultural Production function
The Water For Agricultural Production (WfAP) function was relocated from Ministry of
Water and Environment (MWE) to MAAIF. Before the function was transferred to
MWE in 1998, it was housed in the Department of Farm Development. Due to the
function’s cross cutting nature and its high priority it is necessary to revisit its profile
and location within the MAAIF structure.
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MAAIF Report on review of functions and structures, June 2010
d. The Pest, Disease, Vector control and Regulatory functions
The above functions have been recalled as per cabinet decision and are now a
responsibility of MAAIF. The function also cuts across the three sub-sectors (crops,
livestock and fisheries) and the immediate implications are the need for MAAIF
personnel who will be responsible for effective execution of this function at various
functionary levels.
e. Revitalization of the Agriculture Statistics System
As per cabinet directive, the agriculture statistics system at national, district and sub
county level has to be revitalized by MAAIF, MoFPED and UBOS to meet the needs of
different users and also to ensure “that farmer groups or extension workers at parish,
subcounty and district levels be used to collect the agriculture statistics.” This also has
implications on the manner of statistics collection and the Planning department
operations in MAAIF.
f. Relocation of the PMA Secretariat to MAAIF
As per cabinet directive, the PMA Secretariat has been relocated from MoFPED to
MAAIF and has henceforth assumed responsibility for implementation of the
Prosperity For All (PFA) strategy.
g. Return of Agricultural Training Institutions to MAAIF.
As per cabinet directive, the following Agricultural Training Institutions: Bukalasa
Agricultural College, Fisheries Training Institute and Veterinary Training Institute, are
to revert to MAAIF with effect from 1st July 2010.
Accordingly, MAAIF is expected to put in place sufficient mechanisms to ensure that
these institutions have all the necessary budgetary requirements and institutional
arrangements that will help to facilitate their smooth and uninterrupted operations.
h. Other issues reflected in the Cabinet directives include:i. Revitilisation of and consolidating state structure of extension service delivery;
ii. Retooling and retraining of extension staff under NAADS;
iii. Harmonisation of all agro related programs and resources into one effort;
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MAAIF Report on review of functions and structures, June 2010
iv. The establishment of a consultative process of enterprise selection on the basis
of guidelines provided by national leadership with a strategic vision and
articulated by technical staff with entrepreneurial skills;
v. Allocation of more resources for technologies and inputs rather than farmer
training;
vi. Use of quick learners as model farmers;
vii. Kawanda Agriculture Research Institute (KARI) and private sector to provide
propagation materials;
viii. Importation of planting materials and inputs only in cases of unmet demand
nationally and only from disease free countries;
ix. Release of sector funds to LGs according to seasons.
Some of the issues detailed in the last section have been referred to earlier but are
repeated due to the fact that they are reemphasized in the cabinet memorandum.
1.2.2 National Strategies/Frameworks related to Agriculture
There are a number of national strategies and frameworks that MAAIF has to take into
serious consideration as it reviews its institutional restructuring and reform process.
These include:a. Comprehensive Africa Agriculture Development Programme (CAADP)
CAADP is the African Union (AU)/New Partnership for African Development
(NEPAD) initiative to accelerate economic growth and eliminate poverty among the
African Countries through Agriculture led development. In Uganda, the CAADP
framework has provided the basis for the development of the Agriculture Sector
Development Strategy and Investment Plan (DSIP) 2010/11-2014/15 under the NDP.
The Uganda CAADP compact was signed on 31st March 2010 by Government of
Uganda, Development Partners, Private Sector, Farmer Organisations, Civil Society
Organisations, African Union, Common Market for Eastern and Southern Africa
(COMESA). The signing of the compact signifies commitment of the parties involved
for economic development and social transformation of Uganda as contained in the
NDP and DSIP.
The ultimate goal of the CAADP process in Uganda is to support the development and
implementation of a coherent agricultural sector agenda. The commitment of
Government of Uganda under CAADP requires that MAAIF puts in place a strong
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MAAIF Report on review of functions and structures, June 2010
institutional arrangement for efficient and effective delivery of services in the sector
through the DSIP.
b. National Development Plan (NDP) 2010/11-2014/15
The PEAP expired in June 2009 and has now been replaced by the NDP, which was
launched in April 2010. One of the outcomes of the revision of PEAP especially with
regard to the agriculture sector was the issue of sector governance and buy in of the
political leadership of national policies and strategies. This and other issues have been
considered in the chapter on agriculture in the NDP and has been taken up in the DSIP.
The chapter also adopts the core principles that will guide investments in the sector
over the next five years and some of which manifest significant departure from past and
current practice. These will also impact on the manner of sector planning and budgeting
processes in MAAIF.
c. The Prosperity For All (PFA) programmes
As per cabinet directive, all agriculture related programmes have been consolidated
into one major effort under the PFA initiative under the Prime Minister’s Office. A
number of principles to guide this directive were developed by the Office of the Prime
Minister (OPM) for dissemination to the various sectors to guide implementation and of
which some have already been referred to above like the water for production and the
NAADS/traditional extension services.
d. The Plan for Modernisation of Agriculture (PMA)
The PMA is the Government of Uganda’s (GoU) multi sectoral framework to address
rural development and activities are overseen by the PMA Steering committee while the
PMA Secretariat is responsible for coordination. After the advent of the PFA
arrangement, the PMA Secretariat in addition to providing support to the PFA Multi
Sectoral technical committee is now housed in the MAAIF HQ as a semi autonomous
body with its head the Director reporting to the PS MAAIF.
e. The Rural Development Strategy (RDS)
The Rural Development Strategy (RDS) is intended to increase farm productivity of
selected enterprises at household level, increase household outputs of the selected
agricultural products and ensure a stable market for these products (MFPED 2005).
NAADS has been implementing the RDS through the Integrated Support to Farmer
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MAAIF Report on review of functions and structures, June 2010
Groups (ISFG) activity which involves the provision of improved technologies to farmer
groups that have demonstrated good performance for enhanced productivity including
linkages to market opportunities.
f. The Peace and Recovery Development Program (PRDP)
The PRDP embodies GoU commitment for development of the Northern Uganda and
encompasses a comprehensive inventory of needs, strategies, activities, resources and
the institutional framework including GoU to enable implementation of the effort.
However, due to the prevailing peace that is now accruing, it is important that MAAIF
articulates areas that will be addressed through sector activities and which would
contribute to the PRDP and MAAIF objectives.
g. The Public Service Reform Program (PSRP) III
The Ministry of Public Service (MoPS) is currently spear heading implementation of the
Public Service Reform Program (PRSP) now in its third phase which strives to
accomplish efficient and effective management of public service machinery to facilitate
national development. Part of the MoPS PSRP key targets is the development of
efficient and affordable public service organisation structures. MoPS recognizes that
approval of new policies and enactment of new laws and changing priorities are
common occurrences during the course of any FY and have implications on GoU
institutional arrangements. However, the responses of the various institutions affected
by these changes have, due to the absence of a guiding framework, led to unplanned
and adhoc demands for restructuring pitted against inadequate resources. In instances
where institutions have undertaken reviews of functions and structures, challenges
have emerged that include development of huge unstreamlined, unaffordable and
unimplementable structures among others. In this regard, MoPS has issued guidelines
and procedures for the Development, Review, Rationalization and Approval of
Structures and Posts in the Public Service. These guidelines have been critical in
providing guidance to the MAAIF restructuring process.
h. Seventh Poverty Reduction Support Credit (PRSC7)
Under the PRSC7, Government of Uganda, the World Bank and other stakeholders
agreed on a core set of priority actions designed to facilitate achievement of significant
impacts in agricultural growth and poverty reduction. Of the six key areas identified,
the one most relevant to MAAIF and the agricultural sector is improved resource allocation
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MAAIF Report on review of functions and structures, June 2010
and utilisation within the sector. The agreed prior actions specific to this area includes
bringing the Core Functional Analysis to a conclusion which MAAIF promised to
undertake through an in house arrangement to be completed before the end of 2008.
i. Agricultural Sector Development Strategy and Investment Plan (DSIP) for FY 2010/11to
2014/15
The DSIP, approved by Cabinet on March 26th 2010, is the framework guiding public
investments in the agriculture sector for the next five years. The poor performance of
the sector over the last ten years has been linked to a number of identified constraints
which include; declining production, productivity linked to erratic climate change, low
adoption and use of improved technologies, severe land degradation, limited a access to
sustainable markets as well as not so favorable enabling environment pest diseases and
vectors, inadequate infrastructure. A number of these constraints are institutional
related and point among others to inadequacies in establishment, capacities,
management systems and sector governance. MAAIF needs to put in place a more
optimal institutional arrangement which addresses the above issues to ensure
successful execution of its functions.
1.3 Objective and Guiding Principles for MAAIF Restructuring
The overall objective of reviewing MAAIF functions and structures is to develop
appropriate and optimal MAAIF functions and structures for effective service delivery
within the agriculture sector.
Specific objectives
1. To strengthen, reconfigure and equip MAAIF and affiliated agencies for improved
service delivery in the sector;
2. To enhance the capacity on coordination and linkages between MAAIF, its agencies
and Local Governments;
3. To strengthen the capacity of the Ministry personnel so as to improve on their
productivity.
The guiding principles of the study were that:a) Adhere to the national development plan and the public sector reform processes and
guidelines;
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MAAIF Report on review of functions and structures, June 2010
b) Ensure a narrow span of control of the office of the Permanent Secretary to enable
that office to more effectively manage and coordinate the directorates, departments
and sector agencies towards the achievement of agricultural sector objectives;
c) Reduction of elimination of overlap and duplication of activities by providing a clear
delineation of roles and responsibilities for the main commodity grouping i.e.
livestock, crops and fisheries;
d) Establishment of accountability and responsibility among the various units of
MAAIF while promoting teamwork to meet the ministry’s mission and providing
the necessary checks and balances to help identify problems and resolve them;
e) Provide for the introduction and continuous development of professional cadres in
the agricultural sector;
f) Strengthening of the policy and planning framework by bringing together currently
fragmented policy related units;
g) Enable MAAIF to focus on its core constitutional mandates of setting agricultural
policy; making national plans for the provision of services and coordinating plans
made by local governments; national research policy; national standards; conducting
national census and statistics; and control and management of epidemics and
disasters; inter alia;
h) Allow the private sector to play a more effective role in agriculture production and
reduce potential areas of conflicting or competing interest;
1.4 The Terms of Reference
The Terms of Reference (TOR) for this study is attached as Appendix 3 of the report.
While it is not explicitly stated in the ToRs, it is expected that the report would capture:a. Adequate and documented information on the background to the study;
b. Explanation to issues, findings and justification for the recommendations;
c. Detailed functional descriptions of the proposed Directorates, Departments and
other Units;
d. Detailed description of the proposed structures, staffing (by status, categories,
numbers) roles;
e. Cost implications arising out of the proposed changes in MAAIF’s structures;
f. An implementation Plan for the new structures.
Since the laws that establish semi autonomous bodies provide for the review of their
functions and structures in consultation with MAAIF, the restructuring exercise was
limited to MAAIF HQ.
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MAAIF Report on review of functions and structures, June 2010
1.5 Review Approach and Methodology
The Permanent Secretary MAAIF constituted a Restructuring Committee in July 2008
comprising officials from line departments in MAAIF and chaired by the Assistant
Commissioner Human Resource Development. The committee was mandated to co-opt
Officials from MoPS and was tasked to review the MAAIF and LG Production functions
and structures.
The review process, structured in two phases, is described briefly as follows:Phase I:a) Constitution of the Review committee composed of one member from each of the
7 departments and two members from MoPS;
b) Review of documents and other literature relevant to MAAIF institutional reform
and structures;
c) Collection of views through consultation and discussion with various heads of
Directorates and departments in the Ministry;
d) Discussion of departmental functions and structures;
e) Preparation of a draft report on restructuring of MAAIF;
f) Presentation of the draft report to the Top Policy Management (TPM) of MAAIF.
Phase II:a) Engagement of a team of suitably qualified consultants by Development Partners
to review the MAAIF Institutional Restructuring and Reform process;
b) Consultative meetings of key stakeholders including MAAIF and Semi
Autonomous Bodies, representatives of Development Partners and
representatives from MoLG, MoFPED and MoPS to discuss the proposals;
c) Integration of stakeholder comments in draft report;
d) Submission of the report to Permanent Secretary MAAIF and presentation for
approval to TPM;
e) Submission of the report on restructuring of MAAIF to MoPS;
f) Technical level meeting between MAAIF and MoPS, convened by MoPS to
discuss the draft report on restructuring of MAAIF;
g) Producing final report on restructuring of MAAIF;
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MAAIF Report on review of functions and structures, June 2010
2.0
2.1
EXISTING MANDATE, FUNCTIONS, OUTPUTS & STRUCTURE
Existing Mandate
The post constitutional restructuring exercise concluded in 1998 and revised in 2000
summed up the mandate of the Ministry of Agriculture, Animal Industry and Fisheries
in the following mission statement:
To support, promote and guide the production of crops, livestock and fisheries, so as to ensure
improved quality and increased quantity of agricultural produce and products for domestic
consumption, food security and export.
2.2
Key Functions
The current key functions of the Ministry of Agriculture, Animal Industry and Fisheries
are as follows:
1. Formulate and review national policies, strategies, plans, regulations and standards
and enforce laws, regulations and standards along the value chain of crops, livestock
and fisheries;
2. Control and manage epidemics / disasters, and support the control of sporadic and
endemic diseases, pests and vectors;
3. Regulate the use of agricultural chemicals, veterinary drugs, biological, planting and
stocking materials as well as other inputs;
4. Support the development of infrastructure and use of water for agricultural
production along livestock, crop and fisheries value chains;
5. Establish sustainable systems to collect, process, maintain and disseminate
agricultural statistics and information;
6. Support provision of planting and stocking materials and other inputs to increase
production and commercialization of agriculture for food security and household
income;
7. Develop public infrastructure to support production, quality / safety assurance and
value-addition along the livestock, crop and fisheries commodity chains;
8. Monitor, inspect, evaluate and harmonize activities in the agricultural sector
including local governments;
9. Strengthen human and institutional capacity and mobilize financial and technical
resources for delivery of agricultural services;
10. Strengthen and support linkages and collaboration nationally within and with other
sectors as well as regionally and internationally on issues pertaining to agriculture;
11. Map out and regulate the use of natural resources for sustainable agricultural
development (crop, livestock and fisheries).
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MAAIF Report on review of functions and structures, June 2010
In addition to the above major functions, MAAIF has the following eight Agencies that
will be responsible for the following delegated functions:I.
VII.
VIII.
National Agricultural Research Organisation (NARO)-for generation and
dissemination of research technologies;
National Agricultural Advisory Services (NAADS) for delivery of advisory
services;
National Animal Genetic Resource Centre and Data Bank (NAGRC&DB) for
animal genetic development;
Coordinating Office for the Control of Trypanasomiasis in Uganda (COCTU) ;
Diary Development Authority (DDA) for promotion of Dairy development;
Uganda Coffee Development Authority (UCDA) for promotion of coffee
development;
Cotton Development Organisation (CDO) for promotion of cotton development.
Plan for the Modernization of Agriculture (PMA).
2.3
Key Outputs
II.
III.
IV.
V.
VI.
The key outputs expected from the above functions are:
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
Relevant, sustainable and practical agricultural policies, reviewed and
developed/formulated;
Appropriate plans and strategies for the development, promotion and
modernization of the agricultural sector formulated;
National Standards in the Agricultural Sector for compliance by all concerned
developed, documented and disseminated;
Agricultural Programmes and Projects monitored, evaluated and well
coordinated;
Inspections to ensure adherence to performance standards, conducted and
inspection reports made;
Effective legislation and regulations for control and proper exploitation of
agricultural resources, formulated and enforced;
Accurate and updated data/information on the agricultural sector, produced
and disseminated as and when required;
Appropriate legislations, regulations strategies and guidelines, for control of
epidemics, diseases and pests made and enforced/implemented;
Adequate agricultural manpower capacity developed;
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MAAIF Report on review of functions and structures, June 2010
X.
XI.
XII.
2.4
Technical advice and guidance provided to agricultural staff of local
governments and other primary service providers;
Effective promotional and advocacy initiatives on Agriculture put in place;
Policy guidance and direction as well as managerial and operational guidance
and guidelines, provided to Autonomous and Semi-autonomous Bodies.
Macro Structure
Currently the MAAIF has two directorates, eight departments and three units at the
HQ, with eight semi autonomous bodies.
The directorates and departments are detailed as follows:I. Directorate of Animal Resources with three Departments:a. Animal Production and Marketing;
b. Livestock Health and Entomology:
c. Fisheries Resources
II. Directorate of Crop Resources, with three Departments, namely:a. Crop Production and Marketing ;
b. Crop Protection;
c. Farm Development.
III. Agricultural Planning Department
IV. Finance and Administration Department
V. Policy Analysis Unit
VI. Agriculture Resource Centre.
VII. Procurement and Disposal Unit
The two directorates were established for the following reasons:a. To reduce the span of control of the Permanent Secretary, where the range of
functions (or sectors as in the case of MAAIF) was wide;
b. To act as a bridge between the technical management associated with the posts of
Commissioners and the general management associated with Administrators;
c. To put together related technical functions, so that they are executed and
managed in a technically integrated and coordinated manner;
d. To manage the important functions at the level of Directorates, in recognition of
their importance relative to staff functions, which are normally managed at
Departmental level.
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MAAIF Report on review of functions and structures, June 2010
Eight semi autonomous bodies were created to enhance delivery of agricultural goods
and services. They include:I. National Agricultural Research Organisation (NARO)-for research;
II. National Agricultural Advisory Services (NAADS) for advisory services;
III. National Animal Genetic Resource Centre and Data Bank (NAGRC&DB) for
animal genetic development;
IV. Coordinating Office for the Control of Trypanasomiasis in Uganda (COCTU) ;
V. Diary Development Authority (DDA) for Dairy development;
VI. Uganda Coffee Development Authority (UCDA) for coffee development;
VII. Cotton Development Organisation (CDO) for cotton development;
VIII. Plan for the Modernization of Agriculture (PMA).
2.5
Top Policy Management (TPM)
Operations of Ministries provide for the creation of the TPM team headed by the
Minister and composed of the Permanent Secretary, all Directors and Heads of
departments.
The Permanent Secretary is the Chief Executive and Accounting Officer of the Ministry
and is responsible to the Minister for the effective delivery of outputs of the Ministry.
The following Managers report directly to the Permanent Secretary:(i)
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
Director of Crop Resources;
Director of Animal Resources and Fisheries;
Commissioner for Agricultural Planning;
Under Secretary, Finance and Administration;
Assistant Commissioner, Policy Analysis;
Principal Procurement Officer; and
Principal Information Scientist in charge of the Agriculture Resource Centre.
The semi autonomous bodies are governed by the boards that are appointed by and
report directly to the Minister.
The current Macro and Micro Organization Structures are presented in Appendix I.
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MAAIF Report on review of functions and structures, June 2010
3.0
PROPOSED MANDATE, VISION, MISSION, STRATEGIC OBJECTIVES, STRUCTURE AND
ESTABLISHMENT
This chapter deals with the proposed mandate, vision, mission, strategic objectives,
structure and establishment of MAAIF.
3.1
Mandate, Vision and Mission
The mandate of MAAIF is derived from the national objectives of the 1995 Constitution
of the Republic of Uganda XI (ii) which provides that the state shall “stimulate
agricultural, industrial, technological and scientific development by adopting
appropriate policies and enactment of enabling legislation” and Objective XXII (a)
which provides that the state shall “take appropriate steps to encourage people to grow
and store adequate food.” The Constitution therefore bestows responsibility for
management of the agriculture sector with MAAIF. The organisation and
administration of Government Services is provided for under Chapter 7, the Executive,
Chapter 10, the Public Service and Chapter 11, the Local Governments under the
Constitution of the Republic of Uganda. This is the basis from which the mandate of the
Ministry has been derived.
The MAAIF restructuring exercise has taken into account, the above Constitutional
provision, the 2007 policy pronouncements and challenges mentioned under section 1.2
and 1.3. As result, the mandate, vision and mission have been reviewed as follows:Mandate:
To promote and support sustainable and market oriented agricultural
production, food security and household incomes.
Vision:
A competitive, profitable and sustainable agricultural sector.
Mission:
To transform subsistence farming to commercial agriculture
3.2
Strategic Objectives
The strategic objectives have been reviewed as follows:1.
To initiate the formulation and review of the policy and legal framework for the
sector;
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MAAIF Report on review of functions and structures, June 2010
2. To establish and implement systems for service provision in the sector;
3. To strengthen and implement strategies, regulatory framework, standards,
institutional structures and infrastructure for quality assurance and increased
quantities of agricultural products to access and sustain local, regional and export
markets;
4. To design and implement sustainable capacity building programmes for
stakeholders in the agricultural sector through training, re-tooling, infrastructure,
provision of logistics and ICT;
5. To develop strategies for sustainable food security;
6. To develop appropriate agricultural technologies for improved agricultural
production, productivity and value addition through research;
7. To develop effective collaborative mechanisms with affiliated institutions;
8. To take lead and establish a system and institutional framework for agricultural data
collection, analyses, storage and dissemination to stakeholders including UBOS.
3.3
Key Functions
1. Formulate, review and implement national policies, plans, strategies, regulations
and standards and enforce laws, regulations and standards along the value chain of
crops, livestock and fisheries;
2. Control and manage epidemics and disasters, and support the control of sporadic
and endemic diseases, pests and vectors;
3. Regulate the use of agricultural chemicals, veterinary drugs, biological, planting and
stocking materials as well as other inputs;
4. Support the development of infrastructure and use of water for agricultural
production along livestock, crop and fisheries value chains;
5. Establish sustainable systems to collect, process, maintain and disseminate
agricultural statistics and information;
6. Support provision of planting and stocking materials and other inputs to increase
production and commercialization of agriculture for food security and household
income;
7. Develop public infrastructure to support production, quality / safety assurance and
value-addition along the livestock, crop and fisheries commodity chains;
8. Monitor, inspect, evaluate and harmonize activities in the agricultural sector
including local governments;
9. Strengthen human and institutional capacity and mobilize financial and technical
resources for delivery of agricultural services;
10. Develop and promote collaborative mechanisms nationally, regionally and
internationally on issues pertaining to the sector;
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MAAIF Report on review of functions and structures, June 2010
3.4
Key Outputs
1. National policies, strategies, plans, regulations and standards formulated, reviewed
and implemented; laws, regulations and standards along the value chain of crops,
livestock and fisheries enforced;
2. Epidemics/disasters, sporadic and endemic diseases, pests and vectors controlled
and managed;
3. Use of agricultural chemicals, veterinary drugs, biological, planting and stocking
materials as well as other inputs regulated;
4. Infrastructure and use of water for agricultural production along livestock, crop and
fisheries value chains developed and supported;
5. Sustainable systems to collect, process, maintain and disseminate agricultural
statistics established;
6. Provision of planting and stocking materials and other inputs to increase production
and commercialization of agriculture for food security and household income
supported;
7. Infrastructure to support production, quality/ safety assurance and value-addition
along the livestock, crop and fisheries commodity chains developed;
8. Activities in the agricultural sector including local governments monitored,
inspected, evaluated and harmonized;
9. Human and institutional capacity strengthened and financial and technical
resources for delivery of agricultural services mobilized;
10. National, regional and international collaborative mechanisms on issues pertaining
to the sector developed and promoted.
The eight semi-autonomous bodies are responsible for the outputs related to the key
functions delegated to them.
3.5
Structure and Establishment
3.5.1 Macrostructure
Considering the expanded mandate arising from the new policy pronouncements,
challenges and the need to group related functions along the sub sectors while at the
same time keeping in mind the development of specialized branches for the agricultural
sector professions, MAAIF is reorganised on the basis of four directorates with a total of
twelve departments, one stand alone departments and two specialised units.
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MAAIF Report on review of functions and structures, June 2010
The four directorates are:1. Animal Resources;
2. Crop Resources;
3. Fisheries Resources;
4. Agricultural Support Services.
One stand alone department is:1. Finance and Administration.
The two specialised units are:1. Procurement and Disposal of Public Assets;
2. Internal Audit.
The Ministry will have the Minister as its political head supported by the three
Ministers of State for each of the sub sectors and the Permanent Secretary as the Chief
Executive and Accounting Officer. The Permanent Secretary will be supported by the
four Directors, one stand alone departmental head and the heads of the two specialized
units.
3.5.2 The Top Policy Management (TPM)
The proposed MAAIF structure provides for a Top Policy Management (TPM) entity
which is the highest policy decision making body for the Ministry and will also be
responsible for overseeing implementation of all sector programs. The TPM will be
headed by the political head and will comprise of all Ministers of State, the Permanent
Secretary, Directors, all Heads of departments and heads of semi autonomous bodies.
The following Managers will report directly to the Permanent Secretary:(i)
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
Director of Animal Resources;
Director of Crop Resources;
Director of Fisheries Resources;
Director of Agriculture Support Services;
Under Secretary, Finance and Administration;
Assistant Commissioner Public Procurement and Disposal Unit;
Principal Internal Auditor.
The macrostructure is reflected in annex II.
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MAAIF Report on review of functions and structures, June 2010
3.5.3 Directorate of Animal Resources
Currently the Animal Resource sub sector is managed under a joint directorate
arrangement combining Livestock and Fisheries. MAAIF proposes that this
arrangement be altered so that the Livestock sub sector is managed separately as a
directorate of Animal Resources.
The directorate of Animal Resources will be composed of three departments namely:1. Department of Animal Production;
2. Department of Animal Health;
3. Department of Entomology.
Objectives of the Directorate
Support sustainable animal disease and vector control, market oriented animal
production, food quality and safety; for improved food security and household income.
Key Functions
1) Provide technical guidance for formulation, review and implementation of policies,
legislation, standards, plans and strategies in the areas of animal production, animal
health, veterinary regulation, inspection and enforcement;
2) Coordinate the monitoring, inspection, evaluation and harmonization of national
programs and projects in the sub sector;
3) Advocate and mobilize resources and assistance for the sub sector;
4) Provide technical guidance for human and institutional capacity enhancement for
delivery of services in the sub sector;
5) Establish and promote collaborative mechanisms nationally, regionally and
internationally on issues pertaining to the sub sector;
6) Provide guidance on the generation, dissemination and application of appropriate
technologies and the provision of advisory services for the development of value
chains in the sub sector.
Key Outputs
1) Technical guidance for formulation, review and implementation of policies,
legislation, standards, plans and strategies in the areas of animal production, animal
health and veterinary regulation and inspection and enforcement provided;
2) Monitoring, inspection, evaluation and harmonization of national programs and
projects in the sub sector coordinated;
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MAAIF Report on review of functions and structures, June 2010
3) Resources and assistance for the sub sector advocated for and mobilized;
4) Technical guidance for human and institutional capacity enhancement for delivery
of services in the sub sector provided;
5) National, regional and international collaborative mechanisms on issues pertaining
to the sub sector established and promoted;
6) Guidance on the generation/dissemination and application of appropriate
technologies and the provision of advisory services for the development of value
chains in the sub sector provided.
