The National Agricultural Research Institute (NARI)aciar.gov.au/files/node/722/NARI SPIP - (Final)...

The National Agricultural Research Institute (NARI) was established by an Act of National Parliament of Papua New Guinea (PNG) in July 1996 as a publicly funded, statutory research organization, to conduct applied and development oriented research on food crops, emerging food and cash crops, livestock and resource management issues. Besides applied and adaptive research, NARI is responsible for providing technical, analytical and diagnostic services and up-to-date information to the agriculture sector in PNG. The major targets are the smallholder semi-subsistence farmers in the country. The research and development efforts of NARI are focussed on improving livelihoods, creating broad-based economic growth, and bringing prosperity to all in PNG. NARI Vision In its vision for PNG, NARI sees “Prosperous PNG Agricultural Communities”. NARI Mission The mission of NARI is “to promote innovative agricultural development in Papua New Guinea through scientific research, knowledge creation and information exchange”. NARI Logo

The letters NARI are the initials of the National Agricultural Research Institute. The PEOPLE symbolise those included in the mandate of NARI such as farmers, researchers, extension agents, partners, NGOs etc, backed with BLUE to encompass the sky and the macro environment. The LEAF symbolises crops, backed with GREEN to depict the crop environment. The PIG and CHICKEN heads symbolise livestock. The RED background portrays the toil and sweat of the people

ISBN 9980-932-53-8 Copyright 2006 National Agricultural Research Institute (NARI). All rights reserved. Reproduction and dissemination of material in this report for educational or other non-commercial purposes are authorised without any prior written permission from the copyright holders provided the source is fully acknowledged. Reproduction of material for resale or other commercial purposes is prohibited without written permission of: The Director General, NARI, Sir Alkan Tololo Research Centre, P.O. Box 4415, LAE 411, Morobe Province, Papua New Guinea. Email: [email protected]; Website: http://www.nari.org.pg

NARI Strategic Programme Implementation Plan 2006-2010

TABLE OF CONTENTS

Foreword...................................................................................................................................... III

Acronyms and Abbreviations ..................................................................................................... iv

1. Introduction........................................................................................................................... 1

2. The Institute ........................................................................................................................... 1

3. Planning of NARI Research and Development Programmes............................................ 2

4. The Development Context..................................................................................................... 2

5. Research Priorities................................................................................................................. 5

6. Needed Development Outcomes and Impacts ..................................................................... 8

7. NARI Strategic Programme Implementation Plan (NSPIP) 2006-2010........................... 8 7.1 Research Outputs and Indicators ....................................................................................... 28 7.2 Research Outcomes and Development Impacts................................................................ 29

8. Institutional Development: Key Challenges and Proposed Plan.................................... 29 8.1 Sustainable Human Resource Development and Capacity........................................... 29 8.2 Development and Sustenance of Infrastructure and Facilities...................................... 30 8.3 Financial Mobilisation and Utilisation.......................................................................... 31

9. Annual Plans and Reviews .................................................................................................. 34

10. Conclusions.......................................................................................................................... 34

References.................................................................................................................................... 36

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List of Tables

Table 1. NARI’s Research Priorities……………………………………………………………..6

Table 2. Logframe for NARI Strategic Programme Implementation Plan……………………….9

Table 3. NARI Programme Strategies…………………………………………………………..16

Table 4. NARI Programmes and Projects for Implementation during 2006-2010……………...17

Table 5. Project Implementation Schedule: NSPIP 2006-2010………………………………...20

Table 6. Research Outcomes and Likely Development Impacts: NSPIP……………………….23

Table 7. Projected Output Indicators…………………………………………………………...27

Table 8. NARI Training and Human Resources Development Plan: 2005-2010……………….29

Table 9. Average Cost of Maintenance, Refurbishment, Replacement and Capital

Development…………………………………………………………………………...30

Table 10. NARI Medium Term Resource Framework 2005-2010: Financial Resource

Mobilisation……………………………………………………………………………33

Table 11. NARI Medium Term Resource Framework 2005-2010: Financial Resource

Utilisation……………………………………………………………………………..33

List of Figures

Figure 1. NARI Planning and Implementation Process…………………………………………..3

Figure 2. NARI Strategic Programme Implementation Plan: Key Elements and Process………4