The structure of the directorate of Animal Resources is presented in annex II.
3.5.3.1 Department Of Animal Production
Objective
Support sustainable market oriented animal production and value addition for
improved food security and household income.
Key Functions
1) Formulate, review and implement policies, legislation, standards, regulations, plans
and strategies in regard to animal production;
2) Monitor and evaluate implementation of animal production policies. legislation,
plans and strategies;
3) Promote environmentally friendly and economically viable livestock production
systems in various eco zones throughout the country;
4) Establish and maintain an effective animal production management information
system;
5) Provide technical backup and capacity building for animal production in local
governments;
6) Monitor implementation of the national breeding policy consistent with the needs of
animal genetic resources, conservation and sustainable utilisation;
7) Manage the provision of sustainable services including market research for
continuous national herd growth and improved animal production consistent with
the prevailing macroeconomic policies;
8) Provide advice on the establishment and maintenance of the appropriate
infrastructure required for livestock production;
9) Provide guidance on use of improved stocking materials and sustainable natural
resources management.
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MAAIF Report on review of functions and structures, June 2010
Key Outputs
1) Policies, legislation, regulations, standards, plans and strategies in regard to animal
production formulated, reviewed and implemented;
2) Implementation of animal production policies, legislation, standards, plans and
strategies monitored and evaluated;
3) Environmentally friendly and economically viable livestock production systems
promoted in various eco zones throughout the country;
4) An effective animal production management information system established and
maintained;
5) Technical backup and capacity building for animal production in local governments
provided;
6) Implementation of the national breeding policy consistent with the needs of animal
genetic resources, conservation and sustainable utilisation monitored;
7) The provision of sustainable services including market research for continuous
national herd growth and improved animal production consistent with the
prevailing macroeconomic policies managed;
8) Advice on the establishment and maintenance of the appropriate infrastructure
required for livestock production provided;
9) Guidance on use of improved stocking materials and sustainable natural resources
management provided.
The Department headed by a Commissioner will have the following two divisions each
headed by an Assistant Commissioner:1) Dairy and Meat Division;
2) Animal Nutrition Division.
Dairy and Meat Division
Key Functions
1) Formulate, review, and implement policies, legislation, standards, plans and
strategies in regard to diary and meat production;
2) Supervise and monitor implementation of dairy and meat policies plans and
legislation;
3) Promote environmentally friendly and economically viable dairy and meat
production systems in various eco zones throughout the country;
4) Establish and maintain an effective dairy and meat production systems;
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MAAIF Report on review of functions and structures, June 2010
5) Provide technical backup and capacity building for dairy and meat production in
local governments;
6) Manage the provision of sustainable services including research for continuous
national herd growth and improved dairy and meat production consistent with the
prevailing macroeconomic policies;
7) Provide advice to MAAIF and LGs on the establishment and maintenance of the
appropriate infrastructure generally required for dairy and meat production;
8) Guide and promote use of improved stocking materials and sustainable natural
resources management.
Animal Nutrition Division
Key Functions
1) Formulate, review and implement policies, legislation, regulations, standards plans
and strategies in regard to animal nutrition;
2) Supervise and monitor implementation of animal nutrition policies, plans and
legislation;
3) Promote environmentally friendly and economically viable animal nutrition
systems;
4) Establish and maintain an effective animal nutrition management information
system;
5) Provide technical backup and capacity building for animal nutrition in local
governments;
6) Provide advice to MAAIF and LGs on establishment and maintenance of the
appropriate infrastructure for animal feed production;
7) Guide and promote the use of improved pastures and rangelands.
The structure of the department is presented in annex II.
3.5.3.2 Department of Animal Health
Background
Over the last decade, Uganda has experienced declining capacity for enforcement and
control of the movement of animals and their products into, within and out of the
country. This has resulted in the resurgence of major animal diseases and diseases of
importance to national public health such as: Foot and Mouth Disease (FMD),
Trypanasomiasis and Brucellosis among others. It is currently estimated that over 70%
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MAAIF Report on review of functions and structures, June 2010
of all animals and their products that are moved into, within and out of the country do
not meet the required minimum animal health and veterinary public health standards.
Equally, most animal products offered to the public for local consumption and those
imported or exported do not meet the required national and international quality and
safety standards.
A number of factors have contributed to the country’s reduced capacity for enforcement
and control but the major factors that have contributed to the undesirable status
include:
inadequate veterinary inspection and regulatory staffing structures;
inadequate animal quarantine infrastructure and operational funding; inadequate
national will and low priority specifically in regard to the animal movement control
function in the country.
The recall of the pest disease and vector control functions from the Local Governments
to MAAIF is intended to address the above constraints and more specifically to comply
with the Animal Diseases Act 2000 Cap 38 and its Statutory Instruments as well as the
World Trade Organisation (WTO) Sanitary Measures, World Animal Health
Organisation (OIE) and Codex Alimentarius to which GoU is a signatory. This would
lead to effective animal disease regulation, vector control and safe quality of animals
and their products for local use, import and export.
MAAIF recognises that the technical component of assessment and enforcement of
veterinary legislation, regulations and standards is supposed to be conducted primarily
by competent and authorized veterinary personnel in both rural and more especially in
urban settings where inspection of animal products is critical for public health and
consumption.
It is against this background that the Animal Health Department has been strengthened
by expanding the establishment of the Veterinary Regulation and Enforcement Division
to ensure that the concerns of public health in rural and urban settings are addressed.
The structure provides for deployment of Senior Veterinary Inspectors and Veterinary
Inspectors at zonal levels.
Objective
Support control of animal diseases and vectors for improved food security and
household income.
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Key Functions
1) Formulate, review and implement policies, legislation, regulations, standards, plans
and strategies for controlling the spread of animal diseases and vectors
countrywide;
2) Investigate animal diseases and vector outbreaks in the field and in laboratories;
3) Control animal diseases and vectors;
4) Monitor outbreaks and prevalence of animal diseases and vectors in the country
including neighboring countries;
5) Conduct surveillance and prompt collection, collation and dissemination of
epidemiological data;
6) Advise MAAIF and LGs on disease and vector control strategies;
7) Establish and operationalize collaborative mechanisms with national, regional and
international research and other related organizations on animal disease and vector
control matters;
8) Manage the provision and monitor availability and use of major animal disease
vaccines and drugs.
Key Outputs
1) Policies, plans and strategies for controlling the spread of animal diseases and
vectors countrywide formulated, reviewed and implemented;
2) Animal diseases and vector outbreaks investigated in the field and laboratories;
3) Animal diseases and vectors controlled;
4) Outbreaks and prevalence of animal diseases and vectors in the country including
neighboring countries monitored;
5) Epidemiological data promptly collected, collated and disseminated;
6) MAAIF and LGs advised on animal disease and vector control strategies to be used;
7) Mechanisms for collaboration with research and other organizations nationally,
regionally and internationally on animal disease and vector control matters
established and operationalised;
8) Provision and availability and use of major animal disease vaccines and drugs
supported and monitored.
The department headed by a Commissioner will have the following three divisions each
headed by an Assistant Commissioner:1) Animal Disease Control Division;
2) Veterinary Diagnostics and Epidemiology Division;
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MAAIF Report on review of functions and structures, June 2010
3) Veterinary Regulation and Enforcement Division.
Animal Disease Control Division
Key Functions
1) Review, update, formulate and implement policies, plans and strategies for
controlling animal diseases;
2) Control animal diseases;
3) Monitor outbreaks and prevalence of animal diseases countrywide with a view to
controlling them;
4) Advise LG and the MAAIF on animal disease control strategy;
5) Collaborate with research and other organizations nationally, regionally,
internationally on control of animal diseases;
6) Support the provision and monitor availability and use of major animal diseases,
vaccines and drugs.
Veterinary Diagnostics and Epidemiology Division
Key Functions
1) Review, update, formulate and implement policies, plans and strategies for
veterinary diagnostics and epidemiology;
2) Conduct and disseminate information on field and laboratory investigations of
animal diseases and vector outbreaks;
3) Monitor outbreaks and prevalence of animal diseases and vectors in the country
including neighboring countries;
4) Conduct surveillance and prompt collection, collation and dissemination of
epidemiological data;
5) Map out disease occurrence and prevalence in the country;
6) Collaborate with research and other organizations nationally, regionally and
internationally on diagnosis and surveillance for animal diseases and vectors.
Veterinary Regulation and Enforcement Division
Key Functions
1) Formulate, review and implement veterinary legislation, regulations and standards;
2) Develop strategies and plans for enforcement of national veterinary legislation,
regulations and standards;
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MAAIF Report on review of functions and structures, June 2010
3) Create effective awareness in the population on veterinary legislation, regulations
and standards;
4) Support the identification, development and use of strategic animal quarantine
infrastructure in the country;
5) Put in place and enforce systems for identification and traceability for animals and
animal products related to animal health, veterinary public health, quality and
safety of animal products;
6) Conduct animal health and veterinary public health risk analysis for import/export
and internal animal/animal products movements in the country;
7) Inspect and certify animal and animal products for exports, import and for local
markets;
8) Promote and regulate veterinary professional practice, animal trade and welfare;
9) Collaborate with national, regional and international organisations on veterinary
legislative and enforcement issues.
The structure of the department is presented in annex II.
3.5.3.3 Department of Entomology
Over the last two decades there has been gradual decline in the provision of
entomological services in the country. These services include tsetse control/eradication,
tick control, apiculture and sericulture development. Currently over 70% of the land
mass of this country is infested with 11 species of tsetse flies occupying different
ecological niches. This has resulted in a resurgence of sleeping sickness in humans and
nagana in animals. Nine million people are at risk of contracting sleeping sickness and
about 65% of the national herd is at a risk of contracting Nagana. Drug resistance,
although not yet quantified is widespread and a serious impediment to livestock
production and productivity. Government of Uganda recognizes tsetse and
trypanosomiasis as a major hindrance to rural development and ranks the creation of
tsetse and trypanosomiasis free areas as a priority among its national programs.
Furthermore, according to 1998 FAO statistics over 3.27 million heads of cattle on a
national scale are not kept due to presence of tsetse flies.
In addition to tsetse flies, ticks and tick borne diseases continue to pose a major
challenge to livestock production and productivity. Ticks cause serious debility,
morbidity, mortality and production losses in cattle. The climatic conditions (rainfall
and temperatures) in most parts of Uganda provide ideal conditions for the survival of
ticks therefore, over 90% of cattle in Uganda are under constant threat from ticks and
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MAAIF Report on review of functions and structures, June 2010
tick borne diseases. The overall loss of calf crop in indigenous cattle due to tick borne
diseases is estimated to be 30% and 100% in exotic animals. The annual cost of
imported acaricide in Uganda is estimated at 10 million dollars which cost is met by the
farmers.
The government of Uganda is currently focusing on diversifying and widening the
country’s export base. The apiculture (bee farming) and sericulture (silkworm farming)
provides enormous potential that has hitherto not been adequately exploited. This
requires strengthening the institutional frame work for effective service delivery to
farmers.
Currently the vector control and productive entomology functions are the responsibility
of the division of Entomology in the department of Livestock Health and Entomology
in the directorate of Animal Resources. The management and implementation of
entomological services is conducted by Entomology personnel in MAAIF and local
governments in collaboration with the private sector and local communities. However,
there is inadequate will, prioritization, coordination, funding and harmonization for
this collaboration to effectively happen leading to inadequate surveillance and
apprehension of violation of vector control practices with resultant resurgence of
vectors and vector borne diseases.
Government recognizes the challenges related to Uganda’s vector control practices as
well as enhancing productive entomology and has put in place policies, plans and
strategies to ensure adequate vector control frame works as well as support to
promotion of productive entomology. In order to overcome the fore mentioned
challenges, the current division of entomology is being upgraded to a fully fledged
department of Entomology in order to address the human and financial resource
constraints as well as the existing structural challenges.
Objective
Support national vector control, and productive entomology for improved food security
and household income.
Key Functions
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MAAIF Report on review of functions and structures, June 2010
1) Formulate, review and implement vector control and productive entomology
policies, legislation, regulations, standards, plans and strategies;
2) Create effective awareness in the population on vector control regulations and
standards;
3) Establish and operationalize mechanisms for the identification, development and
use of strategic vector control and productive entomology infrastructure in the
country;
4) Develop and enforce systems for identification and traceability for productive
entomology products;
5) Inspect and certify productive entomology products for exports, import and for
local markets;
6) Establish and operationalize collaborative mechanisms with national, regional and
international organisations on research and practices related to vector control and
productive entomology;
7) Establish and operationalize mechanisms for building the capacity of MAAIF, LGs
and other stakeholders in vector control practices and productive entomology;
8) Conduct surveillance, map out and disseminate information on the incidence of
vectors in the country.
Key outputs
1) Vector control and productive entomology policies, legislation, regulations,
standards, plans and strategies formulated, reviewed and implemented;
2) Effective awareness in the population on vector control regulations and standards
created;
3) Mechanisms for the identification, development and use of strategic vector control
and productive entomology infrastructure in the country established and
operationalized;
4) Systems for identification and traceability for productive entomology products
developed and enforced;
5) Productive entomology products for exports, import and for local markets
inspected and certified;
6) Collaborative mechanisms with national, regional and international organisations
on research and practices related to vector control and productive entomology
established and operationalized;
7) Mechanisms for building the capacity of MAAIF, LGs and other stakeholders in
vector control practices and productive entomology established and
operationalized;
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MAAIF Report on review of functions and structures, June 2010
8) Surveillance, mapping out and dissemination of information on the incidence of
vectors in the country conducted.
The department headed by a Commissioner will have the following two divisions each
headed by an Assistant Commissioner:1) Vector Control Division;
2) Productive Entomology Division;
Vector Control Division
Key Functions
1) Formulate, review and implement policies, legislation, standards, plans and
strategies for controlling the spread of vectors;
2) Control of vectors;
3) Monitor outbreaks and prevalence of vectors in the country including neighboring
countries;
4) Conduct surveillance and map out the distribution of vectors in the country;
5) Advise LGs and MAAIF on vector control strategy;
6) Collaborate with research and other organizations nationally, regionally,
internationally on vector control matters;
7) Guide the provision and monitor availability and use of major vector control,
chemicals and equipment.
Productive Entomology Division
Key Functions
1) Formulate, review and implement policies, plans and legislation in regard to
productive entomology;
2) Promote environmentally friendly and economically viable productive entomology
systems in various eco zones throughout the country;
3) Establish and maintain an effective productive entomology management
information system;
4) Provide technical backup and capacity building for productive entomology in local
governments;
5) Guide the provision of sustainable services for productive entomology consistent
with the prevailing macroeconomic policies;
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MAAIF Report on review of functions and structures, June 2010
6) Provide advice to MAAIF and LGs on the establishment and maintenance of the
appropriate infrastructure generally required for productive entomology;
7) Guide and promote the use of improved productive entomology technologies and
sustainable natural resources management.
The structure of the department is presented in annex II.
3.5.4 Directorate of Crop Resources
The directorate of Crop Resources will be composed of three departments namely:1. Department of Crop Production;
2. Department of Crop Protection;
3. Department Crop Inspection and Certification.
Objectives of the Directorate
Support sustainable, market oriented crop production, pest and disease control, quality
and safety of plants and plant products; for improved food security and household
income.
Key Functions
1) Provide technical guidance for formulation, review and implementation of policies,
legislation, standards, plans and strategies in the areas of crop production and
marketing, crop protection and on quality and safety of plants/plant products;
2) Coordinate the monitoring, inspection, evaluation and harmonization of national
programs and projects in the sub sector;
3) Advocate and mobilize resources for the sub sector;
4) Provide technical guidance for human and institutional capacity enhancement for
delivery of services in the sub sector;
5) Develop and promote collaborative mechanisms nationally, regionally and
internationally on issues pertaining to the sub sector;
6) Provide guidance on the generation, dissemination and application of appropriate
technologies and the provision of advisory services for the development of value
chains in the sub sector.
Key Outputs
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MAAIF Report on review of functions and structures, June 2010
1) Technical guidance for formulation, review and implementation of policies,
legislation, standards, plans and strategies in the areas of crop production and
marketing, crop protection and on quality and safety of plants and plant products
provided;
2) Monitoring, inspection, evaluation and harmonization of national programs and
projects in the sub sector coordinated;
3) Resources for the sub sector advocated for and mobilized;
4) Technical guidance for human and institutional capacity enhancement for delivery
of services in the sub sector provided;
5) Collaborative mechanisms nationally, regionally and internationally on issues
pertaining to the sub sector developed and promoted;
6) Guidance on the generation, dissemination and application of appropriate
technologies and the provision of advisory services for the development of value
chains in the sub sector provided.
The organogram of the Crop Resources Directorate is presented in annex II.
3.5.4.1 Department of Crop Production
Objective
Support sustainable, market oriented crop production, value addition and nutrition; for
improved food security and household income.
Key Functions
1) Formulate, review, and implement policies, legislation, standards, strategies and
plans on crop production, post harvest handling, primary processing, food and
nutrition security;
2) Formulate, review and support implementation of policies, regulations and
guidelines on advisory service delivery;
3) Establish and operationalize collaborate mechanisms with the meteorological
department and national, regional and international food and agricultural
surveillance institutions and organizations for early warning on climate and food
security;
4) Provide quality assurance on good agricultural practices and advisory services on
crop production, primary processing, food and nutrition;
5) Build capacity of Subject Matter Specialists on crop production, primary processing,
food and nutrition;
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MAAIF Report on review of functions and structures, June 2010
6) Manage the provision of improved seed/planting materials and sustainable use of
natural resources;
7) Conduct food and nutrition security surveillance in the country;
8) Develop and guide implementation of programmes for integration of the youth in
crop production and primary processing;
9) Establish and operationalize collaborative mechanisms with research and other
organizations at national, regional and international level in crop development and
production activities.
Key Outputs
1) Policies, legislation, standards, strategies and plans on crop production, postharvest handling, primary processing, food and nutrition security formulated,
reviewed, and implemented;
2) Implementation of policies, regulations and guidelines on advisory service delivery
formulated, reviewed and supported;
3) Collaborate mechanisms with the meteorological department and national, regional
and international food and agricultural surveillance institutions and organizations
for early warning on climate and food security established and operationalized;
4) Quality assurance on good agricultural practices and advisory services on crop
production, primary processing, food and nutrition provided;
5) Capacity of Subject Matter Specialists on crop production, primary processing, food
and nutrition built;
6) Provision of improved seed and planting materials and sustainable use of natural
resources managed;
7) Food and nutrition security surveillance in the country conducted;
8) Implementation of programmes for integration of the youth in crop production and
primary processing developed and guided;
9) Collaborative mechanisms with research and other organizations at national,
regional and international level in crop development and production activities
established and operationalized.
The department headed by a Commissioner will have the following two divisions each
headed by an Assistant Commissioner:1) Crop Production Division;
2) Food and Nutrition Security Division.
Crop Production Division
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MAAIF Report on review of functions and structures, June 2010
Key Functions
1) Formulate, review and implement policies, standards, plans and strategies on crop
production;
2) Guide the transfer of improved and appropriate crop production technologies to
service providers;
3) Establish and operationalize collaborative mechanisms with the meteorological
department and national, regional and international food and agricultural
surveillance institutions and organizations for early warning on climate;
4) Provide quality assurance on good agricultural practices and advisory services on
crop production;
5) Build capacity of service providers on crop production;
6) Guide the provision of improved seed/planting materials and sustainable use of
natural resources;
7) Develop and guide implementation of programmes for integration of the youth in
crop production;
8) Establish and operationalize collaborative mechanisms with research and other
organizations at national, regional and international level in crop development and
production activities.
Food and Nutrition Security Division
Key Functions
1) Formulate, review, and implement policies, legislation, standards, plans and
strategies on food and nutrition security;
2) Guide the transfer of improved and appropriate food and nutrition security
technologies to service providers;
3) Establish and operationalize collaborative mechanisms with the national, regional
and international food and agricultural surveillance institutions and organizations
for early warning on food security;
4) Provide quality assurance on good agricultural practices and advisory services on
food and nutrition security;
5) Build capacity of service providers on food and nutrition security;
6) Conduct food and nutrition security surveillance in the country;
7) Develop and guide implementation of programmes for integration of the youth in
food and nutrition security;
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MAAIF Report on review of functions and structures, June 2010
8) Establish and operationalize collaborative mechanisms with research and other
organizations at national, regional and international level in food and nutrition
security activities.
The structure of the department is presented in annex II.
3.5.4.2 Department of Crop Protection
Objective
Support control of crop pests and disease for improved and sustainable food security
and household income.
Key Functions
1) Formulate, review and implement policies, legislation, standards, plans and
strategies for controlling the spread of crop pests and diseases countrywide;
2) Conduct field and laboratory investigation of crop pests and disease outbreaks;
3) Control of crop pests and diseases;
4) Monitor outbreaks and prevalence of crop pests and diseases in the country and
including neighboring countries;
5) Conduct surveillance, collection, collation and dissemination of epidemiological
data;
6) Guide MAAIF, Local Governments and other stakeholders on crop pests and
diseases control strategy;
7) Establish and operationalize collaborative mechanisms with research and other
organizations nationally, regionally and internationally on crop pests and diseases
surveillance and control;
8) Manage the provision and monitor availability and use of major agricultural
chemicals.
Key Outputs
1) Policies, legislation, standards, plans and strategies for controlling the spread of
crop pests and diseases countrywide formulated, reviewed and implemented;
2) Field and laboratory investigation of crop pests and disease outbreaks conducted;
3) Crop pests and diseases controlled;
4) Outbreaks and prevalence of crop pests and diseases in the country and including
neighboring countries monitored;
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MAAIF Report on review of functions and structures, June 2010
5) Surveillance, collection, collation and dissemination of epidemiological data
conducted;
6) MAAIF, Local Governments and other stakeholders guided on crop pests and
diseases control strategy;
7) Collaborative mechanisms with research and other organizations nationally,
regionally and internationally on crop pests and diseases surveillance and control
established and operationalized;
8) Provision and monitoring of the availability and use of major agricultural chemicals
managed;
9) Field extension staff, NGOs and local Governments supported in the area of crop
pest and disease control.
The department headed by a Commissioner will have the following two divisions each
headed by an Assistant Commissioner:1) Pest and Disease Control division;
2) Diagnostics and Epidemiology division.
Pest and Disease Control Division
Key Functions
1) Formulate, review, and implement policies, legislation, standards, plans and
strategies for control of crop pests and diseases;
2) Control crop pests and diseases;
3) Guide Local Governments, MAAIF and other stakeholders on crop pests and
diseases control strategies;
4) Establish and operationalize collaborative mechanisms with research and other
organizations nationally, regionally and internationally on crop pests and diseases
control;
5) Guide the provision and monitor availability and use of major agricultural
chemicals;
6) Provide support to service providers in the area of crop pests and disease control.
Diagnostics and Epidemiology Division
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MAAIF Report on review of functions and structures, June 2010
Key Functions
1) Formulate, review, and implement policies, legislation regulations, plans and
strategies for diagnostics and epidemiology;
2) Conduct field and laboratory investigation;
3) Monitor outbreaks and prevalence of crop pests and diseases in the country and
neighboring countries;
4) Conduct surveillance, collection, collation and dissemination of epidemiological
data;
5) Guide Local Governments and other stakeholders on crop pests and diseases
surveillance and epidemiology;
6) Establish and operationalize collaborative mechanisms with research and other
organizations nationally, regionally and internationally on crop pests and disease
surveillance and epidemiology;
7) Provide support to service providers in the area of pest and disease surveillance
and epidemiology.
The structure of the department is presented in annex II.
3.5.4.3 Department of Crop Regulation and Certification
Background
Movement of plants and plant products in the international market place are governed
by sanitary and phytosanitary (SPS) measures of the World Trade Organisation (WTO)
and International Plant Protection Convention (IPPC) of the Food and Agriculture
Organization (FAO) of the United Nations to which GoU is a signatory. In conformity
with the conventions, GoU has put in place a Plant Protection Act of 2004, to regulate
the movement of plants and plant products into, within and outside the country.
In the recent past, incidences of new devastating exotic crop pests and diseases have
occurred in Uganda e.g. the Banana Bacterial Wilt which was estimated to have inflicted
economic losses of up to USD 6m by 2005, USD 30m by the Cassava Mosaic Disease and
Coffee Wilt Disease.
Uganda agricultural products have equally been rejected in foreign markets due to
detection of pests of quarantine importance in the importing countries e.g. simsim
(seasame seed) in the Egyptian market and pineapples in Italy in 2002.
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MAAIF Report on review of functions and structures, June 2010
Incidences of poor quality or fake seed have riddled the country, affecting the crop
productivity negatively. Uganda put in place a Seed and Plant Act 2006 to specifically
control the quality of seed and planting materials in conformity with International Seed
Testing Association (ISTA) requirements which GoU is a signatory to.
Equally, the control of Agricultural Chemicals Act 2005 was put in place to assure
quality of agricultural chemicals and their safe use. The Act was put in place in
conformity with the Stockholm Convention and Codex Allimenterius (Food Law or
Code and is a collection of internationally adopted food standards presented in a
uniform manner) requirements.
The Ministry has noted that if Uganda is indeed to benefit from both regional and
International markets, appropriate structures must be put in place to address the above
requirements.
It is against this background that the Certification and Regulation division in the
Department of Crop Protection is being upgraded to a Department to address these
concerns.
Objective
Support crop inspection and certification in conformity with national and international
phytosanitary, seed/planting materials and agrochemicals control requirements; for
improved food security and household income.
Key Functions
1) Formulate, review, and implement policies, legislation, regulations, standards,
strategies and plans for inspection and certification of plants/plant products, seeds
and agrochemicals;
2) Enforce legislation, regulations and standards on plants/plant products
(phytosanitary), seeds and agrochemicals;
3) Create awareness on phytosanitary, seeds & agrochemicals legislation & regulations;
4) Establish, maintain and operationalize plant quarantine facilities, seed and
agrochemical analytical laboratories;
5) Establish and operationalize collaborative mechanisms with national and
international organizations on technology generation, standard setting, regulation
and certification of phytosanitary, seeds and agrochemicals;
6) Build capacity of service providers/inspectors on phytosanitary, seeds and
agrochemicals inspection and certification;
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MAAIF Report on review of functions and structures, June 2010
7) Conduct registration and certification of seeds, plant and plant products and
agrochemicals;
8) Establish and maintain database on regulation and certification of seeds,
Phytosanitary and agrochemicals;
9) Train and gazette Agriculture Inspectors.
Key Outputs
1) Policies, legislation, regulations, standards, strategies and plans for inspection and
certification of plants and plant products, seeds and agrochemicals formulated,
reviewed and implemented;
2) Legislation, regulations and standards on plants/plant products (phytosanitary),
seeds and agrochemicals enforced;
3) Awareness on phytosanitary, seeds & agrochemicals legislation & regulations
created;
4) Plant quarantine facilities, seed and agrochemical analytical laboratories establish,
maintained and operationalized;
5) Collaborative mechanisms with national and international organizations on
technology generation, standard setting, regulation and certification of
phytosanitary, seeds and agrochemicals established and operationalized;
6) Capacity of service providers/inspectors on phytosanitary, seeds and agrochemicals
inspection and certification built;
7) Registration and certification of seeds, plant and plant products and agrochemicals
conducted;
8) Database on regulation and certification of seeds, Phytosanitary and agrochemicals
established, operationalized and maintained;
9) Agriculture Inspectors trained and gazetted.
The department headed by a Commissioner will have the following three divisions each
headed by an Assistant Commissioner:1) Seed Inspection and Certification division;
2) Phytosanitary and Quarantine division;
3) Agrochemicals Control division.
Seed Inspection and Certification Division
Key Functions
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MAAIF Report on review of functions and structures, June 2010
1) Formulate, review and implement seed policies, legislation, regulations, standards,
plans and strategies;
2) Enforce legislation, regulations and standards on seeds;
3) Create awareness on seeds legislation and regulations;
4) Establish and maintain seed analytical laboratories;
5) Establish and operationalize collaborative mechanisms with national, regional and
international organizations on technology generation, standard setting, regulation
and certification of seed;
6) Build capacity of service providers and inspectors on seed;
7) Conduct registration and certification of seed;
8) Establish and maintain database on regulation and certification of seed;
9) Train and gazette Agriculture Inspectors.
Phytosanitary and Quarantine Division
Key Functions
1) Formulate review, and implement phytosanitary policies, legislation, regulations,
standards, strategies and plans;
2) Enforce legislation, regulations and standards on phytosanitary;
3) Create awareness on phytosanitary legislation and regulations;
4) Establish and maintain plant quarantine facilities and laboratories;
5) Establish and operationalize collaborative mechanisms with national and
international organizations on technology generation, standard setting, regulation
and certification of phytosanitary;
6) Build capacity of service providers/inspectors on phytosanitary inspection and
certification;
7) Establish, operationalize and maintain database on regulation and certification of,
phytosanitary;
8) Train and gazette Agriculture Inspectors;
9) Conduct Pest Risk Analysis (PRA).
Agrochemical Control Division
Key Functions
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MAAIF Report on review of functions and structures, June 2010
1) Formulate, review and implement policies, legislation, regulations, standards,
strategies and plans for inspection and certification of agrochemicals;
2) Enforce legislation, regulations and standards on agrochemicals;
3) Create awareness on agrochemicals legislation and regulations;
4) Establish, operationalize and maintain agrochemical analytical laboratories;
5) Establish and operationalize collaborative mechanisms with national and
international organizations on technology generation, standard setting, regulation
and certification of agrochemicals;
6) Build capacity of service providers and inspectors on agrochemicals;
7) Conduct registration and certification of agrochemicals;
8) Establish and maintain database on regulation and certification of agrochemicals;
9) Train and gazette Agrochemical Inspectors.
The structure of the department is presented in annex II.
3.5.5 Directorate of Fisheries Resources
Background
Over the last decade, the fisheries sub sector has gained increased importance especially
with regard to its contribution to the national economy. Annual fish catch has increased
from 230,000 MT to more than 400,000 MT in 2007 registering growth of almost 50% in
terms of volume and USD 145m as foreign exchange earnings. In addition, regional and
cross border fish trade has also increased significantly and currently contributes on
average USD 80m to fish export earnings.
The fisheries sub sector currently employs up to 230,000 fisher folk and another 700,000
persons in related fisheries activities. The sub sector supports over 2,800,000 persons as
primary source of their livelihoods. The fish greatly contributes to household nutrition
and general health through the additional provision of protein.
Justification for a Directorate
Currently, the responsibility for the management, development and protection of
Fisheries Resources is being managed under the Directorate of Animal Resources. The
Directorate not only handles Animal production, marketing and health but just like the
Crop Resources Directorate, it also has affiliated agencies with delegated
responsibilities which compliment and reinforce the management of their core
functions. While the current Animal Directorate arrangement comparatively provides
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for an optimal institutional arrangement for management and development of livestock
resources, MAAF has recognized that this arrangement is not adequate for effective and
efficient development, management and protection of the renewable fisheries resources.
This recognition stems from the following significant challenges and opportunities in
the fisheries sub sector.
I.
Sustainable Exploitation: While the demand for fish for local, regional and
international markets has increased tremendously, the supply to meet this demand
has continued to dwindle because fish stocks are only self-renewing if the rate at
which they are exploited does not exceed the rate at which they can reproduce and
grow to maintain a viable population. This self renewing has been largely affected
by heightened levels of fishing malpractices and illicit trade in immature fish;
intricate and expanded informal nature of regional fish trade; depleted and near
collapsed natural fish stocks in water bodies; and the common property nature and
non rights based access to fisheries resources.
II.
Uganda’s proportion of shared major water bodies in the region makes the country a
key player in the development, management and protection of the fisheries
resources. However, this key role and responsibility is not adequately reflected in
the institutional arrangements of fisheries sub sector when compared with those of
other East African states, mainly Kenya and Tanzania. For example, Kenya has a
Ministry of Fisheries Development with 4 directorates including one for
aquaculture. In Tanzania, the fisheries subsector is managed under public
management agencies with 3 directorates, one for natural stocks or capture fisheries,
the other for fisheries research, and another for aquaculture. The Ugandan
arrangement has been a disadvantage to the fisheries sub sector because it greatly
limits effective coordination, articulation of issues and representation of
management and control of fisheries resources and trade in the region.
III.
The FAO Code of Conduct for Responsible Fisheries (1995) recognises the fisheries
subsector challenges and particularly the constraints faced by developing countries,
and offer the following guidance on priorities and key needs that must be addressed
to safeguard the future:1) A competent body or entity to take overall responsibility for, and oversight of,
the resources at a national level and to ensure compliance with international
obligations;
2) An appropriate policy, legislative and institutional environment to support
resource management;
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MAAIF Report on review of functions and structures, June 2010
3) A competent authority to ensure post-harvest quality;
4) The capacity and mechanisms to ensure implementation of policy and law
aimed at wise use of resource;
5) The capacity to generate the information necessary for the development of
sound policies, laws, regulations;
6) Clear long-term management plans and the financial, institutional and human
resources to implement those plans on a consistent basis.
In view of the challenges and opportunities of the Fisheries sub sector and considering
the priorities and key needs as stipulated in the FAO Code for Responsible Fisheries
(1995), MAAIF has noted that appropriate structures must be put in place to address the
above requirements.
It is against this background that the department of Fisheries Resources is being
upgraded to a Directorate for Fisheries Resources.
Objectives
Support sustainable, market oriented fish production, management, development,
control quality and safety of fisheries products; for improved food security and
household income.
Key Functions
1) Provide technical guidance for formulation, review and implementation of policies,
legislation, standards, plans and strategies in the areas of fisheries production, fish
capture, regulation and control;
2) Monitor, inspect, evaluate and harmonize national programs and projects in the sub
sector;
3) Advocate for and mobilize resources for the sub sector;
4) Build human and institutional capacity for delivery of services in the sub sector;
5) Develop and promote collaborative mechanisms with national, regional and
international institutions and organisations on issues pertaining to the sub sector
including management of trans boundary resources;
6) Provide guidance on the generation, dissemination and application of appropriate
technologies and the provision of advisory services for the development of value
chains in the sub sector.
Key outputs
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MAAIF Report on review of functions and structures, June 2010
1) Technical guidance for formulation, review and implementation of policies,
legislation, standards, plans and strategies in the areas of fisheries production, fish
capture, regulation and control provided;
2) National programs and projects in the sub sector monitored, inspected, evaluated
and harmonized;
3) Resources for the sub sector advocated for and mobilized;
4) Human and institutional capacity for delivery of services in the sub sector built;
5) Collaborative mechanisms with national, regional and international institutions and
organisations on issues pertaining to the sub sector including management of trans
boundary resources developed and promoted;
6) Guidance on the generation, dissemination and application of appropriate
technologies and the provision of advisory services for the development of value
chains in the sub sector provided.
The organogram of the Directorate of Fisheries Resources is presented in annex II.
The Directorate will be composed of three departments as follows:1) Aquaculture Management and Development Department;
2) Fisheries Resource Management and Development (Natural Stocks) Department;
3) Fisheries Control, Regulation and Quality Assurance Department.
3.5.5.1 Department of Aquaculture Management and Development
Key Objectives
Support sustainable, market oriented fish production and value addition; for improved
food security and household income.
Key Functions
1) Formulate, review, and implement policies, legislation, standards, plans and
strategies on fish production and value addition;
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MAAIF Report on review of functions and structures, June 2010
2) Provide guidance on the transfer of improved and appropriate fish production
technologies to service providers, processors, traders and consumers;
3) Establish and operationalize collaborative frameworks with national, regional and
international fisheries research institutions and organizations to ensure sustainable
development of the sub sector;
4) Provide quality assurance on advisory services relating to fish production;
5) Build capacity of service providers on fish production;
6) Provide guidance and promote the use of improved fish fry and fisheries stocking
materials and sustainable natural resources management;
7) Conduct fisheries surveillance (fish aquaculture) in the country for the development
of the fisheries industry.
Key Outputs
1) Policies, legislation, standards, plans and strategies on fish production and value
addition formulated, reviewed, and implemented;
2) Transfer of improved and appropriate fish production technologies to service
providers, processors, traders and consumers provided;
3) Collaborative frameworks with national, regional and international fisheries
research institutions and organizations to ensure sustainable development of the
sub sector established and operationalized;
4) Quality assurance on advisory services relating to fish production provided;
5) Capacity of service providers on fish production built;
6) Guidance on and promotion of the use of improved fish fry and fisheries stocking
materials and sustainable natural resources management provided;
7) Fisheries surveillance (fish aquaculture) in the country for the development of the
fisheries industry conducted.
The department headed by a Commissioner will have the following two divisions each
headed by an Assistant Commissioner:1) Aquaculture Management division;
2) Aquaculture Development division.
Aquaculture Management Division
Key Functions
1) Formulate, review, and implement policies, legislation, standards, plans and
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MAAIF Report on review of functions and structures, June 2010
2)
3)
4)
5)
6)
strategies for seed and feed development;
Guide on the transfer of improved and appropriate seed and feed development
technologies to service providers;
Establish and operationalize collaborative mechanisms with national, regional and
international fisheries research, institutions and organizations for sustainable
management of aquaculture;
Provide quality assurance on advisory services on seed and feed development;
Build capacity of service providers on seed and feed development;
Provide and support sustainable production of cultured fish species and fisheries
stocking materials.
Aquaculture Development Division
Key Functions
1) Formulate, review, and implement policies, legislation, standards, strategies and
plans on land and water culture systems ;
2) Guide on the transfer of improved and appropriate land and water culture systems
technologies to service providers;
3) Establish and operationalize collaborative mechanisms with national, regional and
international fisheries research, institutions and organizations for sustainable
development of land and water culture systems;
4) Provide quality assurance on advisory services for land and water culture systems;
5) Build capacity of service providers on land and water culture systems.
The structure of the department is presented in annex II.
3.5.5.2 Department of Fisheries Resource Management and Development (Natural stocks)
Objective
Support sustainable exploitation of natural fisheries resources for fish and fish
products.
Key Functions
1) Formulate review, and implement policies, legislation, standards, plans and
strategies for sustainable exploitation of natural fisheries resources;
2) Monitor and evaluate production and productivity of the natural fisheries
resources;
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MAAIF Report on review of functions and structures, June 2010
3) Restock lakes and rivers with appropriate fish species and breeds.
4) Provide guidance to Beach Management Units (BMU) on monitoring control and
surveillance activities;
5) Provide guidance on the use of appropriate fish harvesting technologies and gears;
6) Conduct periodic catch assessment and frame surveys and on trade in natural fish
resources;
7) Establish, operationalize and maintain an up to date national database on the
natural fisheries;
8) Control aquatic weeds;
9) Establish and operationalize collaborative mechanisms with national, regional and
international fisheries research, institutions and organizations for sustainable
development of the fisheries sub sector;
10) Provide quality assurance on advisory services for land and water culture systems;
11) Build capacity at all levels for fisheries management and development;
12) Establish and operationalize collaborative mechanisms with neighboring countries
with regard to management of trans -boundary fisheries resources;
13) Identify and provide guidance on management of fish breeding and nursery areas.
Key Outputs
1) Policies, legislation, standards, plans and strategies for sustainable exploitation of
natural fisheries resources formulated, reviewed, and implemented;
2) Production and productivity of the natural fisheries resources monitored and
evaluated;
3) Lakes and rivers restocked with appropriate fish species and breeds.
4) Guidance to Beach Management Units (BMU) on monitoring control and
surveillance activities provided;
5) Guidance on the use of appropriate fish harvesting technologies and gears
provided;
6) Periodic catch assessment and frame surveys and on trade in natural fish resources
conducted;
7) An up to date national database on the natural fisheries established, operationalized
and maintained;
8) Aquatic weeds controlled;
9) Collaborative mechanisms with national, regional and international fisheries
research, institutions and organizations for sustainable development of the fisheries
sub sector established and operationalized;
10) Quality assurance on advisory services for land and water culture systems
provided;
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MAAIF Report on review of functions and structures, June 2010
11) Capacity at all levels for fisheries management and development built;
12) Collaborative mechanisms with neighboring countries with regard to management
of trans -boundary fisheries resources established and operationalized;
13) Guidance on management of fish breeding and nursery areas provided.
The department headed by a Commissioner will have the following two divisions each
headed by an Assistant Commissioner:1) Resource Management Division;
2) Co- Management Division.
Resource Management Division
Key Functions
1) Formulate, review, and harmonize policies, legislation, standards, regulations,
plans and strategies for sustainable exploitation of natural fisheries resources;
2) Monitor productivity of the natural fisheries resources;
3) Restock lakes and rivers with appropriate fish species and breeds;
4) Guide on the use of appropriate fish harvesting technologies and gears;
5) Carry out periodic catch assessment, surveys, frame surveys and trade in natural
fish resources;
6) Establish, operationalize and maintain a national database on the natural fisheries;
7) Build capacity of MAAIF, Local Governments and other Stakeholders for
sustainable fisheries resource management and development;
8) Establish and operationalize collaborative mechanisms with national, regional and
international fisheries research, institutions and organizations for sustainable and
development;
9) Provide quality assurance on advisory services for sustainable fisheries resource
management and development;
10) Establish and operationalize collaborative mechanisms with neighboring countries
on management of trans -boundary fisheries resources;
11) Identify and guide the management of fish breeding and nursery areas.
Co- Management Division
Key Functions
1) Formulate, review, and harmonize policies, legislation, standards, regulations,
strategies and plans for involvement of fishing communities, fish transporters and
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MAAIF Report on review of functions and structures, June 2010
2)
3)
4)
5)
traders, fish processors and exporters and women artisans and traders, local market
vendors in effective co management of natural fisheries resources;
Guide and provide support to Beach Management Units (BMU) in monitoring and
surveillance activities;
Create awareness on appropriate fish harvesting technologies and gears;
Establish and operationalize collaborative mechanisms with national, regional and
international institutions and organizations on co management of fisheries
resources;
Build capacity of MAAIF, Local Governments and other stakeholders for effective
co-management of fisheries resources.
The structure of the department is presented in annex II.
3.5.5.3 Department of Fisheries Control, Regulation and Quality Assurance
Objective
To formulate, review and enforce fisheries legislation, regulations and standards for fish
production, capture fisheries and processing.
Key Functions
1) Formulate, review, and implement fisheries policies, legislation, standards
regulations, plans and strategies for the fisheries control, regulation and quality
assurance;
2) Develop and implement plans and strategies for enforcement of fisheries
legislation, regulations and standards including Monitoring Control and
Surveillance (MCS) activities;
3) Regulate and control all fishing activities on all public water bodies in the country;
4) License, issue permits and control all fishing vessels and gears in all public water
bodies including entry points;
5) Create awareness on fisheries legislation, regulations and standards;
6) Conduct risk analysis for import and export and internal fish and fisheries products
movements in the country;
7) Inspect and certify fish and fisheries products for exports, imports and for local
markets as well as vessels and vehicles used for transportation of fish and fisheries
products;
8) Train and gazette Fish Inspectors;
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MAAIF Report on review of functions and structures, June 2010
9) Establish and operationalize collaborative mechanisms with national, regional and
international organisations on fisheries legislation and enforcement;
10) Establish, operationalize and maintain laboratories for conducting the testing of fish
and fishery products to support certification for quality and safety of fish and
fishery products for the export and local market.
Outputs
1) Fisheries policies, legislation, standards regulations, plans and strategies for the
fisheries control, regulation and quality assurance formulated, reviewed, and
implemented;
2) Plans and strategies for enforcement of fisheries legislation, regulations and
standards including Monitoring Control and Surveillance (MCS) activities
developed and implemented;
3) All fishing activities on all public water bodies in the country regulated and
controlled;
4) All fishing vessels and gears in all public water bodies including entry points
licensed, permitted and controlled;
5) Awareness on fisheries legislation, regulations and standards created;
6) Risk analysis for import and export and internal fish and fisheries products
movements in the country conducted;
7) Fish and fisheries products for exports, imports and for local markets as well as
vessels and vehicles used for transportation of fish and fisheries products inspected
and certified;
8) Fish Inspectors trained and gazetted;
9) Collaborative mechanisms with national, regional and international organisations
on fisheries legislation and enforcement established and operationalized;
10) Laboratories for conducting the testing of fish and fishery products to support
certification for quality and safety of fish and fishery products for the export and
local market established, operationalized and maintained.
The department headed by a Commissioner will have the following two divisions each
headed by an Assistant Commissioner:1) Fisheries Regulation and Control Division;
2) Fisheries Quality Assurance and Safety Division.
Fisheries Regulation and Control Division
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MAAIF Report on review of functions and structures, June 2010
Key Functions
1) Formulate review and implement fisheries policies, legislation, regulations
standards, plans and strategies;
2) Develop strategies and plans for enforcement of fisheries legislation, regulations
and standards;
3) Regulate fishing activities on public water bodies in the country;
4) License and issue permit for fishing vessels and gears in public water bodies
including entry points;
5) Conduct risk analysis for fish and fisheries products for imports, exports and
internal consumption;
6) Create awareness on fisheries legislation, regulations and standards;
7) Inspect and certify fish and fisheries products exports, import and for local markets
as well as vessels and vehicles used for transportation of fish and fisheries products;
8) Train and gazette Fisheries Inspectors;
9) Establish and operationalize collaborative mechanisms with national, regional and
international organisations on fisheries legislation and enforcement.
Fisheries Quality Assurance and Safety Division
Key Functions
1) Formulate review, and implement fisheries policies, legislation, regulations,
standards, plans and strategies;
2) Develop plans and strategies for enforcement of fisheries legislation, regulations
and standards on fish and fish product quality and safety;
3) Create awareness on fisheries legislation, regulations and standards on fish/fish
product quality and safety;
4) Conduct Health and Safety Plan (HASP) activities for fisheries imports and exports
and local markets;
5) Train and gazette Fisheries Analysts;
6) Establish and operationalize collaborative mechanisms with national, regional and
international organisations on fisheries quality assurance and safety;
7) Establish, operationalize, maintain and accredit laboratories for conducting the
testing of fish and fishery products to support certification for quality and safety of
fish and fishery products for the export and local market.
The structure of the department is presented in annex II.
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MAAIF Report on review of functions and structures, June 2010
3.5.6 Directorate of Agricultural Support Services
Background
Government of Uganda’s long term vision for economic and social transformation is set
out in the National Development Plan 2010/11 to 2014/15 and is translated into an
operational policy and plan for the agricultural sector through the National Agricultural
Policy which is currently being developed and the DSIP 2010/11 to 2014/15.
Government commitment under CAADP requires that the NDP and DSIP are fully
implemented to bring about the desired transformation of the agricultural sector. The
implication of this is that MAAIF needs to put in place a strong institutional
arrangement for efficient and effective delivery of services in the sector.
It is now recognized that the Policy and Planning functions in MAAIF must be urgently
strengthened so that they can: Improve the development and coordination of the sector policies, plans,
programmes and projects geared towards enhancing a conducive and enabling
environment necessary for the private sector to operate effectively;
 Clarify and improve the budgeting process so that MAAIF management can
make evidence-based claims for future resources;
 Continue to improve on the generation and provision of agricultural data and
information to enhance the capacity of the sector to take advantage of and
compete in the regional and global agricultural market;
 Improve on monitoring the implementation and impacts of public programmes
and projects to ensure value for money and enhanced attainment of sector
objectives.
Currently, the responsibility for the functions of coordination and harmonization of the
development and implementation of coherent agricultural sector investments is vested
in the Agricultural planning department. The department is also responsible for other
important functions of the Ministry which include planning for, monitoring and
evaluation of performance of the sector and agri-business. There are however, a number
of crosscutting functions highlighted below that complement the above functions whose
responsibilities lies with other department and units.
The lessons and experiences from implementation of the PEAP, PMA, formulation of
NDP and revision of the DSIP revealed that the current arrangements for delivering
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MAAIF Report on review of functions and structures, June 2010
these key cross cutting agricultural sector functions in various departments, units and
sections has not been effective and efficient. The analyses also revealed that the
fragmented institutional arrangements have to a great extent contributed to poor
agricultural sector growth and performance over the last decade.
In addition to challenges of weak institutional arrangement highlighted above, in 2007,
Cabinet also issued the following key directives that have implications on delivery of
agricultural services:I.
Consolidation of all agricultural related programmes into one major effort under
the PFA initiative under the Prime Minister’s Office. The cabinet has also given
responsibility for coordinating PFA functions, especially coordination of all PFA
logistics to MAAIF.
II.
Transfer of the WfAP function from the Ministry of Water and Environment
(MWE) back to MAAIF. Currently, the responsibility for the function of Water
for Agricultural Production (WfAP) lies with the Farm Development Department
under the Directorate of Crop Resources. The department is also responsible for
other infrastructure related functions that include agricultural engineering,
mechanization, soil and water management, farmland planning and farming
systems.
III.
Revitalization of the agricultural statistics system at national, district and sub
county level by MAAIF to meet the needs of different users. Currently, the
responsibility for implementing the agricultural statistics function lies with the
Agricultural Planning department. The department is also responsible for the
planning function which also embodies coordination of the annual budgeting
process in the sector, monitoring and evaluation of the performance of the sector
and agri-business related functions.
Analysis of the above revealed that most of these functions are of a cross cutting nature
because they all are very pertinent to and essential for the crop, animal and fisheries sub
sectors. However, it was noted that these functions have been scattered across
departments in the MAAIF structure. MAAIF analyzed the nature of these functions
and considered the profile, role, outputs and the structures of the current departments
(Farm Development and Agricultural Planning) in order to determine the most
appropriate level through which they can be executed.
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MAAIF Report on review of functions and structures, June 2010
Furthermore, responsibility for policy analysis as well as marketing (agribusiness,
primary processing and value addition) functions which are also cross cutting and
compliment those functions referred to earlier, lies with the Policy Analysis Unit, Crop
Production and Marketing department and the Animal Production and Marketing
department thereby compounding the challenge of fragmentation of the functions and
their execution.
After a careful consideration, MAAIF realized that enhancing agricultural sector growth
and performance and ensuring more effective and efficient implementation of all the
cross cutting functions, would necessitate a more rationalized and harmonized
structural arrangement. This would require merging some functions, elevating the
profiles of other functions and structures and transferring and placing them into one
home.
In keeping with the above, therefore, MAAIF has proposed the following:1. The Policy Analysis and Agriculture Planning functions whose responsibility has
hitherto existed under a separate unit and department respectively be merged
into a department for Agricultural Planning. It was the view of MAAIF that on
the basis of lessons and experienced learned over the last decade, the two
functions should not operate separately especially because the potential benefits
that accrue from a synergistic relationship are significant.
2. To operationalise the Water for Agriculture Production function as part of
MAAIF’s expanded mandate, it is proposed to establish a department for
Agriculture infrastructure and Water for Agriculture Production that will also
be responsible for agricultural engineering, mechanization, soil and water
management and farmland planning and farming systems.
3. To revitalize agriculture statistics, it has been found necessary to expand the
establishment to effectively execute the sector statistics function. Accordingly, a
new division of agricultural statistics has been created.
4. It is also proposed to establish a department of Agribusiness which will be
responsible for all the cross cutting functions related to agribusiness
development, primary processing and value addition. The new department of
agri-business will be central to the implementation of the DSIP programme 1,
Sub-programme 1.8 (accelerated production of selected strategic enterprises)
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MAAIF Report on review of functions and structures, June 2010
and will be responsible for the generation and analysis of the information
pertaining to agricultural markets, providing market intelligence and market
research.
It is against the above background that Farm Development and Agriculture Planning
departments, Marketing divisions (in the departments of Crop Production and
Marketing and Animal production and Marketing), Policy Analysis unit have been
reconfigured and strengthened to form a new Directorate called “Directorate of
Agricultural Support Services”.
Considering that the sector comprises three big sub sectors (Crop Resources, Fisheries
Resources and Animal Resources), Autonomous bodies and common support services,
MAAIF envisages that the creation of a Directorate of Agricultural Support Services
will:I.
II.
III.
IV.
Provide an arrangement for more effective harmonization and overall
coordination, development and implementation of coherent agricultural sector
investments including conducting annual sector reviews;
Enhance and strengthen the capacity of MAAIF to implement the CAADP
compact (DSIP) commitment;
Provide one stop centre for all cross-cutting and common functions and thereby
reduce fragmentation;
Enhance the profile to coordinate and manage affiliated agencies which are
headed by Directors.
The organogram of the Directorate of Agricultural Support Services is presented in
annex II.
The Directorate will be headed by a Director and will have three departments with ten
(10) technical divisions as follows:(i)
Department of Agricultural Planning:a. Policy Analysis Division;
b. Planning Division;
c. Monitoring and Evaluation Division;
d. Statistics Division.
(ii)
Department of Agribusiness:a. Agribusiness Division;
b. Value Addition Division.
(iii)
Agricultural Infrastructure and Water for Agricultural Production
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MAAIF Report on review of functions and structures, June 2010
a.
b.
c.
d.
Farmland Planning and Farming Systems Division;
Agricultural Engineering and Mechanization Division;
Soil and Water Conservation Division
Water for Agricultural Production Division.
The Directorate will have the following key objectives, functions and outputs spelt out
as follows:Key Objective
Provide support services that are common to the sector for effective and efficient service
delivery.