Figure 3. Structure of Implementation Programmes…………………………………………….13

Figure 4. Implementation Programmes………………………………………………………….14

Figure 5. NARI Operational Programmes for Implementation of NSPIP………………………15

Figure 6. NARI Monitoring, Evaluation and Performance Assessment………………………...35

List of Boxes

Box 1. NARI Planning and Implementation Process……………………………………………..3


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FOREWORD

The agriculture sector remains the main source of economic growth and social advancement in Papua New Guinea (PNG). The sector has huge untapped potential, not only to assure food security, improve cash incomes and provide comfortable livelihoods but also to bring total prosperity and full development to the country. In the immediate future, the sector’s development can help realise broad-based economic growth, the major focus of the PNG Government’s Medium Term Development Strategy 2005-2010. Improved agricultural technologies and innovative development, based on scientific research, will be crucial and critical contributors in developing the sector, especially given current constraints and opportunities. Over the last eight years, the National Agricultural Research Institute (NARI) has contributed to agricultural growth, socio-economic development and pursuit of the Institute’s vision of “Prosperous PNG Agricultural Communities” by implementing a number of innovative agricultural research programmes and transferring its research outputs to agricultural communities. However, given limited time and effort and constrained research resources, it is necessary for research and innovation activities to be well prioritized, planned and focused so as to maximize resource use efficiency for optimal research outcomes and development impacts. To remain focused and efficient, NARI has adopted a four-tier system of planning comprised of a Corporate Plan, Strategic Plan 2006-2015, Strategic Programme Implementation Plan 2006-2010, and Annual Implementation Plans and Reviews. This NARI Strategic Programme Implementation Plan 2006-2010 is the third tier document in the planning process and has been designed by considering PNG’s medium term development needs, medium term research priorities as expressed by NARI stakeholders, development constraints and opportunities in the agricultural sector, institutional status and operating environment. The plan provides an outline of seventy-eight proposed projects within eighteen programmes for implementation over the next five years and beyond. The necessary institutional development is addressed as an integral part of this plan together with the delivery of research results for desirable research outcomes and development impacts. Also provided is an objective system of operational performance assessment of NARI’s programmes and plans. Volume 2 of the plan provides a detailed outline for each project including likely research outcomes and development impacts. The plan is intended to provide required direction and guidance to Institute staff and collaborators for implementation, and to donors, partners, policy makers and government agencies for support so that these planned programmes and projects can be implemented effectively. I wish to take this opportunity to sincerely thank and express my appreciation to the NARI Management and Staff for their efforts in developing this NARI Strategic Programme Implementation Plan 2006-2010. I am confident that this plan will help guide the development of programmes and implementation of projects and also help in mobilisation of resources for implementation of the planned R&D programmes of the Institute. Raghunath Ghodake April 2006 Director General


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Acronyms and Abbreviations ACIAR Australian Centre for International Agricultural Research ACNARS Australian Contribution to the National Agricultural Research System AIGF Agricultural Innovations Grant Facility AIGS Agricultural Innovations Grant Scheme AusAID Australian Agency for International Development GDP Gross Domestic Product EU European Union GIS Geographic Information Systems IMTP International Musa Testing Programme INIBAP International Network for the Improvement of Banana and Plantain MDGs Millennium Development Goals MOHERST Ministry of Higher Education, Research, Science and Technology MTDS Medium Term Development Strategy NAIC National Agricultural Insect Collection NAIS National Agricultural Information System NARI National Agricultural Research Institute NSPIP NARI Strategic Programme Implementation Plan NGO Non Government Organization PGK PNG Kina PNG Papua New Guinea PNGSDPL Papua New Guinea Sustainable Development Programme Limited R&D Research and Development