Key Functions
1) Formulate, review and operationalize policies, legislation, standards, plans and
strategies for the Agriculture sector;
2) Advocate for and mobilize resources for the sector;
3) Monitor and evaluate implementation and impact of policies, legislation, strategies,
plans, programmes, sector budget performance and projects;
4) Establish and operationalize collaborative mechanisms with national, regional and
international institutions and organisations on issues pertaining to the sector;
5) Develop and implement policy, legislation, regulations, standards, infrastructure
and systems for mapping, sustainable provision of water for irrigation, animals,
aquaculture and processing for improved productivity over the medium term;
6) Establish, operationalize and maintain a system and institutional framework for
agricultural data and information collection, analyses, storage and dissemination to
stakeholders including Uganda Bureau of Statistics (UBOS).
Key Outputs
1) Policies, legislation, standards, plans and strategies for the Agriculture sector
formulated, reviewed and operationalized;
2) Resources for the sector advocated for and mobilized;
3) Implementation and impact of policies, legislation, strategies, plans, programmes,
sector budget performance and projects monitored and evaluated;
4) Collaborative mechanisms with national, regional and international institutions and
organisations on issues pertaining to the sector established and operationalized;
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MAAIF Report on review of functions and structures, June 2010
5) Policies, legislation, regulations, standards, infrastructure and systems for mapping,
sustainable provision of water for irrigation, animals, aquaculture and processing
for improved productivity over the medium term developed and implemented;
6) A system and institutional framework for agricultural data and information
collection, analyses, storage and dissemination to stakeholders including Uganda
Bureau of statistics (UBOS) established, operationalized and maintained.
3.5.6.1Department of Agricultural Planning
Objective
Provide technical support to policy formulation, review and planning processes, design
and implementation of programs and projects to enable achievement of sector
objectives.
Key Functions
1) Guide the preparation and development of policies, legislation, regulations,
standards, plans, strategies, programmes and projects;
2) Monitor and evaluate implementation and impact of policies, legislation, strategies,
plans, programmes projects and sector budget performance;
3) Establish, operationalize and maintain a system and institutional framework for
agricultural data collection, analysis, storage and dissemination to stakeholders;
4) Provide technical advice on sector issues;
5) Analyse production and socio-economic conditions affecting on-farm and agroindustry operations;
6) Provide guidance on the preparation of the annual sector plans and Budget
Framework Papers (BFP);
7) Build the capacity of MAAIF, LGs and other stakeholders in the development of
plans and strategies.
8) Provide guidance on the preparation of the annual sector policy statements;
9) Establish and operationalise collaborative mechanisms with national, regional and
international institutions and organizations in agricultural policy, planning,
regulations and standards;
10) Harmonize agricultural sector policies, plans and strategies and with regional and
international policies, plans and strategies.
Key Outputs
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MAAIF Report on review of functions and structures, June 2010
1) Preparation and development of policies, legislation, regulations, standards, plans,
strategies, programmes and projects guided;
2) Implementation and impact of policies, legislation, strategies, plans, programmes
projects and sector budget performance monitored and evaluated;
3) A system and institutional framework for agricultural data collection, analysis,
storage and dissemination to stakeholders established, operationalized and
maintained;
4) Technical advice on sector issues provided;
5) Production and socio-economic conditions affecting on-farm and agro- industry
operations analysed;
6) Guidance on preparation of the Annual Sector Plans and Budget Framework Papers
(BFP) provided;
7) Capacity of MAAIF, LGs and other stakeholders in the development of plans and
strategies built;
8) Guidance on preparation of the annual sector policy statements provided;
9) Collaborative mechanisms with national, regional and international institutions and
organizations in agricultural policy, planning, regulations and standards
established and operationalised;
10) Agricultural sector policies, plans and strategies harmonized with regional and
international policies, plans and strategies.
The department will be headed by a Commissioner with four divisions headed by
Assistant Commissioners namely:(i)
(ii)
(iii)
(iv)
Monitoring and & Evaluation (M&E) Division,
Planning Division;
Policy Analysis Division;
Statistics Division.
Policy Analysis Division
Key Functions
1) Guide the preparation and development of policies;
2) Analyse production and socio-economic conditions affecting on-farm and agroindustry operations;
3) Guide the preparation of in house MAAIF policy documents including draft Cabinet
memorandum and the annual sector policy statements;
4) Establish and operationalize collaborative mechanisms with national, regional and
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MAAIF Report on review of functions and structures, June 2010
international institutions organizations on agricultural policy;
5) Harmonize agricultural sector policies and strategies and with regional and
international policies and strategies;
6) Build the capacity of MAAIF, LGs and other stakeholders in agricultural policy
formulation.
Planning Division
Key Functions
1) Guide preparation and development of plans, strategies, programmes and projects;
2) Guide the preparation of the annual sector plans and Budget Framework Paper
(BFP);
3) Establish and operationalize collaborative mechanisms with national, regional and
international institutions and organizations in agricultural planning and standards;
4) Harmonize agricultural sector plans and strategies and with regional and
international plans and strategies;
5) Build the capacity of MAAIF, LGs and other stakeholders in development of plans
and strategies.
Monitoring and Evaluation Division
Key Functions
1) Establish, operationalize and maintain a system and institutional framework for
monitoring and evaluating agricultural policies, strategies, plans, programmes,
sector budget performance and projects;
2) Monitor and evaluate implementation and impact of policies, plans, strategies,
programmes, projects and sector budget performance;
3) Build the capacity of MAAIF, LGs and other stakeholders in monitoring and
evaluating agriculture policies, strategies, projects, programmes;
4) Establish and operationalise collaborative mechanisms with national, regional and
international institutions and organizations on monitoring and evaluating systems;
5) Harmonize national monitoring and evaluating systems.
Statistics Division
Key Functions
1) Establish, operationalize and maintain a system and institutional framework for
agricultural data collection, analysis, storage and dissemination to stakeholders;
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2) Build the capacity of MAAIF, LGs and other stakeholders in developing and
maintain systems for collection, analysis, storage and dissemination of agricultural
data;
3) Establish and operationalise collaborative mechanisms with national, regional and
international organizations on systems for collection, analyses, storage and
dissemination of data;
4) Harmonize systems for the collection, analyses, storage and dissemination of
agricultural data nationally, regionally and internationally;
3.5.6.2 Department of Agribusiness
Objective
Support agribusiness development and management in the agricultural sector.
Key Functions
1) Formulate, review and implement policies, legislation, standards, plans, designs,
strategies and regulations for agribusiness development;
2) Provide technical advice on agribusiness in the sector;
3) Generate, analyse and disseminate information on agribusiness in the sector;
4) Build the capacity of MAAIF, LGs and other stakeholders in the development of
agribusiness in the agricultural sector;
5) Establish and operationalize collaborative mechanisms with national, regional and
international organizations in agribusiness;
6) Formulate, review and implement plans and strategies for commodity value chain
analysis;
7) Establish and operationalize commodity stakeholder platforms and frameworks to
manage implementation of commodity value chain analysis recommendations.
Key Outputs
1) Policies, legislation, standards, regulations, plans and strategies for agribusiness
development formulated, reviewed and implemented;
2) Technical advice on agribusiness in the sector provided;
3) Information on agribusiness in the sector generated, analysed and disseminated;
4) Capacity of MAAIF, LGs and other stakeholders in the development of agribusiness
in the agricultural sector built;
5) Collaborative mechanisms with national, regional and international institutions and
organizations in agribusiness established and operationalized;
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6) Plans and strategies for commodity value chain analysis formulated, reviewed and
implemented;
7) Commodity stakeholder platforms and frameworks to manage implementation of
commodity value chain analysis recommendations or outputs established and
operationalized.
The department will be headed by a Commissioner with two divisions headed by
Assistant Commissioners namely:(i)
Agribusiness Division;
(ii)
Primary processing & Value Addition Division.
Agribusiness Division
Key Functions
1) Formulate and implement agribusiness policies, legislation, regulations, standards,
plans, strategies, programmes and projects;
2) Provide technical advice on agribusiness;
3) Generate, analyse and disseminate information on production and socio-economic
conditions affecting on-farm and agro- industry operations;
4) Formulate and implement plans and strategies for building the capacity of MAAIF,
LGs and other stakeholders in the development of agribusiness in the agricultural
sector;
5) Formulate and implement plans and strategies for commodity value chain analysis;
6) Establish and operationalise collaborative mechanisms with national, regional and
international institutions and organizations in agribusiness.
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Primary Processing and Value Addition Division
Key Functions
1) Formulate and implement value addition and primary processing policies,
legislation regulations, standards, plans, strategies, programmes and projects;
2) Provide technical advice on value addition and primary processing;
3) Generate, analyse and disseminate information on production and socio-economic
conditions affecting on-farm primary processing and value addition;
4) Formulate and implement plans and strategies for building the capacity of MAAIF,
LGs and other stakeholders in the development of marketing in the agricultural
sector;
5) Establish and operationalize collaborative mechanisms with national, regional and
international institutions and organizations in value addition and primary
processing;
6) Formulate and implement plans and strategies for commodity value chain analysis;
7) Establish and operationalize commodity stakeholder platforms and frameworks to
manage implementation of commodity value chain analysis recommendations or
outputs.
The structure of the department is presented in annex II.
3.5.6.3 Department of Agricultural Infrastructure and Water for Agricultural Production.
Key Objective
Support the development of agricultural infrastructure, water for agricultural
production and mechanisation to enable achievement of sector objectives.
Key Functions
1) Formulate, review, and implement policies, legislation, regulations, standards,
designs, plans and strategies, for agricultural infrastructure and water for
agricultural production and mechanisation;
2) Provide water for animals, crops and fisheries production and development;
3) Compile, analyze, maintain and disseminate data on soils, water, wetlands, semi
arid areas and rangelands for sustainable animal, crop and fish production;
4) Enforce legislation, regulations and standards of soil fertility management,
irrigation, aquaculture, soil and water conservation, agricultural engineering,
mechanization and farming systems for the development of agriculture;
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5) Provide equipment and technical guidance for physical farm planning,
topographical, vegetation and soil surveys, classification and mapping;
6) Provide technical support and guidance to local governments, NGOs and other
stakeholders in management of infrastructure, water for agricultural production
and mechanization;
7) Establish and operationalize collaborative mechanisms with research and extension
services institutions for the development, uptake and application of appropriate
technologies;
8) Build capacity of MAAIF, Local Governments and other stakeholders in
management of systems and infrastructure, water for agricultural production and
mechanization;
9) Establish and operationalize collaborative mechanisms at national, regional and
international levels for the management of systems and infrastructure for
production, water for agricultural production and mechanization.
Key Outputs
1) Policies, legislation, regulations, standards, designs, plans and strategies, for
agricultural infrastructure and water for agricultural production and mechanisation
formulated, reviewed, and implemented;
2) Water for animals, crops and fisheries production and development provided;
3) Data on soils, water, wetlands, semi arid areas and rangelands for sustainable
animal, crop and fish production Compiled, analyzed, maintained and
disseminated;
4) Legislation, regulations and standards of soil fertility management, irrigation,
aquaculture, soil and water conservation, agricultural engineering, mechanization
and farming systems for the development of agriculture enforced;
5) Equipment and technical guidance for physical farm planning, topographical,
vegetation and soil surveys, classification and mapping provided;
6) Technical support and guidance to local governments, NGOs and other
stakeholders in management of infrastructure, water for agricultural production
and mechanization provided;
7) Collaborative mechanisms with research and extension services for the
development, uptake and application of appropriate technologies established and
operationalized;
8) Capacity of MAAIF, Local Governments and other stakeholders in management of
systems and infrastructure, water for agricultural production and mechanization
built;
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9) Collaborative mechanisms at national, regional and international levels for the
management of systems and infrastructure for production, water for agricultural
production and mechanization established and operationalized.
The Department will be supported by three Assistant Commissioners as heads of the
following divisions:a. Farmland Planning and Farming Systems division;
b. Agricultural Engineering and Mechanization division:
c. Soil and Water Conservation Division
d. Water for Agricultural Production division.
The key functions for each division are spelt out in the following sections:Agricultural Engineering and Mechanization Division
Key Functions
1) Formulate, review and implement policies, legislation, plans, strategies, regulations
standards and designs for agricultural infrastructure, engineering and
mechanization;
2) Enforce legislation, regulations and standards of agricultural engineering,
mechanization for the development of agriculture;
3) Provide technical support and guidance to local governments, NGOs and other
stakeholders in agricultural engineering and mechanization;
4) Establish and operationalise collaborative mechanisms with research and extension
services institutions on the development, uptake and application of agricultural
engineering and mechanization technologies;
5) Build capacity of MAAIF, Local Governments and other stakeholders in agricultural
engineering and mechanization;
6) Establish and operationalise collaborative mechanisms with national, regional and
international institutions on agricultural engineering and mechanization.
Farmland Planning and Farming Systems Division
Key Functions
1) Formulate, review and implement policies, legislation, regulations, standards, plans,
strategies and designs for systems and infrastructure for farmland planning, farming
systems and soil and water conservation;
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2) Enforce legislation, regulations and standards of soil fertility management and
farming systems for the development of agriculture;
3) Provide equipment and technical guidance for physical farmland planning,
topographical, vegetation and soil surveys, classification and mapping;
4) Provide technical support and guidance to local governments, NGOs and other
stakeholders on farming systems, farmland planning and farming systems;
5) Establish and operationalise collaborative mechanisms with research, extension
services, national, regional and international institutions and organizations in the
development, uptake and application of systems and infrastructure for farm
planning, soil and water conservation technologies;
6) Build capacity of MAAIF, Local Governments and other stakeholders in farming
systems, farmland planning and soil and water conservation.
Soil and Water Conservation Division
Key Functions
1) Formulate, review and implement policies, legislation, regulations, standards, plans,
strategies and designs on soil and water conservation;
2) Support the implementation of policies, legislation, regulations, standards, plans,
strategies and designs on soil and water conservation;
3) Support the implementation of policies, legislation, regulations, standards, plans,
strategies and designs of infrastructure for soil fertility management, soil and water
conservation for the development of agriculture;
4) Compile, analyze, maintain and disseminate data on soil and water conservation;
5) Establish and operationalise collaborative mechanisms with research, extension
services, national, regional and international organizations in the development of
best soil and water conservation practices;
6) Build capacity of MAAIF, Local Governments and other stakeholders on soil and
water conservation.
Water for Agricultural Production Division
Key Functions
1) Formulate, review and implement policies, legislation, regulations, standards, plans,
strategies and designs on water for agricultural production;
2) Provide water for animal, crop and fisheries production and development;
3) Compile, analyze, maintain and disseminate data on water for agricultural
production;
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4) Enforce legislation, regulations and standards on water for agricultural production;
5) Establish and operationalise collaborative mechanisms with research, extension
services, national, regional and international institutions and organizations in the
development of water for agricultural production;
6) Build capacity of MAAIF, Local Governments and other stakeholders on water for
agricultural production.
The structure of the department is presented in annex II.
3.5.8 Department of Finance and Administration
The Finance and Administration department has been reconfigured by merging the
Personnel section with the Human Resource Development function to form a Human
Resource Management/Development division. The HRM/D division establishment has
been strengthened by increasing the number of personnel officers to two. The increase
in establishment is to enable the structure to respond to implementation of the DSIP
institutional strengthening and reform interventions which include the management of
31 projects, 9 semi-autonomous agencies, agricultural training institutions, LG
production and marketing departments and agricultural schemes.
In addition, the Agriculture Resource Center has been upgraded from a stand-alone
unit to an Information and Communication Management division and integrated
within the department of Finance and Administration. This is to address development
and implementation of the DSIP communication strategy which is key to information
flow within the sector, enhancing the sector image and coordination as well as
information, communication and technology (ICT) issues including documentation
(library and mass media capture) aspects.
In conformity to the review conducted by MoFPED in 2007, the Accounts section has
also been elevated to division level. The establishment of the division has been adopted
by the Ministry and will cater for all the requirements including the projects.
Key Objective
Provide financial, administrative, human resource management, development,
information and communication systems and services to enable achievement of sector
objectives.
Key Functions
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1) Formulate review, and implement policies, legislation, regulations, standards, plans
and strategies for the Agricultural Sector;
2) Prepare the Ministry’s recurrent and development budgets;
3) Manage the Ministry’s finances;
4) Prepare and submit financial reports to relevant authorities;
5) Account for all MAAIF resources;
6) Provide and maintain office accommodation, facilities and other necessities
including logistics and motor vehicles;
7) Advise PS and Top Managers on administrative, financial and personnel matters;
8) Design and implement sustainable capacity building programmes for stakeholders
in the agricultural sector;
9) Develop and implement appropriate information and communication systems and strategies
for the sector
10) Interpret and disseminate regulations concerning finance, administration and
personnel;
11) Establish, operationalize and maintain systems for knowledge management and
communication;
12) Manage the national referral library and documentation centre.
13) Maintain up to date personnel and other records;
14) Manage public relations for the Ministry;
15) Mobilize resources for the sector.
16) Provide public relations for the Ministry.
Key Outputs
1) Policies, legislation, regulations, standards, plans and strategies for the Agricultural
Sector formulated reviewed and implemented;
2) Ministry’s recurrent and development budgets prepared;
3) Ministry’s finances managed;
4) Financial reports to relevant authorities prepared and submitted;
5) All MAAIF resources accounted for;
6) Office accommodation, facilities and other necessities including logistics and motor
vehicles provided and maintained;
7) PS and Top Managers advised on administrative, financial and personnel matters;
8) Capacity building programmes for stakeholders in the agricultural sector designed
and implemented;
9) Appropriate information and communication systems and strategies for the sector
developed and implemented;
10) Regulations on finance, administration and personnel interpreted and disseminated;
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11) Systems for knowledge management and communication
operationalized and maintained;
12) The national referral library and documentation centre managed;
13) Up to date personnel and other records maintained;
14) Public relations for the Ministry managed;
15) Resources for the sector mobilized.
16) Public relations for the Ministry Provide.
established,
The department will be headed by an Under Secretary with three divisions headed by
Assistant Commissioners namely; Human Resource Management/Development;
Accounts; Communication and Information Management and a section of
Administration headed by a Principal Assistant Secretary.
Human Resource Management/Development Division
Key Functions
1) Formulate, review and implement HRM/D Policies, standards, plans and strategies
for the Agricultural Sector;
2) Facilitate recruitment and deployment of project staff;
3) Administer welfare, remuneration and benefits of staff;
4) Provide guidance to technical departments on implementing human resource
development and management activities for staff;
5) Coordinate assessment of Human Resource Development needs for the agricultural
sector;
6) Organize
training
and
other
human
resource
development
programmes/interventions for agricultural sector personnel and other stakeholders
(including local governments) as may be required in conjunction with the technical
departments of the Ministry;
7) Monitor, evaluate and inspect agricultural training and human resource
development interventions activities of the agricultural sector;
8) Provide guidance on the development and review of curricula for the agricultural
training colleges and other institutions offering agricultural education or training;
9) Provide guidance to PS and Top Managers on personnel matters;
10) Interpret and disseminate regulations concerning personnel including standing
orders and other staff regulations provided and issued by MoPS;
11) Facilitate and manage staff performance appraisal and results oriented management;
12) Maintain and periodically up to date personnel and other records.
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Accounts Division
Key Functions
1)
2)
3)
4)
5)
6)
7)
Support preparation of the Ministry’s recurrent and development budgets;
Manage the Ministry’s finances;
Prepare and submit financial reports to relevant authorities;
Account for MAAIF resources;
Advise PS and Top Managers on financial matters;
Interpret and disseminate regulations concerning finance;
Maintain up to date financial records.
Communication and Information Management Division
Key functions
1) Collect, process, store for easy retrieval and disseminate agricultural and related
information for immediate and future use;
2) Provide agriculture library services for national, regional and international
collection in both print and electronic forms;
3) Establish, manage and maintain MAAIF data base and information systems;
4) Provide information services (such as question and answer service, literature
searching, internet access, reference service, current awareness services,
documentary delivery);
5) Provide proper LAN connectivity for the Ministry;
6) Document agricultural information- products (such as bibliographies, directories,
news clips, bulletin, newsletters, farmer communication materials including posters,
brochures, tapes, manuals, leaflets and videos);
7) Coordinate agricultural information network within the Agricultural related
organizations and institutions whenever applicable;
8) Provide books and journals for the ministry;
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Administration Section
Key Functions
1) Formulate, review, and implement policies, legislation, regulations, standards,
plans and strategies for proper administration of the Agricultural Sector;
2) Guide the preparation of the Ministry’s recurrent and development budgets;
3) Manage the Ministry’s finances;
4) Account for all MAAIF resources;
5) Provide and maintain office accommodation, facilities and other necessities
including logistics and motor vehicles;
6) Provide advise to PS and Top Managers on administrative, financial and personnel
matters;
7) Interpret and disseminate regulations concerning finance, administration and
personnel;
8) Manage public relations for the sector;
9) Mobilize resources for the sector.
The structure of the department is presented in annex II.
3.5.9 Procurement and Disposal Unit
Background
The Procurement and Disposal of Public Assets Unit is established in all Ministries,
Departments and Agencies (MDA) under the provisions of the PPDPA Act 2004.
Objective
Streamline and implement effective and efficient public procurement and disposal of
public assets in MAAIF
Key Functions
1. Guide MAAIF on public procurement and disposal policies, principles and
practices;
2. Monitor and report on performance of public procurement and disposal in MAAIF
and advise on desirable changes;
3. Build the capacity of MAAIF staff on procurement and disposal;
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4. Prepare bidding documents, procedural forms and any other related documents for
procuring and disposing of public assets;
5. Maintain and archive records of the procurement and disposal process;
6. Organise the procurement and disposal activities of MAAIF.
Key Outputs
1. MAAIF guided on public procurement and disposal policies, principles and
practices;
2. Performance of public procurement and disposal in MAAIF and advise on desirable
changes monitored;
3. Capacity of MAAIF staff on procurement and disposal built;
4. Bidding documents, procedural forms and any other attendant documents for
procuring and disposing of public assets prepared;
5. Procurement and disposal process records maintained and archived;
6. Procurement and disposal activities of MAAIF organized;
The unit will be headed by an Assistant Commissioner reporting directly to the PS and
supported by two Senior Procurement Officers, three Procurement Officers and two
Assistant Procurement Officers. This proposal is provided by the MoFPED Review
Committee of 2008.
The structure of the unit is presented in annex II.
3.5.9 Internal Audit Unit
Background
In compliance with the provisions under Section 8 (3) of the Public Finance and
Accountability Act 2003, the Internal Audit function was decentralized to MDAs. Each
MDA will have an internal audit section and sector-based audit committees that will be
allocated a program and funding.
This is provided for in the communication from the PS/ST MoFPED to all Accounting
Officers/Line Ministries/Departments of reference TAD 137/153/02 of 28th February
2007.
Objectives
Provide independent, objective assurance and consulting services designed to add
value and improve Government operations on risk management, control and
governance processes.
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Key Functions
1. Guide MAAIF on compliance to financial regulations, legislations and internal
controls;
2. Review and report on systems for generating financial information and data, the
reliability and integrity of financial statements and other related accounting and
financial information;
3. Conduct systems audit to ascertain compliance to applicable legislations and
regulations and internal controls by MAAIF;
4. Conduct Value for Money audits on MAAIF expenditures;
5. Conduct risk management audits;
6. Conduct reviews on projects implemented by MAAIF;
7. Conduct reviews on resources acquisition, deployment, utilization, disposal and
safety of Government assets.
Key Outputs
1. MAAIF guided on compliance to financial regulations, legislations and internal
controls.
2. Systems for generating financial information and data, the reliability and integrity of
financial statements and other related accounting and financial information
reviewed;
3. Systems audit to ascertain compliance to applicable legislations and regulations and
internal controls by MAAIF conducted;
4. Value for Money audits on MAAIF expenditures conducted;
5. Risk management audits conducted;
6. Reviews on projects implemented by MAAIF conducted;
7. Reviews on resources acquisition, deployment, utilization, disposal and safety of
Government assets conducted.
The unit will be headed by a Principal Internal Auditor reporting directly to the PS and
supported by one Senior Internal Auditor and two Internal Auditors.
The structure of the unit is presented in annex II.
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4.0 PROPOSAL RESPONSIVENESS TO PREVAILING ENVIRONMENT AND ISSUES
In order to determine how the proposal has addressed the prevailing environment and
emerging concerns, each of the issues raised in the first chapters is assessed to
determine the degree to which the restructuring exercise has addressed it.
4.1 Presidential directives/Cabinet decisions
a. NAADS and LG Extension Staff
As per Presidential directive, all traditional extension staff at Sub County level will, in
the future, operate within the NAADS framework. NAADS together with MAAIF,
MoLG and MoPS are conducting discussions on modalities for how this is to happen.
Guidelines are to be developed and are expected to be disseminated. However it is
important to note that this document covers review of functions of MAAIF Headquarter
structures only and consequently does not address this issue.
b. Primary level processing
Primary level processing issues are very close to the production functions of the three
sub sectors and will therefore be handled by respective production related departments.
c. The Water for Agricultural Production function
The above function will be handled by a new department of Infrastructure and Water
for Agriculture Production in the new Directorate of Agricultural Support Services. The
department’s establishment has also been expanded albeit modestly to deal with the
function across the three sub sectors. The department will also be responsible for the
soil and water conservation function that also relate to water related issues in the sector.
d. The Pest, Disease, Vector control and Regulatory functions
This recalled function has been addressed for all the three sub sectors with a total of 105
additional personnel proposed to be recruited across the three subsectors and deployed
at zonal level. It is envisaged that human resources will be progressively increased once
the required infrastructure to facilitate effective execution of the function is put in place
during the lifetime of this and subsequent DSIPs.
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e. Revitalization of the Agriculture Statistics System
To strengthen agricultural statistics the proposal recommends recruitment of 13
personnel at zonal level, these will be responsible for the annual agricultural surveys
and will work with UBOS staff.
4.2 MAAIF and Sector related issues
a. Agricultural Sector Development Strategy and Investment Plan ( DSIP) for FY 2010/11 to
20014/15
It was indicated in chapter two of this document that the restructuring exercise would
need to address a number of issues to enable implementation of the DSIP. These are
highlighted and a statement in italics added to indicate how they have been addressed.
They included:i.
Strengthening the MAAIF policy and planning function including M&E
(agricultural statistics), budgeting especially considering the proposed sector
support modality;
The policy and planning functions have been merged into one department and the
establishment expanded to address agricultural statistics and supervisory capacity;
ii.
Strengthening of the pest, disease, vector control and regulatory function;
Departments have either been created or reconfigured to address issues related to regulation,
certification, inspection and enforcement or as the case may require with regard to the above
mentioned function. MAAIF is increasing its presence by proposing the recruitment of
numbers of senior level personnel for all the three subsectors to be deployed at zonal level;
iii.
Strengthening MAAIF promotion function and taking a more proactive and
assertive role in agriculture sector related matters including conveyance of a more
‘in charge’ image;
The revision of the functions addressed the issue of a positive MAAIF image which will
require aggressive public relations under the Finance and Administration department;
iv.
Strengthening the MAAIF institutional arrangement including the administrative
function;
The optimal institutional arrangement is the main objective of this exercise. However, the
administration function has been enhanced through reconfiguration of the support roles.
These include a merged personnel and staff development function; a higher profile for the
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MAAIF Report on review of functions and structures, June 2010
procurement and financial management function taking into consideration provisions of the
law and a reviewed and reintegrated communication and information management division
within the finance and administration department;
v.
Need for better coordination with MAAIF agencies and other institutions in sector;
The review of the strategic objectives and functions continually stressed the importance and
need for coordination although MAAIF recognizes that this may also require the
development of a holistic coordination framework or strategy that would nurture good
coordination practice.
vi.
Developing proactive responses to climate change issues;
The independent directorate of Agricultural Support Services will be tasked with ensuring
MAAIF consideration and incorporation of climate change and other cross cutting issues
during annual planning, budgeting and implementation processes.
vii.
Establishing mutually beneficial public private partnerships as well as encouraging
increased private sector involvement in the sector.
Each department has provided for functions that are aimed at promoting and strengthening
the public private partnership in delivery of their key outputs.
viii.
Mainstreaming Agricultural Training Institutions into MAAIF.
The Agricultural Training Institutions have been incorporated into the proposed structure
and functions for the Ministry. A master plan for the agricultural training institution has to
be developed and incorporated into the Institutional Development and Reform process.
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5.0 IMPLEMENTATION ACTION PLAN
5.1 Institutional Setup
To ensure successful implementation of the proposed structure, it will be necessary to
have an implementation framework that identifies key institutions, their roles and
responsibilities as well as key activities and sequencing. It is also necessary to remember
and consider lessons learned from failure to implement the 2002 structure. DSIP
implementation also needs to be a major consideration since implementation is
expected in the next FY 2010/2011.
Key institutions in implementation of the proposed structure are the Cabinet of
Uganda, MAAIF, MoPS, MoLG, MoFPED and the Public Service Commission (PSC).
The necessary actions that need to be undertaken by the various institutions to ensure
successful implementation of the structure are detailed in the following sections per
institution.
5.2 Actions by the Cabinet of Uganda
Cabinet will approve the new organization structure and establishment.
5.3 Actions by the Ministry of Agriculture, Animal Industries and Fisheries
MAAIF will prepare a draft report on restructuring and submit to MoPS seeking to
obtain approval for the various proposed reforms in the Ministry. Overall responsibility
for implementation of recommendations contained in this report will rest with the
Permanent Secretary.
The Ministry will set up a committee to implement the approved recommendations of
the report within the Ministry. The committee will be chaired by the Permanent
Secretary or nominated Officer appointed by that office.
MAAIF will immediately after gaining cabinet approval draw up actions plans which
are specific, realistic and achievable with clear time targets. Accompanying budgets to
support execution of the action plans will be drawn and incorporated in the sector and
National Budget Framework Papers (BFP). MAAIF will also organize appropriate fora
to facilitate team-building vertically and horizontally within the Ministry.
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MAAIF Report on review of functions and structures, June 2010
MAAIF will in collaboration with MoPS, MoLG and PSC, co-ordinate the recruitment of
staff to fill up recommended posts, and ensure that the right caliber of skilled personnel
are recruited. MAAIF and MoPS will determine the time frame during which staff to be
retrenched will be phased out.
The Ministry will establish and strengthen all the organisational units in MAAIF
responsible for execution of sector functions including enhancement of the capacity of
the Pest, Disease, Vector Control, Regulatory and Agriculture Statistics personnel in
Local Governments. These staff will work in collaboration with Local Government staff
while providing the requisite technical backup support. The capacity at MAAIF will be
strengthened and re-oriented to provide the required technical assistance to Local
Governments.
The Ministry will organize capacity building and staff development activities for skills
and knowledge enhancement in functional, generic and technical areas as well as for
career development. This capacity building will be delivered by identified competent
institutions and trainers. These programmes will aim at developing capacity of staff in
aspects of critical skills including policy formulation/analysis, work planning,
budgeting and development of performance standards, monitoring and evaluation,
among others. The reviewed Integrated Performance Management Programme
orientation covering ROM and OOB among others will provide the operating
framework for the restructured Ministry.
5.4 Actions by the Ministry of Public Service (MoPS)
The MoPS as prime mover of the reforms will dialogue with MAAIF, MoFPED, and
MoLG on matters of finalization of the review and restructuring report and
recommendations and will submit the agreed report to cabinet for discussion and
approval as per the restructuring guidelines.
MoPS will provide advice to and work closely with MAAIF during implementation of
the report recommendations. MoPS will also clear request from MAAIF to fill the
approved structure/establishment.
5.5 Actions by the Ministry of Finance, Planning and Economic Development (MoFPED)
The release of funding, as per approved budgets, is an important determinant in
achieving the objectives of restructuring of MAAIF within determined indicated
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MAAIF Report on review of functions and structures, June 2010
timeframes. MoFPED will provide a financial certificate to MAAIF and will
subsequently release resources against approved MAAIF budgets and work plans as
reflected in the sector BFPs and Ministry Policy Statements.
5.6 Actions by the Ministry of Local Government
MoLG is the Ministry responsible for coordination and supporting LGs so as to ensure
that they provide sustainable, efficient and effective services. With regard to the
agriculture sector, the Production department becomes a key entity for delivery of these
services.
MoLG will ensure continuous interaction with MAAIF and MoPS to ensure that the
Production department structures are put in place and establishment filled. MoLG will
also provide the necessary support to the department through requisite capacity
building programs. Most important will be the need to ensure that relationships
between the various personnel responsible for LG as well as Central Government
functions are adequately defined, understood and appreciated by all the stakeholders.
Lastly, LGs will ensure that District Service Commissions are equipped to efficiently
and effectively execute their functions.
5.7 Actions by the Public Service Commission (PSC)
The Public Service Commission will advertise all the posts which need to be filled, and
recruit and make appointments according to established procedures. Incumbents and
other officers in the Ministry, who meet the requirements in terms of qualifications and
experience, will be given first consideration in filling these positions.
5.8 Actions by the Head of Public Service
The Head of the Public Service will bear the overall responsibility for ensuring that all
reform measures recommended in this report are implemented by responsible persons
in the stipulated time frame.
5.9 Implementation Methodology
The implementation methodology should ensure commitment by all responsible
managers, and should be consistent with the application of the Integrated Personnel
Management Plan.
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6.0 EXISTING MACRO & MICRO STRUCTURES
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6.1 Ministry of Agriculture, Animal Industry and Fisheries Existing Macrostructure
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OFFICE OF THE MINISTER
Support Staff





Political Assistants
Principal Personal Secretary
Senior Personal Secretary
Office Attendant
Drivers
4
1
3
4
4
79
MAAIF Report on review of functions and structures, June 2010
OFFICE OF THE PERMANENT SECRETARY
Support Staff




Principal Personal Secretary
Stenosecretary
Office Attendant
Driver
1
1
1
1
80
MAAIF Report on review of functions and structures, June 2010
6.2 Directorate of Animal Resources
Support Staff
 Principal Personal Secretary
 Office Attendant
 Driver
1
1
1
81
MAAIF Report on review of functions and structures, June 2010
6.3 Department of Animal Production and Marketing
Support Staff
 Personal Secretary
 Stenosecretary
 Office Attendant
 Driver
1
4
3
4
82
MAAIF Report on review of functions and structures, June 2010
6.4 Department of Livestock Health and Entomology
Support Staff
 Personal Secretary
 Stenosecretary
 Pool Stenographer
 Office Attendant
 Drivers
1
4
2
3
4
83
MAAIF Report on review of functions and structures, June 2010
6.5 Department of Fisheries Resources
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
 Coxswain
 Handyman
1
3
1
2
3
4
4
84
MAAIF Report on review of functions and structures, June 2010
6.6 Directorate of Crop Resources
Support Staff
 Principal Personal Secretary
 Office Attendant
 Driver
1
1
1
85
MAAIF Report on review of functions and structures, June 2010
6.7 Department of Crop Production and Marketing
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
1
1
1
2
2
86
MAAIF Report on review of functions and structures, June 2010
6.8 Department of Crop Protection
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
 Greenhouse attendant
1
1
1
2
3
2
87
MAAIF Report on review of functions and structures, June 2010
6.9 Department of Farm Development
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
1
3
1
2
4
88
MAAIF Report on review of functions and structures, June 2010
6.10 Department of Agricultural Planning
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
1
3
1
3
4
89
MAAIF Report on review of functions and structures, June 2010
6.11 Department of Finance and Administration
Support Staff
 Personal Secretary
 Stenographer/Secretary
 Pool Stenographer
 Office Attendant
 Driver
 Pool Drivers
 Watchman
 Telephone Operator
5
4
4
8
8
10
4
1
90
MAAIF Report on review of functions and structures, June 2010
6.12 Policy Analysis Unit
Support Staff
 Stenographer
 Office Attendant
 Driver
1
1
1
91
MAAIF Report on review of functions and structures, June 2010
6.13 Agriculture Resource Center
Support Staff
 Driver
1
92
MAAIF Report on review of functions and structures, June 2010
6.14 Public Procurement and Disposal of Public Assets Unit
Support Staff
 Driver
1
93
MAAIF Report on review of functions and structures, June 2010
7.0 II CURRENT ESTABLISHMENT, ANALYSIS & COST
94
MAAIF Report on review of functions and structures, June 2010
Table 7.1 Summary Current Establishment
Approved
Position
Filled
Position
Vacant
Number
4
4
0
36,365,832.00
4
8
22
4
3
6
3
13
4
2
4
3
4
4
8
20
3
2
7
2
16
3
2
3
1
4
0
0
2
1
1
120,879,600.00
1
0
1
2
0
39,990,060.00
Office of Director Crop Resources
4
0
4
28,586,676.00
Office of the Commissioner Farm Development
8
9
8
9
3
4
4
7
5
5
4
2
34,125,144.00
8
53
12
10
7
8
2
6
32
2
7
6
5
0
2
23
10
3
2
3
2
4
3
1
DESIGNATION/TITLE CURRENT STRUCTURE
Office of Permanent Secretary
Administration
Secretarial
Office Supervisors
Human Resource Development
Personnel Selection
Records and Registry
Policy Analysis Unit
Accounts Section
Internal Audit
External Audit
Procurement Unit
Stores Unit
Resource Centre
Farm Development Division
Watershed Management Division
Agricultural Engineering Division
Office of Commissioner Crop Protection
Regulation & Certification Division
Diagnostic & Epidemiology Division
Seed Certification services Division
Production & Marketing Department
Production Marketing Division
Nutrition and Home Economics Division
Office of Director Animal Resources
Total Amount (UGX)
136,912,392.00
34,243,392.00
49,525,176.00
31,925,820.00
21,591,612.00
1
31,571,580.00
77,401,608.00
18,217,680.00
39,990,060.00
15,552,816.00
28,706,820.00
100,541,592.00
91,604,436.00
89,547,756.00
37,430,628.00
490,011,636.00
113,178,816.00
92,963,604.00
32,067,888.00
88,049,736.00
23,861,580.00
28,586,676.00
95
MAAIF Report on review of functions and structures, June 2010
Approved
Position
Filled
Position
Vacant
Number
8
9
5
7
3
5
7
4
7
3
3
2
1
0
0
33,544,656.00
9
15
9
6
6
12
4
5
2
2
5
1
35,021,424.00
9
13
33
5
11
24
4
2
10
0
4
9
1
4
1
1
5
43,201,788.00
Agribusiness Division
5
5
10
6
Grand Total
411
279
135
3,240,778,356
DESIGNATION/TITLE CURRENT STRUCTURE
Office of Commissioner Animal Production & Marketing
Diary and Meat
Animal Nutrition Division
Public Health & Marketing Division
Productive Insects section
Office of Commissioner Animal Health & Entomology
Disease control Division
Veterinary Inspectorate Division
Vector Control (Entomology) Division
Office of the Commissioner Fisheries Resources
Fisheries Production Division
Fisheries Regulation Division
Office of the Commissioner Agriculture Planning
Agriculture Planning Division
Monitoring and Evaluation Division
Total Amount (UGX)
99,668,676.00
63,233,316.00
81,450,996.00
34,015,020.00
137,734,716.00
101,757,876.00
68,368,608.00
35,021,424.00
148,015,536.00
235,729,284.00
43,201,788.00
81,113,916.00
44,678,556.00
96
MAAIF Report on review of functions and structures, June 2010
Table 7.2 Detailed Establishment, Analysis and Costing
DESIGNATION/TITLE CURRENT
STRUCTURE
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
Salary
Scale
Approved
Position
Filled
Position
Vacant
Number
0
Total Amount
(UGX)
U1S
1
1
0
2,043,418
24,521,016
24,521,016
Senior Personal Secretary
U3
1
1
0
740,940
8,891,280
8,891,280
Driver
U8
1
1
0
123,064
1,476,768
1,476,768
Office Attendant
U8
1
1
0
123,064
1,476,768
1,476,768
4
4
0
-
1
1,340,255
16,083,060
16,083,060
Office of Permanent Secretary
Permanent Secretary
Subtotal
36,365,832
Administration
Under Secretary
U1SE
1
Principal Assistant Secretary
U2
1
1
0
1,142,345
13,708,140
13,708,140
Senior Assistant Secretary
U3
5
3
2
846,120
10,153,440
50,767,200
Assistant Secretary
U4
1
1
0
672,020
8,064,240
8,064,240
Political Assistant
U4
4
4
672,020
8,064,240
32,256,960
Subtotal
12
5
7
120,879,600
Secretarial
Principal Personal Secretary
U2
2
2
Senior Personal Secretary
U3
3
2
Personal Secretary
U4
6
Stenographer Secretary
U5
Office Typist
U7
Subtotal
1,142,345
13,708,140
27,416,280
1
740,940
8,891,280
26,673,840
5
1
570,663
6,847,956
41,087,736
5
3
2
342,583
4,110,996
20,554,980
9
3
5
196,107
2,353,284
21,179,556
25
15
9
136,912,392
Office Supervisors
Office Supervisor
U6
1
1
244,481
2,933,772
2,933,772
Telephone Operator
U7
1
1
196,107
2,353,284
2,353,284
Office Attendant
U8
8
8
123,064
1,476,768
11,814,144
Drivers
U8
8
8
123,064
1,476,768
11,814,144
Watchmen
Subtotal
U8
4
22
2
111,001
1,332,012
5,328,048
34,243,392
2
2
97
MAAIF Report on review of functions and structures, June 2010
DESIGNATION/TITLE CURRENT
STRUCTURE
Vacant
Number
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
Salary
Scale
Approved
Position
Filled
Position
20
Total Amount
(UGX)
Assistant commissioner
U1E
1
1
1,292,513
15,510,156
15,510,156
Principal Training Officer
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Training Officer
U3
2
1
1
846,120
10,153,440
20,306,880
4
3
1
Human Resource Development
Subtotal
49,525,176
Personnel Selection
Principal Personnel Officer
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Personnel Officer
U3
1
1
846,120
10,153,440
10,153,440
Personnel Officer
U4
1
672,020
8,064,240
8,064,240
Subtotal
1
3
2
31,925,820
Records and Registry
Senior Assistant Records Officer
U4
1
1
672,020
8,064,240
8,064,240
Assistant Records officer
U5
1
1
342,853
4,114,236
4,114,236
Records Assistant
U7
4
5
196,107
2,353,284
9,413,136
6
7
1
Subtotal
21,591,612
Policy Analysis Unit
Assistant Commissioner
U1E
1
Principal Policy Analyst
U2
1
Office Typist
U7
1
1
3
2
Subtotal
1
1,292,513
15,510,156
15,510,156
1,142,345
13,708,140
13,708,140
196,107
2,353,284
2,353,284
1
31,571,580
Accounts Section
Principal Accountant
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Accountant
U3
1
1
846,120
10,153,440
10,153,440
Accountant
U4
2
3
672,020
8,064,240
16,128,480
Senior Accounts Assistant
U5
5
6
427,941
5,135,292
25,676,460
Accounts Assistant
Subtotal
U6
4
13
5
244,481
2,933,772
11,735,088
77,401,608
98
MAAIF Report on review of functions and structures, June 2010
DESIGNATION/TITLE CURRENT
STRUCTURE
Salary
Scale
Approved
Position
Filled
Position
16
Principal Internal Auditor
U2
1
1
Senior Internal Auditor
U3
1
Internal Auditor
U4
2
2
4
3
Vacant
Number
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
Total Amount
(UGX)
Internal Audit
Subtotal
1
1,142,345
13,708,140
13,708,140
846,120
10,153,440
10,153,440
672,020
8,064,240
16,128,480
1
39,990,060
External Audit
Senior External Auditor
U3
1
1
846,120
10,153,440
10,153,440
External Auditor
U4
1
1
672,020
8,064,240
8,064,240
2
2
Subtotal
18,217,680
Procurement Unit
Principal Procurement Officer
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Procurement Officer
U3
1
1
846,120
10,153,440
10,153,440
Procurement Officer
U4
2
1
1
672,020
8,064,240
16,128,480
4
3
1
Subtotal
39,990,060
Stores Unit
Senior Principal Stores Assistant
U4
1
1
672,020
8,064,240
8,064,240
Senior Stores Assistant
U5
1
1
427,941
5,135,292
5,135,292
Stores Assistant
U7
1
1
196,107
2,353,284
2,353,284
3
1
Subtotal
2
15,552,816
Resource Centre
Principal Information scientist
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Information Scientist
U3
1
1
846,120
10,153,440
10,153,440
Assistant Librarian
U6
1
1
280,706
3,368,472
3,368,472
Driver
Subtotal
U8
1
4
1
4
123,064
1,476,768
1,476,768
28,706,820
U1SE
1
Office of Director Crop Resources
Director
1
18,785,184
99
MAAIF Report on review of functions and structures, June 2010
Monthly
Amount
(UGX)
1,565,432
Annual
Amount
(UGX)
18,785,184
1
570,663
6,847,956
6,847,956
1
1
123,064
1,476,768
1,476,768
U8
1
4
1
4
123,064
1,476,768
1,476,768
28,586,676
U1SE
1
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
1
570,663
6,847,956
6,847,956
Senior Office typist
U6
1
1
244,481
2,933,772
2,933,772
Office Typist
U7
1
1
196,107
2,353,284
2,353,284
Driver
U8
2
1
1
123,064
1,476,768
2,953,536
Office Attendant
Subtotal
U8
2
8
2
3
123,064
1,476,768
5
2,953,536
34,125,144
U1E
1
1
1,292,513
15,510,156
15,510,156
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Agricultural Officer
U3
5
846,120
10,153,440
50,767,200
Agricultural Officer
Subtotal
U4
1
9
570,663
6,847,956
6,847,956
100,541,592
1,292,513
15,510,156
15,510,156
1,142,345
13,708,140
13,708,140
1
1,142,345
13,708,140
13,708,140
846,120
10,153,440
40,613,760
672,020
8,064,240
8,064,240
91,604,436
1,292,513
15,510,156
15,510,156
1,142,345
13,708,140
13,708,140
1,142,345
13,708,140
13,708,140
DESIGNATION/TITLE CURRENT
STRUCTURE
Salary
Scale
Approved
Position
Personal Secretary
U4
1
Driver
U8
Office Attendant
Subtotal
Filled
Position
Vacant
Number
Total Amount
(UGX)
Office of the Commissioner Farm
Development
Commissioner
Farm Development Division
Assistant Commissioner
Principal Agric Officer (Farm
Planning)
Principal Agric Officer (Farm
systems)
5
1
4
5
Watershed Management Division
Assistant Commissioner
U1E
1
1
Principal Agric Officer (Soil & Water)
Principal Agric Officer (Irrigation
&Drainage)
Senior Agric Officer (Watershed
Mgt)
U2
1
U2
1
U3
4
2
2
Pedologist
Subtotal
U4
1
8
1
4
4
U1E
1
1
U2
1
U2
1
1
Agricultural Engineering Division
Assistant Commissioner
Principal Agric Engineer (Farm
Structure)
Principal Agric Engineer (Water for
Agriculture production)
1
1
100
MAAIF Report on review of functions and structures, June 2010
DESIGNATION/TITLE CURRENT
STRUCTURE
Salary
Scale
Approved
Position
Filled
Position
Vacant
Number
Senior Agriculture Engineer
U3
3
2
1
Mechanical Engineer
U4
1
Draughtsman
Technician (Machinery &
Equipment)
Subtotal
U6
U6
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
Total Amount
(UGX)
846,120
10,153,440
30,460,320
1
672,020
8,064,240
8,064,240
1
1
337,365
4,048,380
4,048,380
1
9
1
7
337,365
4,048,380
4,048,380
89,547,756
U1SE
1
1
1,340,255
16,083,060
16,083,060
Senior Personal Secretary
U3
1
1
846,120
10,153,440
10,153,440
Senior Office Typist
U6
1
244,481
2,933,772
2,933,772
Office Typist
U7
1
1
196,107
2,353,284
2,353,284
Driver
U8
2
2
123,064
1,476,768
2,953,536
Office Attendant
Subtotal
U8
2
8
1
6
123,064
1,476,768
2,953,536
37,430,628
U1E
1
1
1,292,513
15,510,156
15,510,156
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
U3
2
1
1
846,120
10,153,440
20,306,880
U3
2
2
1
846,120
10,153,440
20,306,880
U3
7
5
2
846,120
10,153,440
71,074,080
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
2
Office of Commissioner Crop
Protection
Commissioner
1
1
2
Regulation & Certification Division
Assistant Commissioner
Principal Agric Inspector (Pest,
Regulation)
Principal Agric Inspector
(Quarantine)
Senior Agric inspector (Pesticide)
Senior Agric inspector (Quarantine
& Phytosanitary)
Senior Agricultural Inspector (agro
ecological zone)
Senior Agricultural Inspector
(Virology)
Senior Agricultural Inspector
(Bacteriology)
Senior Agricultural Inspector
(Mycology)
Senior Agricultural Inspector (Weed
Science)
Senior Agricultural Inspector
(Nematology)
Senior Agricultural Inspector
(Entomology)
Senior Agricultural Inspector
(Taxonomy Plants)
Senior Agricultural Inspector
(Taxonomy Vert)
Senior Agricultural Inspector (Seed
Testing)
Senior Agricultural Inspector
(pesticide)
101
MAAIF Report on review of functions and structures, June 2010
DESIGNATION/TITLE CURRENT
STRUCTURE
Agricultural Inspector (Quarantine &
Phytosanitary)
Filled
Position
Vacant
Number
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
Salary
Scale
Approved
Position
Total Amount
(UGX)
U4
1
1
672,020
8,064,240
8,064,240
Agricultural Inspector (pesticides)
U4
1
2
672,020
8,064,240
8,064,240
Agricultural Inspector (Quarantine)
U4
10
5
5
672,020
8,064,240
80,642,400
Agricultural Inspector (Border posts)
Subtotal
U4
17
53
10
32
7
23
672,020
8,064,240
137,092,080
490,011,636
U1E
1
1
1,292,513
15,510,156
15,510,156
U2
1
1
1,142,345
13,708,140
13,708,140
U2
4
4
1,142,345
13,708,140
54,832,560
Senior Agriculture Inspector
U3
2
2
846,120
10,153,440
20,306,880
Laboratory Technician
U6
2
2
244,481
2,933,772
5,867,544
Green House Attendants
Subtotal
U8
2
12
2
2
123,064
1,476,768
2,953,536
113,178,816
U2
1
1
1,142,345
13,708,140
13,708,140
U3
1
846,120
10,153,440
10,153,440
U3
1
1
846,120
10,153,440
10,153,440
U3
2
2
846,120
10,153,440
20,306,880
U3
2
1
846,120
10,153,440
20,306,880
Agricultural Inspector (field crops)
U4
1
1
672,020
8,064,240
8,064,240
Laboratory Technician
Subtotal
U5
2
10
1
7
427,941
5,135,292
10,270,584
92,963,604
U1SE
1
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
1
570,663
6,847,956
6,847,956
Office Typist
U7
2
1
1
196,107
2,353,284
4,706,568
Driver
U8
1
2
123,064
1,476,768
1,476,768
Office Attendant
Subtotal
U8
2
7
2
6
123,064
1,476,768
2,953,536
32,067,888
Diagnostic & Epidemiology Division
Assistant Commissioner
Principal Agricultural Inspector
(Diagnostics)
Principal Agricultural Inspector
(Epidemics)
10
Seed Certification services Division
Principal Agricultural Inspector
(seed cert. service)
Senior Agricultural Inspector
(Variety testing & cert)
Senior Agricultural Inspector
(Variety test & Seed Cert)
Senior Agricultural Inspector
(Factories Inspection)
Senior Agricultural Inspector (variety
testing)
1
1
1
3
Production & Marketing
Department
Commissioner
2
Production Marketing Division
102
MAAIF Report on review of functions and structures, June 2010
DESIGNATION/TITLE CURRENT