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NARI STRATEGIC PROGRAMME IMPLEMENTATION PLAN 2006-2010

“Towards Improved Livelihoods and Broad-based

Economic Growth in Papua New Guinea” 1. Introduction Agricultural development in Papua New Guinea (PNG) is crucial for broad-based economic growth and development and hence for overall improvement in the welfare and prosperity of the nation. It is the key means to achieve the goals of the national government’s Medium Term Development Strategy 2005-2010 (MTDS) and the Millennium Development Goals (MDGs) as declared at the UN Millennium Summit, September 2000. The strategy for recovery and development is based on export driven economic growth, rural development and poverty reduction, achievable mainly through the promotion of agriculture, forestry, fisheries and tourism on a sustainable basis. Agriculture will be by far the most important long term, sustainable and equitable contributor to poverty reduction, improved welfare, empowerment, social harmony and overall prosperity. The roles of research, science and technology are essential and critical in efforts to achieve agricultural development through empowering Papua New Guineans in rural areas to drive the development process. This is most especially so in the smallholder production of food, livestock and emerging food and cash crops, as well as in the efficient and sustainable use of available resources. Farmer innovation will always remain important, but accelerated progress will only be fuelled through science and technology. Investment in innovative scientific research, knowledge creation and information exchange is vital to achieve the benefits of higher farm productivity, increased incomes, employment generation, equity of distribution of wealth and improved nutrition. 2. The Institute NARI is a publicly funded, statutory research organisation responsible to the Ministry of Higher Education, Research, Science and Technology (MOHERST) for conducting applied and development oriented research on food crops, emerging food and cash crops, livestock and resource management issues. The major targets are the smallholder farmers in the rural areas of the country. Besides applied and adaptive research, NARI is responsible for providing authoritative technical, analytical and diagnostic services and up-to-date information to the entire agriculture sector in PNG. In its Vision for PNG, NARI foresees “Prosperous PNG Agricultural Communities”. This is based on NARI’s assertion that the economic, social and cultural well-being of all residents of PNG can only come through attainment of the prosperity of its agricultural communities. This is simply because of the dependence of the vast majority of the population on agriculture and the tremendous untapped potential of the agriculture sector. Since agricultural development can come about by the application of science and technology and the realisation of innovative development, the Mission of NARI is: “To promote innovative


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agricultural development in Papua New Guinea through scientific research, knowledge creation and information exchange”. The Mandate of NARI is to conduct development-oriented, applied and adaptive research focused on the smallholder production of staple food crops, emerging food and cash crops, village livestock and natural resource management in the context of integrated farming systems. The objective is to bring about well-balanced and widespread economic growth. NARI must also contribute to the development of human resources by training and developing the scientific and technical capacity of PNG people to use science and knowledge to undertake technology-based agriculture. 3. Planning of NARI Research and Development Programmes Over the past eight years, NARI has contributed to agricultural growth and socio-economic development in the country through the implementation of a number of innovative agricultural research programmes and by delivering its research outputs to the agricultural communities. NARI has done this in spite of numerous constraints including uncertain and limited research resources, such as human resources and funding, and a complex mandate. In order to remain focussed and efficient, NARI has developed a four-tier planning system. This system consists of a Corporate Plan, Strategic Plan 2006-2015, Strategic Programme Implementation Plan 2006-2010 and Annual Implementation Plans. The system is depicted in Figure 1 (Box 1). The NARI Strategic Programme Implementation Plan 2006-2010 highlights key challenges and necessary interventions for effective programme implementation and institutional development. Key elements of the plan and the planning process are outlined in Figure 2. The NARI Strategic Programme Implementation Plan is in two volumes. Volume 1 provides the rationale, programme strategies, project implementation schedule, resource requirements and monitoring and evaluation strategies. Detailed outlines of the planned projects are given in Volume 2. 4. The Development Context The Institute has considered and assessed various policies and strategies being prescribed and adopted for development in PNG. Directly relevant are the National Development Charter, the Medium Term Development Strategy 2005-2010 (MTDS) and the National Agriculture Development Strategy: Horizon 2002-2012. The NARI Strategic Programme Implementation Plan 2006-2010 (NSPIP) derives from the NARI Strategic Plan 2006-2015 and has reference to the national government’s strategic development planning documents. The plan also contributes to various on-going planning and development efforts such as the design of the National Agricultural Development Plan and various programme planning interventions. The MTDS is based on the PNG Government’s programme of recovery and development through export driven economic growth, rural development and poverty reduction. This is to be brought about mainly through good governance and the promotion of sustainable agriculture, forestry, fisheries and tourism. The strategic emphasis is that the primary role of government is the provision of an enabling environment for private sector development. Government macro-


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Box 1. NARI Planning and Implementation Process

The Institute has adopted a four-tier planning and implementation process (Figure 1). The first tier document is the NARI Corporate Plan outlining guiding principles, policies and ethos that are developed by considering the Institute’s vision, mission and mandate within the context of the long-term development of Papua New Guinea. The NARI Strategic Plan 2006-2015 is the second tier document based on consideration of medium-term development needs, the Institute’s mission and its internal and external environment. It focuses on preferred strategies for delivery of results and institutional development. Third tier planning is at the level of programme implementation and is documented in the Strategic Programme Implementation Plan 2006-2010. This plan focuses on those priority research and development issues that can be addressed in the short to medium terms and with consideration of immediately available institutional resources. It considers research and development issues emanating from NARI’s research priority setting exercise within the medium term development context; provides a framework for programme and project implementation; and outlines a medium-term resource requirement framework. The fourth tier consists of annual plans for implementation and review of programmes and projects.

NARI Internal Environment

Long Term Development Context

and NARI Vision

Medium Term Development Context

and NARI Mission

Short-term Development

Issues

Research and Development Agenda

NARI Act and Mandate

Institutional Development Environment

NARI Resources

Financial and Human Resources

Organisational Performance Assessment System through Periodic Management Assessment and External Panel Review

Corporate Plan

Strategic Plan 2006-2015

Strategic Programme Implementation Plan

2006-2010

Annual Implementation Plans and Reviews

Figure 1. NARI Planning and Implementation Process

NARI External Environment


NARI Strategic Plan 2006-2015

Figure 2. NARI Strategic Programme Implementation Plan: Key Elements and Process

Medium term Development

Context

NARI Internal and External

Environment

Resource Mobilisation

Medium Term Research Priorities

NARI Strategic Programme Implementation Plan

2006-2010

Schedule of Implementation

Target Areas of Impact

Inputs Human Resource Development

Implementation Programmes and Projects

Research outputs and outcomes

Activities Assets and

infrastructure development Indicators and

Milestones

Networks and Partnerships Monitoring, Evaluation and

Performance Assessment

Annual plans and Review

Development impacts

economic policies, which favour the maintenance of stable exchange rates, low interest rates and low rates of inflation, will benefit all private sector actors. Likewise, efforts to improve the transport infrastructure, reduce the costs of maintaining law and order, and provide a business friendly investment and marketing environment will assist in the overall promotion of agricultural development. As a member of the United Nations, PNG is committed to strive towards the achievement of the Millennium Development Goals (MDGs) as declared at the UN Millennium Summit, September 2000. Five of the goals are directly targeted by the work of NARI aimed at poverty reduction and improved livelihoods through rural development. These goals are eradication of extreme poverty and hunger, reduction in child mortality, promotion of gender equality and empowerment of women, combating HIV-AIDS, malaria and other diseases, and ensuring environmental sustainability. The development strategy goals are to be realized by empowering Papua New Guineans, especially those in rural areas, to mobilize their own resources to achieve higher living standards. The overall objective is to help advance economic and social development in PNG. Women are on the frontline in the fight against malnutrition, lack of education, income poverty and 4


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environmental degradation. Hence, empowering women is essential to winning the fight. Agriculture is seen to have a key role in the Government’s development strategies. However, the agriculture sector is currently characterised by stagnant performance, productivity far below potential, weak extension systems, and poorly developed agricultural infrastructure, facilities and input delivery systems. Obstacles to achieving the goals include poor governance, with corruption a major factor, uneven distribution of development opportunities both geographical and social, the squandering of wealth on consumption rather than investment, and the relative neglect of agriculture as by far the most important long term, sustainable and equitable contributor to poverty reduction, improved welfare, empowerment, social harmony and prosperity. Rural development is the primary step in fighting poverty and investment in agriculture is the key to such development and wealth creation. Farm incomes and export earnings from agriculture lead to savings, further investment and increased demand for goods and services. The National Agriculture Development Strategy: Horizon 2002-2012 suggests a number of policy and strategic interventions to overcome and address major issues and constraints faced by the agriculture sector. NARI has assessed and considered such interventions. The medium term resource framework presented in the MTDS gives priority to promotion of income earning opportunities by indicating expenditure support of Kina 10-11 million per annum for research and development effort in the agriculture sector and Kina 5-6 million specifically for NARI. 5. Research Priorities A thorough and on-going research prioritisation process is required for NARI to focus its research efforts on where the greatest benefits will be generated. The research must provide solutions to priority constraints and problems identified by stakeholders and provide the information needed to enable them to take advantage of development opportunities that arise. Prioritisation must be based on the development needs and aspirations of rural communities. NARI undertook a nationwide consultation and assessment of needs and opportunities over the period 2001-2003 and the findings are detailed in the document “Medium Term Research Priorities of the National Agricultural Research Institute” (NARI 2004). NARI will continue to update and refine these priorities in a dynamic and iterative process. The priority setting exercise involved consultations with stakeholders at district, provincial, regional and national levels. A number of workshops and meetings followed in which research areas within broadly defined areas of research opportunity were scored and ranked according to the criteria: potential benefit, adoption likelihood, scientific potential and research capacity. High priority research areas were identified at the national level and regional teams compared these national results with their regional priorities on the basis of potential impact (potential benefit and adoption likelihood) and made any necessary modifications for regional application. The summarised results are given according to area of research opportunity and region in Table 1.