STRUCTURE
Vacant
Number
Annual
Amount
(UGX)
Approved
Position
U1E
1
1
1,292,513
15,510,156
15,510,156
Principal Agriculture Officer
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Agriculture Officer
Senior Agriculture Officer (Food
Security)
U3
4
3
1
846,120
10,153,440
40,613,760
U3
1
1
846,120
10,153,440
10,153,440
Agricultural Officer
Subtotal
U4
1
8
1
5
672,020
8,064,240
8,064,240
88,049,736
Assistant Commissioner
Filled
Position
Monthly
Amount
(UGX)
Salary
Scale
3
Total Amount
(UGX)
Nutrition and Home Economics
Division
Principal Agriculture Officer
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Agriculture Officer
Subtotal
U3
1
2
1
2
846,120
10,153,440
10,153,440
23,861,580
1,565,432
18,785,184
18,785,184
570,663
6,847,956
6,847,956
123,064
1,476,768
1,476,768
123,064
1,476,768
1,476,768
28,586,676
1,340,255
16,083,060
16,083,060
DIRECTORATE OF ANIMAL RESOURCES
Office of Director Animal
Resources
Director
U1SE
1
1
Personal Secretary
U4
1
Office Attendant
U8
1
1
Driver
Subtotal
U8
1
4
1
3
U1SE
1
1
Personal Secretary
U4
1
1
570,663
6,847,956
6,847,956
Office Typist
U7
2
2
196,107
2,353,284
4,706,568
Driver
U8
2
2
123,064
1,476,768
2,953,536
Office Attendant
Subtotal
U8
2
8
2
5
123,064
1,476,768
2,953,536
33,544,656
U1E
1
1
1,292,513
15,510,156
15,510,156
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1,142,345
13,708,140
13,708,140
U3
2
846,120
10,153,440
20,306,880
1
1
Office of Commissioner Animal
Production & Marketing
Commissioner
3
Diary and Meat
Assistant Commissioner
Principal Veterinary Officer (Diary)
Principal Veterinary Officer (Small
animals)
Senior veterinary officer (diary and
meat)
1
2
103
MAAIF Report on review of functions and structures, June 2010
DESIGNATION/TITLE CURRENT
STRUCTURE
senior veterinary officer (small
animals)
Salary
Scale
Approved
Position
Filled
Position
Vacant
Number
U3
2
1
1
U4
2
9
2
7
2
U1E
1
Principal Pasture Agronomist
U2
1
Principal Range Ecologist
U2
1
Senior Pasture Agronomist
U3
1
1
Senior Range Ecologist
Subtotal
U3
1
5
1
4
Veterinary officer
Subtotal
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
Total Amount
(UGX)
846,120
10,153,440
20,306,880
672,020
8,064,240
16,128,480
99,668,676
1
1,292,513
15,510,156
15,510,156
1
1,142,345
13,708,140
13,708,140
1,142,345
13,708,140
13,708,140
846,120
10,153,440
10,153,440
846,120
10,153,440
10,153,440
63,233,316
Animal Nutrition Division
Assistant Commissioner
1
1
Public Health & Marketing Division
Assistant Commissioner
Principal Veterinary Officer (Public
Health)
Principal Veterinary Officer
(marketing)
Senior veterinary officer
(marketing)
senior veterinary officer (Public
health)
U1E
1
1
1,292,513
15,510,156
15,510,156
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
U3
2
2
846,120
10,153,440
20,306,880
U3
1
1
846,120
10,153,440
10,153,440
Veterinary officer (Freight Station)
Subtotal
U4
1
7
1
7
672,020
8,064,240
8,064,240
81,450,996
Principal Entomologist
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Entomologist
Subtotal
U3
2
3
2
3
846,120
10,153,440
20,306,880
34,015,020
U1SE
1
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Office Typist
U7
2
1
196,107
2,353,284
4,706,568
Driver
U8
3
2
1
123,064
1,476,768
4,430,304
Office Attendant
Subtotal
U8
2
9
2
6
123,064
1,476,768
2
2,953,536
35,021,424
Productive Insects section
Office of Commissioner Animal
Health & Entomology
Commissioner
1
Disease control Division
104
MAAIF Report on review of functions and structures, June 2010
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
1
1,292,513
15,510,156
15,510,156
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
Principal Laboratory technician
U3
1
1
846,120
10,153,440
10,153,440
Senior Chemist
U3
1
1
846,120
10,153,440
10,153,440
Senior Veterinary Officer epidemics
Senior Laboratory Technician
grade 1
U3
4
3
1
846,120
10,153,440
40,613,760
U4
2
1
1
672,020
8,064,240
16,128,480
Laboratory technician
U5
3
2
427,941
5,135,292
15,405,876
Laboratory Assistant
Subtotal
U7
1
15
1
12
196,107
2,353,284
2,353,284
137,734,716
-
-
-
-
-
-
DESIGNATION/TITLE CURRENT
STRUCTURE
Assistant Commissioner
Principal veterinary Diagnostics &
Epidemics
Principal veterinary Officer
(Epidemics)
Salary
Scale
Approved
Position
Filled
Position
U1E
1
U2
Vacant
Number
2
Veterinary Inspectorate Division
Assistant commissioner
Principal Veterinary Inspector
(Inspection)
Principal Veterinary Inspector
(Regulation)
Senior Veterinary Inspector ( Port
Inspection)
Veterinary Officer
Subtotal
U1E
1
1
1,292,513
15,510,156
15,510,156
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
U3
5
2
3
846,120
10,153,440
50,767,200
U4
1
9
1
5
672,020
8,064,240
4
8,064,240
101,757,876
-
-
-
-
-
-
1,292,513
15,510,156
15,510,156
Vector Control (Entomology)
Division
Assistant commissioner
Principal Entomologist (Pest and
Tsetse Fly)
Principal Entomologist (Productive
Insects)
Total Amount
(UGX)
U1E
1
1
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Entomologist
U3
2
2
846,120
10,153,440
20,306,880
Cartographer
Subtotal
U5
1
6
1
5
427,941
5,135,292
5,135,292
68,368,608
-
-
1,340,255
16,083,060
16,083,060
570,663
6,847,956
6,847,956
1
Office of the Commissioner
Fisheries Resources
Commissioner
Personal Secretary
U1SE
1
U4
1
1
1
105
MAAIF Report on review of functions and structures, June 2010
DESIGNATION/TITLE CURRENT
STRUCTURE
Filled
Position
Vacant
Number
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
Salary
Scale
Approved
Position
Total Amount
(UGX)
Senior Office Typist
U6
1
1
196,107
2,353,284
2,353,284
Office Typist
U7
1
1
196,107
2,353,284
2,353,284
Driver
U8
3
2
1
123,064
1,476,768
4,430,304
Office Attendant
Subtotal
U8
2
9
2
5
123,064
1,476,768
4
2,953,536
35,021,424
U1E
1
1
1,292,513
15,510,156
15,510,156
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
U3
4
4
846,120
10,153,440
40,613,760
U3
5
13
5
11
846,120
10,153,440
50,767,200
148,015,536
U1E
1
1
1,292,513
15,510,156
15,510,156
Principal Fisheries Officer (Control)
Principal Fisheries Officer
(Regulation)
Senior Fisheries Officer
(Enforcement)
Senior Fisheries Officer
(Regulation)
U2
1
1
1,142,345
13,708,140
13,708,140
U2
1
1
1,142,345
13,708,140
13,708,140
U3
5
5
846,120
10,153,440
50,767,200
U3
4
3
1
846,120
10,153,440
40,613,760
Fisheries Inspectors
U4
10
7
3
672,020
8,064,240
80,642,400
Laboratory Technician
U5
1
2
427,941
5,135,292
5,135,292
Technician Assistant (Fishing)
U6
1
1
196,107
2,353,284
2,353,284
Coxswain
U8
5
5
123,064
1,476,768
7,383,840
Handyman
Subtotal
U8
4
33
123,064
1,476,768
5,907,072
235,729,284
-
-
Fisheries Production Division
Assistant Commissioner
Principal Fisheries Officer
(Aquaculture)
Principal Fisheries Officer
(Statistics)
Principal Fisheries Officer (Water
Bodies)
Senior Fisheries Officer
(Aquaculture)
Senior Fisheries Officer (Water
Bodies)
Subtotal
2
Fisheries Regulation Division
Assistant Commissioner
4
24
10
Office of the Commissioner
Agriculture Planning
Commissioner
U1SE
1
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
1
570,663
6,847,956
6,847,956
Driver
U8
1
1
123,064
1,476,768
1,476,768
Office Attendant
Subtotal
U8
2
5
1
4
123,064
1,476,768
2,953,536
27,361,320
0
106
MAAIF Report on review of functions and structures, June 2010
Monthly
Amount
(UGX)
Annual
Amount
(UGX)
1
1,292,513
15,510,156
15,510,156
1
1,142,345
13,708,140
13,708,140
846,120
10,153,440
10,153,440
196,107
2,353,284
2,353,284
123,064
1,476,768
1,476,768
43,201,788
1
1,292,513
15,510,156
15,510,156
1
1
1,142,345
13,708,140
13,708,140
U3
1
1
846,120
10,153,440
10,153,440
Senior Finance Officer
U3
1
1
846,120
10,153,440
10,153,440
Senior Statistician
U3
1
1
846,120
10,153,440
10,153,440
Economist
U4
1
1
672,020
8,064,240
8,064,240
Statistician
U4
1
1
672,020
8,064,240
8,064,240
Senior Office Typist
U7
1
196,107
2,353,284
2,353,284
Office Attendant
U8
1
1
123,064
1,476,768
1,476,768
Driver
U8
1
10
1
9
123,064
1,476,768
1,476,768
81,113,916
DESIGNATION/TITLE CURRENT
STRUCTURE
Salary
Scale
Approved
Position
Filled
Position
U1E
1
Principal Development Analyst
U2
1
Senior Economist
U3
1
Stenographer Secretary
U7
1
1
Driver
Subtotal
U8
1
5
1
4
U1E
1
Principal Quality Assurance Officer
U2
Senior Economist
Vacant
Number
Total Amount
(UGX)
Agriculture Planning Division
Assistant Commissioner
1
1
Monitoring and Evaluation
Division
Assistant Commissioner
Subtotal
1
1
Agri- Business Division
Assistant Commissioner
U1E
1
1
1,292,513
15,510,156
15,510,156
Principal Economist
U2
1
1
1,142,345
13,708,140
13,708,140
Senior Economist
U3
1
1
846,120
10,153,440
10,153,440
Office Typist
U7
1
1
196,107
2,353,284
2,353,284
Driver
U8
1
1
123,064
1,476,768
1,476,768
Office Attendant
Subtotal
U8
1
6
1
5
123,064
1,476,768
1
1,476,768
44,678,556
411
279
135
Grand Total
3,240,778,356
107
MAAIF Report on review of functions and structures, June 2010
8.0 PROPOSED MACROSTRUCTURE
108
MAAIF Report on review of functions and structures, June 2010
8.1 Ministry of Agriculture, Animal Industry and Fisheries Macrostructure
109
MAAIF Report on review of functions and structures, June 2010
8.2
Office of the Minister
Support Staff





Political Assistants
Principal Personal Secretary
Senior Personal Secretary
Office Attendant
Drivers
4
1
3
4
4
110
MAAIF Report on review of functions and structures, June 2010
8.3
Office of the Permanent Secretary
Support Staff




Principal Personal Secretary
Stenosecretary
Office Attendant
Driver
1
1
1
1
111
MAAIF Report on review of functions and structures, June 2010
8.4
Support Staff
 Principal Personal Secretary
 Office Attendant
 Driver
Directorate of Animal Resources
1
1
1
112
MAAIF Report on review of functions and structures, June 2010
8.4.1
Department of Animal Production
Support Staff
 Personal Secretary
 Steno secretary
 Office Attendant
 Driver
1
3
3
3
113
MAAIF Report on review of functions and structures, June 2010
8.4.2
Support Staff
 Personal Secretary
 Stenosecretary
 Pool Stenographer
 Office Attendant
 Driver
Department of Animal Health
1
3
1
3
3
114
MAAIF Report on review of functions and structures, June 2010
8.4.3
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
Department of Entomology
1
2
2
3
4
115
MAAIF Report on review of functions and structures, June 2010
8.5
Support Staff
 Principal Personal Secretary
 Office Attendant
 Driver
Directorate of Crop Resources
1
1
1
116
MAAIF Report on review of functions and structures, June 2010
8.5.1
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
Department of Crop Production
1
2
1
2
2
117
MAAIF Report on review of functions and structures, June 2010
8.5.2
Department of Crop Protection
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
1
1
1
2
3
Note: the 9 SAI Diagnostics are responsible for Virology, Bacteriology, Mycology, Nematology, Entomology, Taxonomy, Biopesticide, Weed Science.
118
MAAIF Report on review of functions and structures, June 2010
8.5.3
Department of Crop Inspection and Certification
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
1
1
1
2
2
119
MAAIF Report on review of functions and structures, June 2010
8.6
Support Staff
 Principal Personal Secretary
 Office Attendant
 Driver
Directorate of Fisheries Resources
1
1
1
120
MAAIF Report on review of functions and structures, June 2010
8.6.1
Department of Aquaculture Management and Development
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
1
2
1
2
3
121
MAAIF Report on review of functions and structures, June 2010
8.6.2
Department of Fisheries Resource Management and Development (Natural Stocks)
Support Staff
 Personal Secretary
 Stenographer
 Office Attendant
 Driver
1
1
2
2
122
MAAIF Report on review of functions and structures, June 2010
8.6.3
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
 Coxswain
 Handyman
Department of Fisheries Control, Regulation and Quality Assurance
1
2
2
2
3
3
3
123
MAAIF Report on review of functions and structures, June 2010
8.7
Support Staff
 Principal Personal Secretary
 Office Attendant
 Driver
Directorate of Agricultural Support Services
1
1
1
124
MAAIF Report on review of functions and structures, June 2010
8.7.1
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
Department of Agricultural Planning
1
3
1
3
5
125
MAAIF Report on review of functions and structures, June 2010
8.7.2
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
Department of Agribusiness
1
1
1
2
2
126
MAAIF Report on review of functions and structures, June 2010
8.7.3
Department of Agriculture Infrastructure and Water for Agricultural Production
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
1
2
2
2
2
127
MAAIF Report on review of functions and structures, June 2010
8.8
Department of Finance and Administration
Support Staff
 Personal Secretary
 Stenographer
 Pool Stenographer
 Office Attendant
 Driver
 Pool Driver
1
3
2
6
3
8
128
MAAIF Report on review of functions and structures, June 2010
8.9
Support Staff
 Personal Secretary
 Pool Stenographer
 Office Attendant
 Driver
Public Procurement and Disposal of Public Assets Unit
1
1
1
1
129
MAAIF Report on review of functions and structures, June 2010
8.10
Support Staff
 Pool Stenographer
 Office Attendant
 Driver
Internal Audit Unit
1
1
1
130
MAAIF Report on review of functions and structures, June 2010
9.0 III PROPOSED ESTABLISHMENT & COST IMPLICATIONS
131
MAAIF Report on review of functions and structures, June 2010
Table 1: Summary of Proposed Structure, Establishment and Financial Implications
DESIGNATION/TITLE
PROPOSED STRUCTURE
Office of the Minister and Permanent Secretary's Office
Directorate of Animal Resources
Department of Animal Production
Department of Animal Health
Department of Entomology
Sub-total
Directorate of Crop Resources
Department of Crop Production
Department of Crop Protection
Department of Crop Inspection and Certification
Sub-total
Directorate of Fisheries Resources
Department of Aquaculture Management and Development
Department of Fisheries Resource Management and Development
Department of Fisheries Regulation, Control and Quality Assurance
Sub-total
Directorate of Agriculture Support Services
Department of Agricultural Planning
Department of Agri-business
Department of Agricultural Infrastructure and Water for Agriculture Production
Sub-total
Department of Finance and Administration
Public Procurement and Disposal of Public Assets Unit
Internal Audit Unit
Total
Annual TOTAL
PROPOSED No.
21
4
UGX
120,176,040
33,334,320
25
214,769,424
109
950,825,184
36
248,962,788
4
33,334,320
28
261,146,760
47
425,345,544
75
630,255,420
4
33,334,320
22
173,043,684
21
192,923,316
77
645,106,788
4
33,334,320
47
374,979,348
17
148,383,724
39
372,735,900
85
438,039,768
11
66,915,336
7
43,188,936
702
5,440,140,240
132
MAAIF Report on review of functions and structures, June 2010
Table 2: Offices of the Minister and Permanent Secretary
DESIGNATION/TITLE
PROPOSED STRUCTURE
SALARY SCALE
PROPOSED No.
U2
U3
U4
U8
U8
1
3
4
4
4
UGX
MONTHLY AMOUNT
UGX
ANNUAL AMOUNT
UGX
TOTAL
Office of the Minister
Principal Personal Secretary
Senior Personal Secretary
Political Assistant
Office Attendant
Driver
966,300
740,940
570,663
123,064
123,064
16
Sub Total
11,595,600
8,891,280
6,847,956
1,476,768
1,476,768
11,595,600
26,673,840
27,391,824
5,907,072
5,907,072
30,288,372
77,475,408
24,037,260
11,595,600
4,114,236
1,476,768
1,476,768
24,037,260
11,595,600
4,114,236
1,476,768
1,476,768
Permanent Secretary's Office
Permanent Secretary
Principal Personal Secretary
Stenosecretary
Office Attendant
Driver
U1S
U2
U5
U8
U8
1
1
1
1
1
2,003,105
966,300
342,853
123,064
123,064
Sub Total
5
42,700,632
42,700,632
Total
21
72,989,004
120,176,040
133
MAAIF Report on review of functions and structures, June 2010
Table 3: Directorate of Animal Resources
DESIGNATION/TITLE
PROPOSED STRUCTURE
SALARY SCALE
PROPOSED No.
U1SE
U2
U8
U8
1
1
1
1
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
18,785,184
11,595,600
1,476,768
1,476,768
18,785,184
11,595,600
1,476,768
1,476,768
Directorate of Animal Resources
Director
Principal Personal Secretary
Office Attendant
Drivers
Sub Total
4
1,565,432
966,300
123,064
123,064
33,334,320
134
MAAIF Report on review of functions and structures, June 2010
Table 4: Department of Animal Production
PROPOSED STRUCTURE
Designation
SALARY SCALE
PROPOSED No.
Monthly Amount
Annual Amount
TOTAL AMOUNT
U1SE
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Stenosecretary
U5
3
342,853
4,114,236
12,342,708
Office Attendant
U8
3
123,064
1,476,768
4,430,304
Driver
U8
3
123,064
1,476,768
4,430,304
29,998,788
44,134,332
Department of Animal Production
Office of the Commissioner
Commissioner
11
Sub Total
Dairy and Meat Division
Assistant Commissioner
Principal Veterinary Officer (Dairy and
Beef)
Principal Veterinary Officer (Small
Animals)
U1E
1
1,292,513
15,510,156
15,510,156
U2
1
1,142,345
13,708,140
13,708,140
U2
1
1,142,345
13,708,140
13,708,140
Senior Veterinary Officer (Dairy)
U3
1
846,120
10,153,440
10,153,440
Senior Veterinary Officer (Beef)
U3
1
846,120
10,153,440
10,153,440
135
MAAIF Report on review of functions and structures, June 2010
Senior Veterinary Officer (Ruminants)
Senior Veterinary Officer (Non
Ruminants)
U3
1
846,120
10,153,440
10,153,440
U3
1
846,120
10,153,440
10,153,440
83,540,196
83,540,196
7
Sub Total
Animal Nutrition Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Range Ecologist
U2
1
1,142,345
13,708,140
13,708,140
Principal Pasture Agronomist
U2
1
1,142,345
13,708,140
13,708,140
Principal Animal Nutritionist
U2
1
1,142,345
13,708,140
13,708,140
Senior Range Ecologist
U3
1
846,120
10,153,440
10,153,440
Senior Animal Nutritionist
U3
1
846,120
10,153,440
10,153,440
Senior Pasture Agronomist
U3
1
846,120
10,153,440
10,153,440
87,094,896
87,094,896
Sub Total
7
Total
25
214,769,424
136
MAAIF Report on review of functions and structures, June 2010
Table 5: Department of Animal Health
PROPOSED STRUCTURE
Designation
SALARY SCALE
PROPOSED No.
U1SE
1
Personal Secretary
U4
Stenographer Secretary
Monthly Amount
ANNUAL AMOUNT
TOTAL AMOUNT
1,340,255
16,083,060
16,083,060
1
570,663
6,847,956
6,847,956
U5
3
342,853
4,114,236
12,342,708
Pool Stenographer
U6
1
223,159
2,677,908
2,677,908
Office Attendant
U8
3
123,064
1,476,768
4,430,304
Driver
U8
3
123,064
1,476,768
4,430,304
Department of Animal Health
Commissioner
Sub Total
12
46,812,240
Animal Disease Control Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Veterinary Officer (Epidemics)
U2
1
1,142,345
13,708,140
13,708,140
Senior Veterinary Officer (Regions/Zones)
U3
8
846,120
10,153,440
81,227,520
Senior Veterinary Officer (HQ)
U3
4
846,120
10,153,440
40,613,760
Sub Total
14
151,059,576
137
MAAIF Report on review of functions and structures, June 2010
Veterinary Diagnostics and
Epidemiology Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Veterinary Officer (Diagnostics)
Principal Veterinary Officer
(Epidemiology)
U2
1
1,142,345
13,708,140
13,708,140
U2
1
1,142,345
13,708,140
13,708,140
Principal Chemist
U2
1
1,142,345
13,708,140
13,708,140
Senior Veterinary Officer (Diagnostics)
U3
4
846,120
10,153,440
40,613,760
Senior Veterinary Officer (Epidemiology)
Senior Veterinary Officer
(Communication)
U3
2
846,120
10,153,440
20,306,880
U3
1
846,120
10,153,440
10,153,440
Senior Chemist
U3
1
846,120
10,153,440
10,153,440
Principal Lab Technician (D)
U3
1
846,120
10,153,440
10,153,440
Senior Laboratory Technician
U4
5
672,020
8,064,240
40,321,200
Laboratory Technician
U5
5
342,853
4,114,236
20,571,180
Librarian
U6
1
223,159
2,677,908
2,677,908
Laboratory Receptionist
U6
1
223,159
2,677,908
2,677,908
Sub Total
25
214,263,732
138
MAAIF Report on review of functions and structures, June 2010
Veterinary Regulation and
Enforcement Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Veterinary Inspector
U2
2
1,142,345
13,708,140
27,416,280
Senior Veterinary Inspector (HQ)
U3
6
846,120
10,153,440
60,920,640
Senior Veterinary Inspector (border)
U3
9
846,120
10,153,440
91,380,960
Senior Veterinary Inspector (Zones)
U3
10
846,120
10,153,440
101,534,400
Veterinary Inspector
U4
40
672,020
8,064,240
322,569,600
Sub Total
68
619,332,036
Total
119
1,031,467,584
139
MAAIF Report on review of functions and structures, June 2010
Table 6: Department of Entomology
PROPOSED STRUCTURE
Designation
SALARY SCALE
PROPOSED No.
Monthly Amount
ANNUAL AMOUNT
TOTAL AMOUNT
U1SE
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Stenosecretary
U5
2
342,853
4,114,236
8,228,472
Pool Stenographer
U6
2
223,159
2,677,908
5,355,816
Office Attendant
U8
3
123,064
1,476,768
4,430,304
Driver
U8
4
123,064
1,476,768
5,907,072
Department of Entomology
Commissioner
13
Sub Total
46,852,680
Productive Entomology
Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Entomologist Sericulture
U2
1
1,142,345
13,708,140
13,708,140
Principal Entomologist Apiculture
U2
1
1,142,345
13,708,140
13,708,140
Senior Entomologist Sericulture
U3
2
846,120
10,153,440
20,306,880
Senior Entomologist Apiculture
U3
2
846,120
10,153,440
20,306,880
140
MAAIF Report on review of functions and structures, June 2010
7
Sub Total
83,540,196
Vector Control Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Entomologist
U2
2
1,142,345
13,708,140
27,416,280
Senior Entomologist
U3
4
846,120
10,153,440
40,613,760
Entomologists
U4
2
672,020
8,064,240
16,128,480
Cartographer
U5
1
342,853
4,114,236
4,114,236
Laboratory Technician
U5
2
342,853
4,114,236
8,228,472
Laboratory Attendant
U7
2
150,208
1,802,496
3,604,992
Cleaner
U8
2
123,064
1,476,768
2,953,536
Sub Total
16
118,569,912
Total
36
248,962,788
141
MAAIF Report on review of functions and structures, June 2010
Table 7: Directorate of Crop Resources
DESIGNATION/TITLE
PROPOSED STRUCTURE
SALARY SCALE
PROPOSED No.
U1SE
U2
U8
U8
1
1
1
1
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
1,565,432
966,300
123,064
123,064
18,785,184
11,595,600
1,476,768
1,476,768
18,785,184
11,595,600
1,476,768
1,476,768
Directorate of Crop Resources
Director
Principal Personal Secretary
Office Attendant
Driver
4
Sub Total
33,334,320
Table 8: Department of Crop Production
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Crop Production
SALARY SCALE
PROPOSED No.
U1SE
U4
U5
U6
U8
U8
1
1
2
1
2
2
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
1,340,255
570,663
342,853
223,159
123,064
123,064
16,083,060
6,847,956
4,114,236
2,677,908
1,476,768
1,476,768
16,083,060
6,847,956
8,228,472
2,677,908
2,953,536
2,953,536
Office of the Commissioner
Commissioner
Personal Secretary
Stenosecretary
Pool Stenographer
Office Attendant
Driver
142
MAAIF Report on review of functions and structures, June 2010
9
Sub Total
39,744,468
Crop Production Division
Assistant Commissioner
Principal Agricultural Officer
Senior Agricultural Officer
U1E
U2
U3
1
3
8
1,292,513
1,142,345
846,120
15,510,156
13,708,140
10,153,440
12
Sub Total
15,510,156
41,124,420
81,227,520
137,862,096
Nutrition Security Division
Assistant Commissioner
Principal Agricultural Officer
Senior Agricultural Officer
U1E
U2
U3
1
2
4
1,292,513
1,142,345
846,120
15,510,156
13,708,140
10,153,440
15,510,156
27,416,280
40,613,760
Sub Total
7
83,540,196
Total
28
261,146,760
143
MAAIF Report on review of functions and structures, June 2010
Table 9: Department of Crop Protection
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Crop Protection
SALARY SCALE
PROPOSED No.
U1SE
1
UGX
Monthly Amount
UGX
ANNUAL
AMOUNT
TOTAL AMOUNT
1,340,255
16,083,060
16,083,060
Office of the Commissioner
Commissioner
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Stenographer/Secretary
U5
1
342,853
4,114,236
4,114,236
Pool Stenographer
U6
1
223,159
2,677,908
2,677,908
Office Attendant
U8
2
123,064
1,476,768
2,953,536
Driver
U8
3
123,064
1,476,768
4,430,304
9
Sub Total
37,107,000
Diagnostics and Epidemiology
Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Agricultural Inspector
U2
2
1,142,345
13,708,140
27,416,280
Senior Agricultural Inspector (E)
U3
2
846,120
10,153,440
20,306,880
144
MAAIF Report on review of functions and structures, June 2010
Senior Agricultural Inspector (D)
U3
9
846,120
10,153,440
91,380,960
Principal Laboratory Technician
U3
1
846,120
10,153,440
10,153,440
Senior Laboratory Technician
U4
1
672,020
8,064,240
8,064,240
Laboratory Technician
U5
2
342,853
4,114,236
8,228,472
18
Sub Total
181,060,428
Pest and Disease Control Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Agricultural Inspector
U2
2
1,142,345
13,708,140
27,416,280
Senior Agricultural Inspector HQ
U3
4
846,120
10,153,440
40,613,760
Senior Agricultural Inspector Regional
U3
9
846,120
10,153,440
91,380,960
Agricultural Inspector
U4
4
672,020
8,064,240
32,256,960
Sub Total
20
207,178,116
Total
47
425,345,544
145
MAAIF Report on review of functions and structures, June 2010
Table 10: Department of Crop Inspection and Certification
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Crop Inspection and
Certification
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
SALARY SCALE
PROPOSED No.
U1SE
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Stenographer
U5
1
342,853
4,114,236
4,114,236
Pool Stenographer
U6
1
223,159
2,677,908
2,677,908
Office Attendant
U8
2
123,064
1,476,768
2,953,536
Driver
U8
2
123,064
1,476,768
2,953,536
Office of the Commissioner
Commissioner
8
Sub Total
35,630,232
Seed Inspection and Certification
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Agricultural Inspector
U2
1
1,142,345
13,708,140
13,708,140
Senior Agricultural Inspector (HQ)
U3
5
846,120
10,153,440
50,767,200
146
MAAIF Report on review of functions and structures, June 2010
Senior Agricultural Inspector (Zonal)
U3
10
846,120
10,153,440
101,534,400
Laboratory Technicians
U5
2
342,853
4,114,236
8,228,472
Seed Analyst
U7
4
196,107
2,353,284
9,413,136
23
Sub Total
199,161,504
Phytosanitary and Quarantine
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Agricultural Inspector
U2
1
1,142,345
13,708,140
13,708,140
Senior Agricultural Inspector
U3
2
846,120
10,153,440
20,306,880
Agricultural Inspectors Border Points
U4
24
672,020
8,064,240
193,541,760
28
Sub Total
243,066,936
Agrochemical Inspection
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Agricultural Inspector
U2
2
1,142,345
13,708,140
27,416,280
Senior Agricultural Inspector
U3
6
846,120
10,153,440
60,920,640
Agricultural Inspector
U4
5
672,020
8,064,240
40,321,200
Laboratory Technician
U5
2
342,853
4,114,236
8,228,472
147
MAAIF Report on review of functions and structures, June 2010
Sub Total
16
152,396,748
Total
75
630,255,420
Table 11: Directorate of Fisheries Resources
DESIGNATION/TITLE
PROPOSED STRUCTURE
SALARY SCALE
PROPOSED No.
U1SE
U2
U8
U8
1
1
1
1
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
1,565,432
966,300
123,064
123,064
18,785,184
11,595,600
1,476,768
1,476,768
18,785,184
11,595,600
1,476,768
1,476,768
Directorate of Fisheries Resources
Director
Principal Personal Secretary
Office Attendant
Driver
4
Sub Total
33,334,320
Table 12: Department of Aquaculture Management and Development
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Aquaculture
Management and Development
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
SALARY SCALE
PROPOSED No.
U1SE
1
1,340,255
16,083,060
16,083,060
U4
1
570,663
6,847,956
6,847,956
Office of the Commissioner
Commissioner
Personal Secretary
148
MAAIF Report on review of functions and structures, June 2010
Stenographer
U5
2
342,853
4,114,236
8,228,472
Pool Stenographer
U6
1
223,159
2,677,908
2,677,908
Office Attendant
U8
2
123,064
1,476,768
2,953,536
Driver
U8
3
123,064
1,476,768
4,430,304
10
Sub Total
41,221,236
Aquaculture Management Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Fisheries Officer
U2
2
1,142,345
13,708,140
27,416,280
Senior Fisheries Officer
U3
2
846,120
10,153,440
20,306,880
Technician
U6
2
223,159
2,677,908
5,355,816
7
Sub Total
68,589,132
Aquaculture Development Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Fisheries Officer
U2
2
1,142,345
13,708,140
27,416,280
Senior Fisheries Officer
U3
2
846,120
10,153,440
20,306,880
Sub Total
5
63,233,316
149
MAAIF Report on review of functions and structures, June 2010
22
Total
173,043,684
Table 13: Department of Fisheries Resource Management and Development (Natural Stocks)
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Fisheries Resource
Management and Development
(Natural Stocks)
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
SALARY SCALE
PROPOSED No.
U1SE
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Stenographer/Secretary
U5
1
342,853
4,114,236
4,114,236
Office Attendant
U8
2
123,064
1,476,768
2,953,536
Driver
U8
2
123,064
1,476,768
2,953,536
Office of the Commissioner
Commissioner
7
Sub Total
32,952,324
Resourse Management Division
Assistant Commissioner
Principal Fisheries Officer
U1E
1
1,292,513
15,510,156
15,510,156
U2
1
1,142,345
13,708,140
13,708,140
150
MAAIF Report on review of functions and structures, June 2010
Senior Fisheries Officer
U3
5
846,120
10,153,440
7
Sub Total
50,767,200
79,985,496
Co Management Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Fisheries Officer
U2
1
1,142,345
13,708,140
13,708,140
Senior Fisheries Officer
U3
5
846,120
10,153,440
50,767,200
Sub Total
7
79,985,496
Total
21
192,923,316
Table 14: Department of Fisheries Control, Regulation and Quality Assurance
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Fisheries Control,
Regulation and Quality Assurance
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
SALARY SCALE
PROPOSED No.
U1SE
1
1,340,255
16,083,060
16,083,060
U4
1
570,663
6,847,956
6,847,956
Office of the Commissioner
Commissioner
Personal Secretary
151
MAAIF Report on review of functions and structures, June 2010
Stenographer/Secretary
U5
2
342,853
4,114,236
8,228,472
Pool Stenographer
U6
2
223,159
2,677,908
5,355,816
Office Attendant
U8
2
123,064
1,476,768
2,953,536
Driver
U8
3
123,064
1,476,768
4,430,304
Coxswain
U8
3
123,064
1,476,768
4,430,304
Handyman
U8
3
123,064
1,476,768
4,430,304
17
Sub Total
52,759,752
Fisheries Regulation and Control
Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Fisheries Inspector
U2
2
1,142,345
13,708,140
27,416,280
Senior Fisheries Inspector
U3
6
846,120
10,153,440
60,920,640
9
Sub Total
103,847,076
Fisheries Enforcement Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Fisheries Inspector
U2
2
1,142,345
13,708,140
27,416,280
Senior Fisheries Inspector
U3
6
846,120
10,153,440
60,920,640
152
MAAIF Report on review of functions and structures, June 2010
9
Sub Total
103,847,076
Quality Assurance and Safety
Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Fisheries Inspector
U2
2
1,142,345
13,708,140
27,416,280
Principal Fisheries Officer Laboratories
U2
1
1,142,345
13,708,140
13,708,140
Senior Fisheries Inspector
U3
14
846,120
10,153,440
142,148,160
Senior Fisheries Officer Laboratories
U3
2
846,120
10,153,440
20,306,880
Fisheries Inspector Border Posts
Fisheries Inspector Gazetted Landing
Sites
U4
6
672,020
8,064,240
48,385,440
U4
10
672,020
8,064,240
80,642,400
Fisheries Officer Laboratories
U4
3
672,020
8,064,240
24,192,720
Laboratory Technician
U5
3
342,853
4,114,236
12,342,708
Sub Total
42
384,652,884
Total
77
645,106,788
153
MAAIF Report on review of functions and structures, June 2010
Table 15: Directorate of Agricultural Support Services
DESIGNATION/TITLE
PROPOSED STRUCTURE
SALARY SCALE
PROPOSED No.
U1SE
U3
U8
U8
1
1
1
1
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
1,565,432
966,300
123,064
123,064
18,785,184
11,595,600
1,476,768
1,476,768
18,785,184
11,595,600
1,476,768
1,476,768
Directorate of Agricultural
Support Services
Director
Principal Personal Secretary
Office Attendant
Driver
4
Sub Total
33,334,320
Table 16: Department of Agricultural Planning
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Agricultural
Planning
Monthly Amount
UGX
ANNUAL
AMOUNT
UGX
TOTAL
AMOUNT
SALARY SCALE
PROPOSED No.
U1SE
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Stenographer/Secretary
U5
3
342,853
4,114,236
12,342,708
Pool Stenographer
U6
1
223,159
2,677,908
2,677,908
Office Attendant
Driver
U8
U8
3
5
123,064
1,476,768
4,430,304
Office of the Commissioner
Commissioner
154
MAAIF Report on review of functions and structures, June 2010
123,064
1,476,768
14
Sub Total
7,383,840
49,765,776
Policy Analysis Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Policy Analyst
U2
1
1,142,345
13,708,140
13,708,140
Senior Policy Analyst
U3
2
740,940
8,891,280
17,782,560
4
Sub Total
47,000,856
Planning Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Economist
U2
1
1,142,345
13,708,140
13,708,140
Senior Economist
U3
3
846,120
10,153,440
30,460,320
5
Sub Total
59,678,616
Monitoring and Evaluation
Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Economist (M&E)
U2
1
1,142,345
13,708,140
13,708,140
Senior Economist (M&E)
U3
3
846,120
10,153,440
30,460,320
155
MAAIF Report on review of functions and structures, June 2010
Senior Financial Officer
U3
1
846,120
10,153,440
6
Sub Total
10,153,440
69,832,056
Statistics Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Statistician
U2
1
1,142,345
13,708,140
13,708,140
Senior Statisician
U3
3
846,120
10,153,440
30,460,320
Statistician (Regional)
U4
13
570,663
6,847,956
89,023,428
Sub Total
18
148,702,044
Total
47
374,979,348
156
MAAIF Report on review of functions and structures, June 2010
Table 17: Department of Agribusiness
PROPOSED STRUCTURE
Department of Agribusiness
SALARY SCALE
PROPOSED No.
U1SE
U4
U5
U6
U8
U8
1
1
1
1
2
2
Monthly Amount
ANNUAL AMOUNT
TOTAL
AMOUNT
1,340,255
570,663
342,853
223,159
123,064
123,064
16,083,060
6,847,956
4,114,236
2,677,908
1,476,768
1,476,768
16,083,060
6,847,956
4,114,236
2,677,908
2,953,536
2,953,536
Office of the Commissioner
Commissioner
Personal Secretary
Stenographer/Secretary
Pool Stenographer
Office Attendant
Driver
8
Sub Total
35,630,232
Agribusiness Division
Assistant Commissioner
Principal Economist
Senior Economist
U1E
U2
U3
1
1
2
1,292,513
1,142,345
846,120
15,510,156
13,708,140
10,153,440
4
Sub Total
15,510,156
13,708,140
20,306,880
49,525,176
Primary Processing and Value
Addition Division
Assistant Commissioner
Principal Economist
Senior Economist
U1E
U2
U3
1
2
2
1,292,513
1,142,345
846,120
15,510,156
13,708,140
10,153,440
15,510,156
27,416,280
20,306,880
157
MAAIF Report on review of functions and structures, June 2010
Sub Total
5
63,233,316
Total
17
148,388,724
Table 18: Department of Agricultural Infrastructure and Water for Agricultural Production
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Agricultural
Infrastructure and Water for
Agricultural Production
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
SALARY SCALE
PROPOSED No.
U1SE
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Stenographer/Secretary
U5
2
342,853
4,114,236
8,228,472
Pool Stenographer
U6
2
223,159
2,677,908
5,355,816
Office Attendant
U8
2
123,064
1,476,768
2,953,536
Driver
U8
2
123,064
1,476,768
2,953,536
Office of the Commissioner
Commissioner
10
Sub Total
42,422,376
Farmland Planning and Farming
Systems
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
158
MAAIF Report on review of functions and structures, June 2010
Principal Agricultural Officer
U2
2
1,142,345
13,708,140
27,416,280
Senior Agricultural Officer
U3
2
846,120
10,153,440
20,306,880
5
Sub Total
63,233,316
Engineering and Mechanization
Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Engineer
U2
2
1,142,345
13,708,140
27,416,280
Senior Engineer
U3
6
846,120
10,153,440
60,920,640
Agricultural Engineer Mechanization
U4
3
672,020
8,064,240
24,192,720
12
Sub Total
128,039,796
Water for Agricultural Production
Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Engineer
U2
2
1,142,345
13,708,140
27,416,280
Senior Engineer
U3
3
846,120
10,153,440
30,460,320
Engineers
U4
2
672,020
8,064,240
16,128,480
Sub Total
8
159
MAAIF Report on review of functions and structures, June 2010
89,515,236
Soil and Water Conservation
Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Engineer
U2
1
1,142,345
13,708,140
13,708,140
Senior Engineer
U3
2
846,120
10,153,440
20,306,880
Sub Total
4
49,525,176
Total
39
372,735,900
Table 19: Department of Finance and Administration
DESIGNATION/TITLE
PROPOSED STRUCTURE
Department of Finance and
Administration
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
SALARY SCALE
PROPOSED No.
U1SE
1
1,340,255
16,083,060
16,083,060
Personal Secretary
U4
1
570,663
6,847,956
6,847,956
Stenographer/Secretary
U5
3
342,853
4,114,236
12,342,708
Pool Stenographer
Office Attendant
U6
U8
2
6
223,159
123,064
2,677,908
1,476,768
5,355,816
Office of the Under Secretary
Under Secretary
160
MAAIF Report on review of functions and structures, June 2010
8,860,608
Driver
U8
3
123,064
1,476,768
4,430,304
Pool Driver
U8
8
123,064
1,476,768
11,814,144
24
Sub Total
49,651,536
Human Resource
Management/Development Division
Assistant Commissioner
U1E
1
1,264,669
15,176,028
15,176,028
Principal Personnel Officer
U2
1
966,300
11,595,600
11,595,600
Principal Training Officer
U2
1
966,300
11,595,600
11,595,600
Senior Training Officer
U3
2
740,940
8,891,280
17,782,560
Senior Personnel Officer
U3
1
740,940
8,891,280
8,891,280
Senior Records Officer
U4
1
570,663
6,847,956
6,847,956
Personnel Officer
U4
2
570,663
6,847,956
13,695,912
Records Officer/Senior Assistant RO
U4
1
570,663
6,847,956
6,847,956
Assistant Records Officer
U5
2
342,853
4,114,236
8,228,472
Records Assistant
U7
6
150,208
1,802,496
10,814,976
Sub Total
18
111,476,340
Accounts Division
161
MAAIF Report on review of functions and structures, June 2010
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Senior Accountant
U3
2
846,120
10,153,440
20,306,880
Accountant
U4
4
672,020
8,064,240
32,256,960
Senior Accounts Assistant
U5
4
427,941
5,135,292
20,541,168
Accounts Assistant
U7
4
196,107
2,353,284
9,413,136
15
Sub Total
98,028,300
Communication and Information
Management Division
Assistant Commissioner
U1E
1
1,292,513
15,510,156
15,510,156
Principal Information Scientist
U2
1
1,142,345
13,708,140
13,708,140
Senior Information Scientist
U3
1
846,120
10,153,440
10,153,440
Senior Systems Administrator
U3
1
846,120
10,153,440
10,153,440
Systems Administrator
U4
1
570,663
6,847,956
6,847,956
Documentation Officer
U4
1
570,663
6,847,956
6,847,956
Librarian
U4
1
570,663
6,847,956
6,847,956
Assistant Librarian
U6
1
223,159
2,677,908
2,677,908
Assistant Documentation Officer
U7
2
150,208
1,802,496
3,604,992
162
MAAIF Report on review of functions and structures, June 2010
10
Sub Total
Administration Section
76,351,944
Principal Assistant Secretary
U2
1
966,300
11,595,600
11,595,600
Senior Assistant Secretary
U3
6
740,020
8,880,240
53,281,440
Assistant Secretary
U4
1
570,663
6,847,956
6,847,956
Senior Office Supervisor
U5
1
342,853
4,114,236
4,114,236
Office Supervisor
U6
1
223,159
2,677,908
2,677,908
Senior Principal Stores Assistant
U4
1
672,020
8,064,240
8,064,240
Principal Stores Assistant
U5
1
427,941
5,135,292
5,135,292
Stores Assistant
U7
5
150,208
1,802,496
1,802,496
9,012,480
Telephone Operator
U7
1
150,208
1,802,496
102,531,648
Sub Total
18
438,039,768
Total
85
163
MAAIF Report on review of functions and structures, June 2010
Table 20: Public Procurement and Disposal of Public Assets Unit
DESIGNATION/TITLE
PROPOSED STRUCTURE
Public Procurement and
Disposal of Public Assets Unit
SALARY SCALE
PROPOSED No.
U1E
U4
U6
U8
U8
1
1
1
1
1
Monthly Amount
UGX
ANNUAL AMOUNT
UGX
TOTAL AMOUNT
1,292,513
570,663
223,159
123,064
123,064
15,510,156
6,847,956
2,677,908
1,476,768
1,476,768
15,510,156
6,847,956
2,677,908
1,476,768
1,476,768
Office of the Assistant
Commissioner
Assistant Commissioner
Personal Secretary
Pool Stenographer
Office Attendant
Driver
5
Sub Total
27,989,556
Procurement Section
Senior Procurment Officer
Procurement Officer
Assistant Procurement Officer
U3
U4
U5
2
3
2
846,120
570,663
342,853
10,153,440
6,847,956
4,114,236
20,306,880
20,543,868
8,228,472
Sub Total
7
49,079,220
Total
12
77,068,776
Table 21: Internal Audit Unit
DESIGNATION/TITLE
UGX
UGX
164
MAAIF Report on review of functions and structures, June 2010
PROPOSED STRUCTURE
SALARY SCALE
PROPOSED No.
U2
U6
U8
U8
1
1
1
1
Monthly Amount
ANNUAL AMOUNT
TOTAL AMOUNT
1,142,345
223,159
123,064
123,064
13,708,140
2,677,908
1,476,768
1,476,768
13,708,140
2,677,908
1,476,768
1,476,768
Internal Audit Unit
Principal Internal Auditor
Pool Stenographer
Office Attendant
Driver
4
Sub Total
Senior Internal Auditor
Internal Auditor
U3
U4
1
2
19,339,584
846,120
570,663
10,153,440
6,847,956
10,153,440
13,695,912
Sub Total
3
23,849,352
Total
7
43,188,936
165
MAAIF Report on review of functions and structures, June 2010
9.0 ANNEX IV JOB DESCRIPTIONS
Job Title
Director Animal Resources
Reports to
Permanent Secretary
Directly Supervises
Commissioner Animal Production
Commissioner Animal Health
Commissioner Entomology
Main Purpose
Support sustainable animal disease and vector control, market oriented animal
production, food quality and safety; for improved food security and household income.
Outputs
1) Technical guidance for formulation and implementation of policies, plans and strategies in
the areas of animal production, animal health and veterinary regulation and inspection
provided;
2) Monitoring, inspection, evaluation and harmonization of national programs and projects in
the animal sub sector supported;
3) Resources and assistance for the animal sub sector mobilized;
4) Human and institutional capacity for delivery of services in the animal sub sector
strengthened;
5) Frameworks for linkages and collaboration nationally within and with other sectors as well as
regionally and internationally on issues pertaining the animal sub sector established and
strengthened;
6) Generation/dissemination of appropriate technologies and provision of advisory services for
the development of value chains in the animal sub sector supported.
Person Specification
1) An honors bachelor in veterinary medicine or veterinary science or any other biological
science related to animals;
2) A masters degree in veterinary medicine or biological sciences;
3) Working experience of at least 10 years in the provision of technical services in the field of
animal production and marketing, animal health or veterinary inspection and enforcement.
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MAAIF Report on review of functions and structures, June 2010
4) At least 3 years working as a commissioner or similar rank in the field of animal production
and marketing, animal health or veterinary inspection and enforcement or related area.
5) Adequate knowledge of public financial system, procedures and regulations;
6) Leadership, managerial and planning skills with well developed public relations skills;
7) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates;
8) High personal integrity and good oral and writing skills.
167
MAAIF Report on review of functions and structures, June 2010
Job Title
Commissioner Animal Production Department
Reports to
Director Animal Resources
Supervises
Assistant Commissioner Dairy and Meat
Assistant Commissioner Animal Nutrition
Key Outputs
1) Policies, plans and legislation in regard to animal production reviewed, updated and
implemented;
2) Implementation of animal production policies monitored;
3) Environmentally friendly and economically viable livestock production systems in various
eco zones promoted;
4) Effective animal production management information system established and maintained;
5) Technical backup and capacity building for animal production provided;
6) National breeding policy consistent with the needs of animal genetic resources, conservation
and sustainable utilisation in place;
7) Provision of sustainable services for continuous national herd growth and improved animal
production consistent with the prevailing macroeconomic policies supported;
8) Appropriate infrastructure generally required for livestock production established and
maintained;
9) Use of improved stocking materials and sustainable natural resources management
supported.
Person Specifications
1) An honors bachelor degree in veterinary medicine or agriculture from a related science
discipline from a recognised institution or university;
2) A masters degree in veterinary medicine or agriculture or related science discipline from a
recognised institution or university;
3) Seven years working experience in farm development three of which should have been
served at the level of Assistant commissioner in government or equivalent level of
experience from a reputable organization.
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership, managerial and planning skills with well developed public relations skills;
6) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates;
7) High personal integrity and good oral and writing skills.
168
MAAIF Report on review of functions and structures, June 2010
Job Title
Commissioner Animal Health Department
Reports to
Director Animal Resources
Directly Supervises
Assistant Commissioner Animal Disease Control
Assistant Commissioner Veterinary Diagnostics and Epidemiology
Assistant Commissioner, Veterinary Regulation and Enforcement
Key Outputs
1) Policies, plans and strategies for controlling the spread of animal diseases and vectors
countrywide formulated and implemented;
2) Animal diseases and vector outbreaks investigated in the field and laboratories;
3) Animal diseases and vectors controlled;
4) Outbreaks and prevalence of animal diseases and vectors in the country including
neighboring countries monitored;
5) Epidemiology data promptly collected, collated and disseminated;
6) District authorities and MAAIF advised on animal disease and vector control strategies to be
used;
7) Framework for collaboration with research and other organizations nationally, regionally and
internationally on animal disease and vector control matters established;
8) Provision and monitoring availability and use of major animal disease vaccines and drugs
supported.
Person Specifications
1) An honors bachelor degree in veterinary medicine from a recognised institution or university;
2) A masters degree in veterinary medicine, agriculture or related science discipline from a
recognised institution or university;
3) Seven years working experience in the field of animal health, 3 of which should have been
served at the level of Assistant commissioner in government or equivalent level of
experience from a reputable organization.
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership managerial and planning skills with well developed public relations skills;
6) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills
169
MAAIF Report on review of functions and structures, June 2010
Job Title
Commissioner Entomology Department
Reports to
Director Animal Resources
Directly Supervises
Assistant Commissioner Productive Entomology;
Assistant Commissioner Vector Control
Key Outputs
1) Vector control and productive entomology regulations, standards policies, plans and
strategies formulated, reviewed and implemented;
2) Effective awareness in the population on vector control regulations and standards created;
3) Frameworks for the identification, development and use of strategic vector control and
productive entomology infrastructure in the country established;
4) Systems for identification and traceability for productive entomology products put in place
and enforced;
5) Productive entomology products for exports, import and for local markets inspected and
certified
6) Frameworks for collaboration with national, regional and international organisations on
research and practices related to vector control and productive entomology established and
operationalised;
7) Frameworks for building the capacity of LGs, MAAIF and other stakeholders in vector
control practices and productive entomology established and operationalised;
8) Surveillance and map out the distribution of vectors in the country conducted.
Person Specification
1) An honors bachelor degree in veterinary medicine or zoology or in a related biological
science discipline from a recognised institution or university;
2) A masters degree in veterinary medicine or related science discipline from a recognised
institution or university;
3) Seven years working experience in the field of animal health and regulation and enforcement
3 of which should have been served at the level of Assistant commissioner in government or
equivalent level of experience from a reputable organization.
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership, managerial and planning skills with well developed public relations skills;
6) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
170
MAAIF Report on review of functions and structures, June 2010
Job Title
Director Crop Resources
Reports to
Permanent Secretary
Directly Supervises
Commissioner Crop Production
Commissioner Crop Protection
Commissioner Crop Inspection and Certification
Main Purpose
Support sustainable, market oriented crop production, pest and disease control,
quality and safety of plants/plant products; for improved food security and
household income.
Key Outputs
1) Technical guidance for formulation and implementation of policies, plans and strategies in
the areas of crop production, crop protection and quality and safety of plants/plant products
provided;
2) Monitoring, inspection, evaluation and harmonization of national programs and projects in
the crop sub sector supported;
3) Resources and assistance for the crop sub sector mobilized;
4) Human and institutional capacity for delivery of services in the crop sub sector strengthened;
5) Frameworks for linkage and collaboration nationally within and with other sectors as well as
regionally and internationally on issues pertaining to the crop sub sector established and
strengthened;
6) Generation/dissemination of appropriate technologies and the provision of advisory services
for the development of value chains in the crop sub sector supported.
Person Specifications
1) An honors bachelor of science degree in agriculture or other related science disciplines from
a recognised University/Institution;
2) A masters degree in the field of agriculture, agricultural economics or agribusiness from a
recognised University/Institution;
3) Working experience of at least 10 years in the provision of technical services in the field of
crop production, crop protection, crop inspection and certification;
4) At least 3 years working as a commissioner or similar rank in the field of crop production,
crop protection, crop inspection and certification or related area.
5) Adequate knowledge of public financial system, procedures and regulations;
6) Leadership, managerial and planning skills with well developed public relations skills;
171
MAAIF Report on review of functions and structures, June 2010
7) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
8) High personal integrity and good oral and writing skills.
172
MAAIF Report on review of functions and structures, June 2010
Job Title
Commissioner Crop Production Department
Reports to
Director Crop Resources
Directly Supervises
Assistant Commissioner Crop Production
Assistant Commissioner Food and Nutrition Security
Main Purpose
Support sustainable, market oriented crop production, food and nutrition security;
for improved food security and household income.
Key Outputs
1) Policies, standards, strategies and plans on crop production, post harvest handling,
food and nutrition security formulated, reviewed and implemented;
2) Transfer of improved and appropriate crop production technologies to service
providers, processors, traders and consumers supported;
3) Frameworks for collaboration with the meteorological department, national,
regional and international food and agricultural surveillance institutions and
organizations for early warning on climate and food security established and
strengthened;
4) Quality assurance on good agricultural practice and advisory services on crop
production, food and nutrition provided;
5) Capacity of service providers on crop production, food and nutrition security built;
6) Use of improved seeds/planting materials and sustainable natural resources
management supported;
7) Food and nutrition security surveillance in the country conducted;
8) Programmes for integration of the youth in crop production, processing and
marketing developed and disseminated;
9) Frameworks for linkage and collaboration nationally within and with other sectors
as well as regionally and internationally on issues pertaining to the crop sub sector
established and strengthened;
Job Specifications
173
MAAIF Report on review of functions and structures, June 2010
1) An honors bachelor degree in agriculture or related science discipline from a
recognised institution or university;
2) A masters degree in crop production or extension activities or related science
discipline from a recognised institution or university;
3) Seven years working experience in the field of farm development three of which
should have been served at the level of Assistant commissioner in government or
equivalent level of experience from a reputable organization;
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership, managerial and planning skills with well developed public relations
skills;
6) Should be team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates;
7) High personal integrity and good oral and writing skills.
174
MAAIF Report on review of functions and structures, June 2010
Job Title
Commissioner Crop Protection Department
Reports to
Director Crop Resources
Directly Supervises
Assistant Commissioner Pest and Disease Control;
Assistant Commissioner Diagnostics and Epidemiology.
Main Purpose
Support sustainable crop pests and disease control for improved food security and
household income.