ARO 1: STAPLE CROPS National Highlands Momase Islands SouthernMarket network and consumer demand Food Processing Pest and disease management Crop management practices Post harvest handling Variety suitability Nutritionally superior cultivars NI Soil improvement techniques NI NI NI NI

ARO 2: VEGETABLES Control of major vegetable pests Vegetable production costs NI Biology and management of pests and diseases NI Reduction of post-harvest losses NI Vegetable variety evaluation Market demand and market efficiency Fertilisers and nutrient management Crop loss assessment studies NI Production packages for speciality crops NI ARO 3: FRUIT AND NUTS Fruit and nut evaluation in the lowlands Fruit and nut evaluation in the highlands NI Pests and diseases of fruit and nuts Post harvest and downstream processing Market research and intelligence Indigenous knowledge on indigenous fruit and nutsDomestication & commercialisation of indigenous spp.

ARO 4: RICE AND GRAIN Pest and disease management Post harvest and downstream processing NI Appropriate mechanisation Cultivar breeding and selection Economics and marketing NI Integration into existing marketing systems NI

High Medium Low NI Not identified as a priority

Table 1. NARI’s Research Priorities by Region

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Table 1. NARI’s Research Priorities by Region (Continued)

ARO 5: ALTERNATIVE CASH CROPS National Highlands Momase Islands SouthernIdentification/evaluation of alternative cash cropsDownstream processing Improved vanilla crop management Improved quality of processed vanilla Market information Improved pyrethrum planting material NI NIImproved rubber planting material NI ARO 6: LIVESTOCK Small-scale pig production NI Rabbit feeding and management Sheep and goat production Pond fish production Poultry production improvement Livestock information NI Cattle and buffalo improvement NI NI NI NI

ARO 7: NATURAL RESOURCE MANAGEMENTManagement of soil loss Management of exotic pest incursions NI Food security and reduced taim hangre NI Crop assessment and land use potentials NI Weed management NI Improving soil fertility Impact of agricultural chemicals ARO 8: INTEGRATED PRODUCTION SYSTEMSDiversification of food sources NI Farm by-product benefits NI Farm enterprise combination and resource allocation NI Limited resources in integrated production systems NI Atoll agriculture NI NI NI NI

ARO 9: SOCIO-ECONOMICS Exploring export markets NI NIAssessment of constraints, problems and opportunities NI NIAssessment of markets and marketing systems NI NITechnology adoption assessment NI NIResearch resource allocation NI NIInvestment patterns in agriculture NI NIInternational tariffs and trade agreements NI NIAssessment of policies and strategies NI NI

High Medium Low NI Not identified as a priority

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6. Needed Development Outcomes and Impacts In order to realise development goals, improvements are needed in some basic areas such as assured food security, nutrition and health for all; increased and well distributed income and employment; and improved environment and sustainability so as to lead towards improved welfare (economic and social) for all in Papua New Guinea. In the design of NARI’s R&D programmes, consideration is given to the development opportunities that can be explored by such programmes. Key such opportunities arise from PNG’s rich natural resource base and the potential to achieve substantial productivity gains through science-based agricultural technology and dissemination of knowledge to rural communities, thereby making these communities food secure, income secure and future secure. Specific opportunities lie in the areas of raising productivity, especially of labour and land, increasing the biological production potentials of crops and livestock, utilising domestically available resources including genetic resources and indigenous knowledge, adaptation of new and emerging enterprises, replacing imports, value adding, developing market opportunities, contributing to export driven agricultural growth, targeting marginal and resource poor areas, and increasing the sustainability of natural resource utilisation. Thus NARI R&D programmes and projects are designed to help realise development goals within the current state of constraints and the various development opportunities presented. The programmes are targeted to provide some general but focussed research outcomes such as increased enterprise productivity, increased resource productivity and efficiency, reduced losses and costs, increased production, added value and commercialisation, improved export income and saving of foreign exchange, optimal resource use and conservation, reduced drudgery, especially for women, improved farmer skills and knowledge and improved R&D capacity. NARI’s programmes are focussed on smallholder agriculture and rural communities to help enable private sector participation and achieve rural development. This is also to fulfil NARI’s primary mandate to serve its smallholder farmer clients through pursuit of its mission and hence achieve its vision of prosperous PNG agricultural communities.