Key Outputs
1) Policies, plans and strategies for control of crop pests and diseases formulated and
implemented;
2) Crop pests and disease outbreaks investigated;
3) Crop pests and diseases controlled;
4) Outbreaks and prevalence of crop pests and diseases in the country and including
neighboring countries monitored;
5) Surveillance, collection, collation and dissemination of epidemiological data
conducted;
6) District authorities and the decision makers advised on crop pests and diseases
control strategies;
7) Frameworks for collaboration with research and other organizations nationally,
regionally and internationally on crop pests and diseases surveillance and control
established;
8) Provision and monitor availability and use of major agricultural chemicals
supported;
9) Capacities of Field extension staff, NGOs and local Governments supported in the
area of crop pest and disease control.
Person Qualifications
1) An honors bachelor degree in agriculture or related science discipline from a
recognised institution or university;
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MAAIF Report on review of functions and structures, June 2010
2) A masters degree in crop protection, crop disease management or crop science
discipline from a recognised institution or university;
3) Seven years working experience in the field of crop protection, three of which
should have been served at the level of Assistant commissioner in government or
equivalent level of experience from a reputable organization.
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership, managerial and planning skills with well developed public relations
skills;
6) Should be team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates;
7) High personal integrity and good oral and writing skills.
176
MAAIF Report on review of functions and structures, June 2010
Job Title
Commissioner Crop Inspection and Certification Department
Reports to
Director Crop Resources
Directly Supervises
Assistant Commissioner Seed Inspection and Certification;
Assistant Commissioner Phytosanitary and Quarantine;
Assistant Commissioner Agrochemicals Control.
Main Purpose
Support sustainable crop inspection and certification in conformity with national
and international phytosanitary, seed/planting materials and agrochemicals control
requirements; for improved food security and household income.
Key Outputs
1) Policies, legislation, regulations, standards, strategies and plans for inspection and
certification of plants/plant products, seeds and agrochemicals formulated,
reviewed and implemented;
2) Legislation, regulations and standards on plants/plant products (phytosanitary),
seeds and agrochemicals enforced;
3) Awareness on phytosanitary, seeds and agrochemicals legislation and regulations
created;
4) Plant quarantine facilities, seed and agrochemical analytical laboratories established
and maintained;
5) Frameworks for collaboration with national and international organizations on
technology generation, standard setting, regulation and certification of
phytosanitary, seeds and agrochemicals established and strengthened;
6) Capacity of staff on phytosanitary, seeds and agrochemicals inspection and
certification built;
7) Seeds, plant and plant products and agrochemicals registered and certified;
8) Database on regulation and certification of seeds, phytosanitary and agrochemicals
established and maintained;
9) Plant inspectors trained and gazetted.
Person Specifications
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1) First degree in agriculture or any other biological science related to crops from a
recognised University/Institution;
2) A masters degree in agriculture or biological sciences related to crop protection
related disciplines from a recognised University/Institution;
3) Seven years working experience in the field of crop protection, regulation and
enforcement, 3 of which should have been served at the level of Assistant
commissioner in government or equivalent level of experience from a reputable
organization.
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership, managerial and planning skills with well developed public relations
skills;
6) Should be team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
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Job Title
Director Fisheries Resources
Reports to
Permanent Secretary
Directly Supervises
Commissioner Aquaculture Management and Development
Commissioner Resource Management and Development (Natural Stocks)
Commissioner Fisheries Control, Regulation, Quality Assurance and Safety
Main Purpose
Support sustainable, market oriented fish production and capture fisheries, quality
and safety of fisheries products; for improved food security and household income.
Key outputs
1) Technical guidance for formulation and implementation of policies, plans and
strategies in the areas of fisheries production, fish capture, regulation and control
provided;
2) Monitoring, inspection, evaluation and harmonization of national programs and
projects in the fisheries sub sector supported;
3) Resources and assistance for the fisheries sub sector mobilized;
4) Human and institutional capacity for delivery of services in the fisheries sub sector
strengthened;
5) Frameworks for linkages and collaboration nationally within and with other sectors
as well as regionally and internationally on issues pertaining to the fisheries sub
sector including management of trans boundary fisheries resources established and
strengthened;
6) Generation/dissemination of appropriate technologies and the provision of
advisory services for the development of value chains in the fisheries sub sector
supported.
Person Specifications
1) First degree in fisheries or zoology or aquatic or biological science from a recognised
University/Institution;
2) A masters degree in fisheries or zoology or aquatic or biological sciences from a
recognised University/Institution;
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3) Working experience of at least ten (10) years in the provision of technical services in
the fisheries production, fish capture, regulation and control; three (3) of which
should have been served at the level of Commissioner in government or equivalent
level of experience from a reputable organization.
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership, managerial and planning skills with well developed public relations
skills;
6) Should be team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
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Job Title
Commissioner Aquaculture Management and Development Department
Reports to
Director Fisheries Resources
Directly Supervises
Assistant Commissioner Aquaculture Management;
Assistant Commissioner Aquaculture Development.
Main Purpose
Support sustainable, market oriented fish production for improved food security and
household income.
Key Outputs
1) Policies, standards, strategies and plans on fish production formulated, reviewed
and implemented ;
2) Transfer of improved and appropriate fish production technologies to service
providers, processors, traders and consumers supported;
3) Frameworks for collaboration with national, regional and international fisheries
research, institutions and organizations to ensure sustainable development of the
fisheries sub sector established and strengthened;
4) Quality assurance on advisory services on fish production provided;
5) Capacity of service providers on fish production built;
6) Use of improved fish fry and fisheries stocking materials and sustainable natural
resources management supported;
7) Fisheries surveillance on aquaculture, in the country for the development of the
fisheries industry conducted;
Person Specifications
1) An honors bachelor’s degree in fisheries or zoology or aquatic science plus a masters
degree in any of the above fields from a recognised government institution or
university;
2) Should have a minimum of seven (7) years related experience three (3) of which
should have been served at the level of Assistant Commissioner in government or
equivalent level of experience from a reputable organization.
3) Should have adequate knowledge of regulatory, inspection and related technology
of the fishing industry
4) Adequate knowledge of public financial system, procedures and regulations;
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5) Leadership, managerial and planning skills with well developed public relations
skills;
6) Should be team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
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Job Title
Commissioner Fisheries Resource Management and Development Department
(Natural Stocks)
Reports to
Director Fisheries Resources
Directly Supervises
Assistant Commissioner Resource Management;
Assistant Commissioner Co- Management.
Main Purpose
To support and guide sustainable exploitation of natural fisheries resources.
Key Outputs
1) Strategies and plans for sustainable exploitation of natural fisheries resources
formulated and implemented;
2) Production and productivity of the natural fisheries resources monitored;
3) Lakes and rivers restocked with appropriate fish species and breeds;
4) Beach Management Units (BMU) supported in conducting monitoring control and
surveillance activities;
5) Use of appropriate fish harvesting technologies and gears guided;
6) Periodic catch assessment, surveys, frame surveys and trade in natural fish
resources conducted;
7) A natural fisheries database established and maintained;
8) Aquatic weeds controlled;
9) Capacity at all levels for capture fisheries development built;
10) Frameworks for collaboration with neighboring countries with regard to
management of trans -boundary fisheries resources established and strengthened;
11) Management of fish breeding/nursery areas guided.
Person Specifications
1) An honors bachelor’s degree in fisheries or zoology or aquatic biology plus a
minimum of post graduate qualification in any of the above fields from a recognised
government institution or a reputable organization.
2) Should have a minimum of seven (7) years related experience three (3) of which
should have been served at the level of Assistant Commissioner in government or
equivalent level of experience from a reputable organization.
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3) Should have adequate knowledge of regulatory, inspection and related technology
of the fishing industry
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership, managerial and planning skills with well developed public relations
skills;
6) Should be team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
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Job Title
Commissioner Fisheries Control, Regulation and Quality Assurance Department
Reports to
Director Fisheries Resources
Directly Supervises
Assistant Commissioner Fisheries Control and Regulation;
Assistant Commissioner Fisheries Enforcement;
Assistant Commissioner Fisheries Quality Assurance and Safety;
Main Purpose
To formulate, review, implement and enforce fisheries legislation, policies,
strategies, regulations and standards for aquaculture production and sustainable
exploitation of lake and other water body fisheries
Key Outputs
1) Fisheries policies, legislation, regulations and standards formulated and
implemented;
2) Strategies and plans for enforcement of fisheries legislation, regulations and
standards including Monitoring Control and Surveillance (MCS) activities
developed and implemented;
3) Fishing activities on all public water bodies in the country regulated and controlled;
4) Fishing vessels and gears in all public water bodies including entry points licensed;
5) Awareness on fisheries legislation, regulations and standards created;
6) Risk analysis for import/export and internal fish and fisheries products movements
in the country conducted;
7) Fish and fisheries products for exports, import and for local markets as well as
vessels and vehicles used for transportation of fish and fisheries products inspected
and certified;
8) Fish inspectors trained and gazetted;
9) Frameworks for collaboration with national, regional and international
organisations on fisheries Regulation and Inspection established and strengthened;
10) Laboratories for conducting testing of fish and fishery products to support
certification for quality and safety of fish and fishery products for the export and
local market established and maintained.
Person Specifications
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1) An honors bachelor’s degree in fisheries or zoology or aquatic biology plus a
master’s degree in any of the above fields from a recognised government institution
or a reputable organization.
2) Should have a minimum of seven (7) years related experience three (3) of which
should have been served at the level of Assistant Commissioner in government or
equivalent level of experience from a reputable organization.
3) Should have adequate knowledge of regulatory, inspection and related technology
of the fishing industry
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership, managerial and planning skills with well developed public relations
skills;
6) Should be team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
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Job Title
Director Agricultural Support Services
Reports to
Permanent Secretary
Directly Supervises
Commissioner Agriculture Planning;
Commissioner Agribusiness
Commissioner Agriculture Infrastructure and Water for Agricultural Production
Main Purpose
To provide technical support for the development of policies, plans, strategies and
systems and infrastructure for production, agribusiness, value addition, primary
processing, marketing and water for agricultural production to enable MAAIF
achieve its mandate.
Key Outputs
1) Technical guidance for formulation and implementation of policies, plans and
strategies and in the areas of infrastructure for production, agribusiness, value
addition, primary processing, marketing and water for agricultural production
provided;
2) Monitoring, inspection, evaluation and harmonization of national programs and
projects including those for agribusiness, value addition, primary processing,
marketing and agricultural Infrastructure and Water for Agricultural Production
supported;
3) Resources and assistance for policy formulation, review and implementation,
program development, agribusiness, value addition, primary processing, marketing
and agricultural Infrastructure and Water for Agricultural Production mobilized;
4) Human and institutional capacity for delivery of services directorate personnel
strengthened;
5) Frameworks for linkages and collaboration nationally within and with other sectors
as well as regionally and internationally on issues pertaining to in areas related to
directorate functions established and strengthened;
6) Generation/dissemination of appropriate technologies and the provision of
advisory services for agribusiness, value addition, primary processing, marketing
and agricultural Infrastructure and Water for Agricultural Production supported.
Person Specifications
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1) An honors bachelor of science degree in agriculture or agriculture engineering or
related science disciplines from a recognised University/Institution;
2) A masters degree in agriculture or agriculture engineering or related science
disciplines from a recognised University/Institution;
3) Working experience of at least 10 years in the provision of technical services in areas
related to directorate functions;
4) At least 3 years working as a commissioner or similar rank in areas related to
directorate functions.
5) Adequate knowledge of public financial system, procedures and regulations;
6) Leadership, managerial and planning skills with well developed public relations
skills;
7) Should be team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates.
8) High personal integrity and good oral and writing skills.
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Job Title
Commissioner Agricultural Planning Department
Reports to
Permanent Secretary
Directly Controls
Assistant Commissioners Policy Analysis;
Assistant Commissioners Agriculture Planning;
Assistant Commissioners M&E;
Assistant Commissioner, Statistics.
Main Purpose
To provide technical support to; policy formulation and planning processes,
implementation, monitoring and evaluation of programs and projects to enable
MAAIF achieve its mandate.
Key Outputs
1) Preparation and development of policies, regulations, standards, strategies, plans,
programmes and projects guided;
2) Implementation and impact of policies, strategies, plans, programmes, sector budget
performance and projects monitored;
3) System and institutional framework for agricultural data collection, analyses,
storage and dissemination to stakeholders established;
4) Preparation of the annual sector plans and Budget Framework Paper (BFP) guided;
5) Capacity of LGs, MAAIF and other stakeholders in the development of plans and
strategies built.
6) Preparation of the annual sector policy statements guided;
7) Frameworks for collaboration with national, regional and international
organizations in agricultural policy, planning, regulations and standards established
and strengthened;
8) Agricultural sector policies and strategies and regional and international policies
and strategies harmonized;
9) Sector IT needs and National referral library and documentation centre managed.
10) Public education campaigns on awareness on sector activities organized and
conducted
Person Specifications
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1)
2)
3)
4)
5)
6)
7)
8)
9)
Bachelor of science degree in economics/agricultural economics or related discipline
A masters degree in similar fields from a recognised University/Institution;
Thorough working knowledge of the agricultural sector
Relevant working experience of seven (7) years of which at least three (3) must have
been at the level of Assistant Commissioner or at an equivalent level in policy
formulation or development planning processes,
A good understanding of implementation and monitoring of programs and projects
in developing economies;
Adequate knowledge of public financial system, procedures and regulations;
Leadership, managerial and planning skills with well developed public relations
skills;
Should be a team player capable of working with the senior management team and
with the ability to monitor, coach, develop and motivate subordinates.
High personal integrity and good oral and writing skills.
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Job Title
Commissioner Agriculture Infrastructure and Water for Agricultural Production
Department
Reports to
Permanent Secretary
Directly Supervises
Assistant Commissioner Agriculture Engineering and Mechanisation;
Assistant Commissioner Farmland Planning and Farming systems
Assistant Commissioner Soil and Water Conservation
Assistant Commissioner Water for Agricultural Production
Main Purpose
To provide technical support for the development of systems and infrastructure for
production and water for agricultural production to enable MAAIF achieve its
mandate.
Key Outputs
1) Technical guidance for formulation and implementation of policies, plans and strategies in
the areas of infrastructure for production, farmland planning and systems and water
conservation as well as water for agricultural production provided;
2) Monitoring, inspection, evaluation and harmonization of national programs and projects for
agriculture Infrastructure and Water for Agricultural Production supported;
3) Resources and assistance for Infrastructure and Water for Agricultural Production mobilized;
4) Human and institutional capacity for delivery of services for Infrastructure and Water for
Agricultural Production strengthened;
5) Frameworks for linkages and collaboration nationally within and with other sectors as well as
regionally and internationally on issues pertaining for Infrastructure and Water for
Agricultural Production established and strengthened;
6) Generation/dissemination of appropriate technologies and the provision of advisory services
for Infrastructure and Water for Agricultural Production supported.
Person Specifications
1) An honors bachelor of science degree in agriculture or agriculture engineering or related
science disciplines from a recognised University/Institution;
2) A masters degree in agriculture or agriculture engineering, or related science disciplines from
a recognised University/Institution;
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3) Working experience of at least seven years in the provision of technical services in the field
of infrastructure for production, value addition, marketing and water for agricultural
production;
4) At least 3 years working as a commissioner or similar rank in the field of infrastructure for
production, value addition, marketing and water for agricultural production.
5) Adequate knowledge of public financial system, procedures and regulations;
6) Leadership, managerial and planning skills with well developed public relations skills;
7) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
8) High personal integrity and good oral and writing skills.
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Job Title
Commissioner Agribusiness
Reports to
Permanent Secretary
Directly Supervises
Assistant Commissioner, Agribusiness;
Assistant Commissioner Value Addition.
Main Purpose
Formulate and implement policies, plans, designs, strategies, regulations and
standards for agribusiness, marketing, value addition and primary processing.
.
Key Outputs
1) Agribusiness and marketing policies, regulations, standards, strategies, plans, programmes
and projects formulated and implemented;
2) Technical advice on agribusiness and marketing provided;
3) Information of production and socio-economic conditions affecting on-farm, agro- industry
operations, primary processing and value addition generated, analysed and disseminated;
4) Plans and strategies for building the capacity of LGs, MAAIF and other stakeholders in the
development of agribusiness and marketing in the agricultural sector formulated and
implemented;
5) Frameworks for collaboration with national, regional and international organizations in
agribusiness and marketing established and strengthened;
6) Plans and strategies for commodity value chain analysis formulated and implemented;
7) Commodity stakeholder platforms and frameworks to operationalize commodity value chain
analysis recommendations or outputs established and supported.
Person Specifications
1) Bachelor of science degree in agriculture economics or a related economics/business
administration or marketing discipline from a recognised University/Institution;
2) A masters degree in agriculture economics or a related economics/business administration or
marketing discipline from a recognised University/Institution
3) Working experience of at least seven (7) years in the development of farming systems and
soil and water conservation, three (3) of which should have been served at the level of
Assistant Commissioner in government or equivalent level of experience from a reputable
organization.
4) Adequate knowledge of public financial system, procedures and regulations;
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5) Leadership, managerial and planning skills with well developed public relations skills;
6) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
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Job Title
Under Secretary Finance and Administration Department
Reports to
Permanent Secretary
Directly Supervises
Assistant Commissioners Human Resource Management/Development;
Assistant Commissioners Accounts; and
Principal Assistant Secretary.
Main Purpose
To support the provision of financial, administrative and human resource
management/development services to enable MAAIF achieve its mandate.
Key Outputs
1) Policies, laws, regulations, standards, plans and strategies for the Agricultural Sector
formulated;
2) Ministry’s recurrent and development budgets prepared;
3) Ministry’s finances managed;
4) Financial reports prepared and submitted to the relevant authorities;
5) All MAAIF resources accounted for;
6) Office accommodation, facilities and other necessities including logistics and motor vehicles
provided and maintained;
7) PS and Top Managers advised on administrative, financial and personnel matters;
8) Sustainable capacity building programmes for stakeholders in the agricultural sector designed
and implemented;
9) A well motivated work force in place;
10) Regulations concerning finance, administration and personnel interpreted and disseminated;
11) Up to date personnel and other records maintained;
12) Public relations for the Ministry managed;
13) Resources for the sector mobilized.
Person Specifications
1) First degree in social sciences plus post graduate qualifications in public administration or
management from a recognised university;
2) Thorough working knowledge and experience of public service accounting, financial
management, administrative and personnel policies, regulations and procedures;
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3) Seven (7) years relevant working experience, three (3) of which should have been served at
the level of Principal Assistant Secretary in government or equivalent level of experience
from a reputable organization
4) Ability to prepare financial reports for the Ministry;
5) Should have experience managing and motivating professional staff.
6) Adequate knowledge of public financial system, procedures and regulations;
7) Leadership, managerial and planning skills with well developed public relations skills;
8) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
9) High personal integrity and good oral and writing skills.
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Job Title
Assistant Commissioner Accounts
Reports to
Under Secretary
Directly Supervises
Two Senior Accountants,
Four Accountants,
Four Senior Accounts Assistants and
Four Accounts Assistants
Main Purpose
To provide financial services to enable MAAIF achieve its mandate.
Key Outputs
1)
2)
3)
4)
5)
6)
7)
Support preparation of the Ministry’s recurrent and development budgets;
Manage the Ministry’s finances;
Prepare and submit financial reports to relevant authorities;
Account for MAAIF resources;
Advise PS and Top Managers on financial matters;
Interpret and disseminate regulations concerning finance;
Maintain up to date financial records;
Person Specifications
1) An honors degree in finance and accounting or commerce (accounting option) or business
administration (accounting option) or business studies (accounting) plus full professional
accounting qualifications ACCA, CP or CIMA.
2) An honors degree in sciences or humanities plus full professional accounting qualifications
ACCA, CP or CIMA.
3) Possession of a masters degree in business administration or financial management or
accounting or general management from a recognised institution or reputable organization
will be an added advantage;
4) Five (5) years of relevant experience, three (3) of which should have been served at the level
of Principal Accountant in government or equivalent level of experience from a reputable
organization in Government institution or agency.
5) Adequate knowledge of public financial system, procedures and regulations;
6) Leadership, managerial and planning skills with well developed public relations skills;
7) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
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8) High personal integrity and good oral and writing skills.
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Job Title
Assistant Commissioner Public Procurement and Disposal of Public Assets Unit
Reports to
Permanent Secretary
Directly Supervises
Two Senior Procurement Officers;
Three Procurement Officers;
Two Assistant Procurement Officers.
Main Purpose
To streamline and implement effective and efficient public procurement and
disposal of public assets in MAAIF.
Key Outputs
1) MAAIF guided on public procurement and disposal policies, principles and practices;
2) Performance of public procurement and disposal in MAAIF and advise on desirable changes
monitored;
3) Capacity of MAAIF staff on procurement and disposal built;
4) Bidding documents, procedural forms and any other attendant documents for procuring and
disposing of public assets prepared;
5) Procurement and disposal process records maintained and archived;
6) Procurement or disposal activities of the procuring and disposing entity except adjudication
and the award of contract managed;
7) Procurement and disposal activities of the procuring and disposing entity; planned.
Person Specifications
1) First degree in procurement and supply chain/logistics or management or purchasing and
materials management or commerce (management option) with procurement as a subject or
commerce/studies (management option) with procurement as a subject from a recognised
university or an honors bachelor degree in either sciences or commerce or business
administration or business studies plus a minimum of a post graduate diploma in supply
management or materiel management from a recognised university or institution or an honors
science degree;
2) Plus a full professional qualification or membership certificates;
3) Five (5) years of relevant procurement experience, three (3) of which should have been
served at the level of Principal Procurement Officer in government or equivalent level of
experience from a reputable organization in Government institution or agency.
4) Adequate knowledge of public financial system, procedures and regulations;
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5) Leadership, managerial and planning skills with well developed public relations skills;
6) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
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Job Title
Principal Internal Auditor Internal Audit Unit
Reports to
Permanent Secretary
Directly Supervises
Senior Internal Auditor;
Internal Auditors.
Main Purpose
To provide independent, objective assurance and consulting services designed to add
value and improve Government operations on risk management, control and
governance processes.
Key Outputs
1) MAAIF guided on compliance to financial regulations, legislations and internal controls.
2) Systems for generating financial information and data, the reliability and integrity of
financial statements and other related accounting and financial information reviewed;
3) Systems audit to ascertain compliance to applicable legislations and regulations and internal
controls by MAAIF conducted;
4) Value for Money audits on MAAIF expenditures conducted;
5) Risk management audits conducted;
6) Reviews on projects implemented by MAAIF conducted;
7) Reviews on resources acquisition, deployment, utilization, disposal and safety of
Government assets conducted.
Person Specification
1) First degree in commerce with accounting option or professional qualification such as CPA,
ACCA, CMIA;
2) Post graduate qualification in auditing, business administration or accounting or general
management any other relevant course in an accounting institution;
3) Working experience of at least 6 years of which 3 must have been at the level of senior
auditor in Government or equivalent level of experience from a reputable organization.
4) Adequate knowledge of public financial system, procedures and regulations;
5) Leadership managerial and planning skills with well developed public relations skills;
6) Should be team player capable of working with the senior management team and with the
ability to monitor, coach, develop and motivate subordinates.
7) High personal integrity and good oral and writing skills.
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10.0 TERMS OF REFERENCE
TERMS OF REFERENCE FOR REVIEW OF MAAIF AND LOCAL GOVERNMENT
PRODUCTION FUNCTIONS AND STRUCTURES RESTRUCTURING
COMMITTEE
1.0 Background
A number of legal and policy reforms in the 1990s led to the review of central and local
government mandates, roles, functions as well as structures. In the case of MAAIF’s
new mandate, which is detailed in the Post Constitutional Restructuring Report (PCRP),
MAAIF under the Agriculture Sector Programme Support intervention supported a
study on the definition of functions within the context of new mandates as defined in
the 1995 Constitution, which would enable the Ministry effectively and efficiently fulfill
its role.
MAAIF’s reviewed mission is to support national efforts to commercialize subsistence
agriculture by ensuring that the institution and all its autonomous bodies provide
increasingly responsive, efficient and effective demand driven services to the sector
emphasizing support to resource poor farmers alongside all farmer categories..
Due to the fact that a number of reforms have been implemented over the last decade,
MAAIF has decided to review its functions and structure especially where mandates
have either been expanded, redefined or decreased. This review will also extend to the
Local Government production departmental functions and structures.
In addition, MAAIF made a commitment under the seventh PRSC to review and to
bring to conclusion the Core Functional Analysis conducted in 2000. To facilitate this
process, the Permanent Secretary MAAIF has constituted an in house Restructuring
Task Force to conduct this exercise. For purposes of future reference, MAAIF will be
understood to refer to the Ministry and all its semi autonomous bodies.
The MAAIF Restructuring Committee (RC)
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2.1 Objective
The main objective of the review exercise is to develop appropriate MAAIF and DLG
Production department structures for effective service delivery.
2.2 Scope of work
The scope of work of these Terms of Reference as far as the MAAIF RTF is concerned
will extend to MAAIF and LG production functions and structures.
1.
Tasks
The MAAIF RTF will perform the following tasks:1) Conduct review of all MAAIF and DLG production departments and division functions and
structures including new and removed in light of reforms and policy pronouncements to
date;
2) Propose appropriate structures for effective service delivery in the agricultural sector;
3) Propose modalities for implementation of the proposed structure and their financial
implications;
4) Prepare and submit a report to the PS.
2. Deliverables
There will be one main deliverable expected of the RTF namely: A revised MAAIF and
LG Production Department functions and structures report.
3. Timing
Execution of the task will cover a period of not more than six weeks starting from the
16th of July to August 28th 2008.
4. Management and Reporting arrangements
The Human Resource Division will provide all the management arrangements for the
exercise. The section will be responsible for organisation of meetings and dissemination
of reports for discussion. The Task Force will submit a final report to the Permanent
Secretary.
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5. The composition of the MAAIF Review Task Force
The RTF will be chaired by Mr. Ojok Thomas, Assistant Commissioner Human
Resource Division and will be composed of the following members:
1) Commissioner Agricultural Planning and Development
2) Mr. Okullokwany, Assistant Commissioner, Crop Protection
3) Eng. Ssozi Fredrick, Principal Agricultural Engineer Farm Development
4) Ms. Daisy Eresu, Agricultural Inspector department of CP&M
5) Dr. Mwanja Wilson, Principal Fisheries Officer Fisheries Department
6) Dr. Oree Samuel, Senior Veterinary Inspector
7) Dr. Wesonga Wanderema Assistant Commissioner, Livestock Health and Entomology
8) Dr. Kajura Stephen, Principal Veterinary Officer Animal Production and Marketing
9) Mr. Mayanja Fred, Senior Finance Officer
10) Mr. Okuku M. A. Principal Personnel Officer
A consultant will also be available to support the process and departmental staff will be
co-opted to the committee as and when necessary.
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