7. NARI Strategic Programme Implementation Plan (NSPIP) 2006-2010 Based on all of these considerations, the Institute has developed its strategic programme implementation plan 2006-10 through a systematic planning process. This is set out in the Logical Framework (Table 2).


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Table 2. Logframe for NARI Strategic Programme Implementation Plan Level Narrative Statement Verifiable Indicators Means of Verification Major Assumptions/Risks Goal Improved welfare and national

prosperity as a result of prosperous PNG agricultural communities achieved through agricultural research and innovative agricultural development

- Human development index - Agricultural and total GDP - Per capita income

- National statistics - Surveys and assessment - International data and statistics

- The contribution of other stakeholders complements NARI's contribution, especially conducive policies, improved infrastructure, and improved law and order

Purpose Enhanced food security, incomes and employment, and improved environment and sustainability in the food and livestock sector through improved productivity and efficiency of resource use, improved output quality and production, and increased skills and capacities of human capital

- Food supply and quality of nutrition

- Employment index - Adoption rate - Productivity and production indices

- Post harvest losses - Level of skills and knowledge

- Food and nutrition surveys - Impact assessment - Monitoring and evaluation studies

- Institutional appraisal - Census

- Effective extension and advisory services

- Supply of credit and other inputs - Effective marketing systems - Effective market demand - HIV/AIDS and human diseases managed

- Effective provision of improved technologies and material

Outputs and Activities Objective 1: Realisation of outputs from high priority research projects which are targeted to achieve high impacts, and implemented cost efficiently

Output 1.1: Improved technologies and materials (plant and animal), increased knowledge, identified constraints, opportunities and development plans, and provision of public services

- Number of technologies released

- Number of research projects initiated, continued and completed - Number of surveys, consultations and appraisals undertaken - Number of scientific and technical papers produced

- Refer Table 7 (#1,2,3,6)

- Project reports - Reports on surveys, consultations and appraisals

- Technologies released - Inventory and audits of biological and physical technologies

- Germplasm collections - Publications

- Environment (weather, pests, disease etc) is conducive to successful implementation and completion - Trials are not affected by theft and vandalism

- Effective networking with partners and collaborators

Component 1

Activities 1.1: 16 research projects initiated, 46 projects implemented, and 28 projects completed

- Number of implementation, progress and completion reports

- Programme review reports - Annual review reports - Biennial reports - Progress and completion reports

- Adequate funding support - Effective networking with partners and collaborators


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Level Narrative Statement Verifiable Indicators Means of Verification Major Assumptions/Risks Objective 2: Realisation of outputs from analytical/technical/ advisory services, including from the insect collections and GIS projects, which are targeted to supporting research and serving wider public needs, and implemented cost efficiently

Output 2.1: Informed advice based on chemical, soil and plant analysis etc, a well maintained insect collection and database, and provision of public services

- Number of chemical analyses for agricultural R&D, private organisations and the public in general

- Number of insects identified and recorded

- Reports on analytical results - Insects identified and databases

- Effective client demand for such analyses

Activities 2.1: 1 project initiated, 5 projects implemented, and 3 projects completed


- Number of acquisitions to insect collection and database


- Adequate funding support and cost recovery from clients

- Effective networking with partners and collaborators

Output 2.2: Geographical information, maps, development plans, increased knowledge and provision of public services

- Number of plans, maps and reports - Refer Table 7 (plans, maps etc, will be part of publications produced)

- Reports and maps - Effective client demand

Component 2

Activities 2.2:: 2 projects initiated and implemented, and 1 project completed




Table 2. Logframe for NARI Strategic Programme Implementation Plan (Continued)


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Table 2. Logframe for NARI Strategic Programme Implementation Plan (Continued)

Level Narrative Statement Verifiable Indicators Means of Verification Major Assumptions/Risks Objective 3: Realisation of outputs from well planned information, libraryand publication services, and technology dissemination activitiewhich are targeted to achieve high impact

Output 3.1: Training events, technology dissemination events, and dissemination of information, planand animal materials

- Number of technology transfer projects initiated, continued and completed

- Number of extension materials produced and distributed

- Numbers of plant and animal materials distributed

- Records of clients served - Refer Table 7 (#4,7,8,9,10)

- Reports - Technical and extension publications

Number of technologies released

- Effective networking with stakeholders and partners

- Demand for extension, plant and animal materials exists

- There are sufficient numbers of materials for distribution

Activity 3.1: 3 projects initiated, 11 projects implemented, and 2 projects completed


- Programme, annual review and biennial reports

- Progress and completion reports - Reports on number of technology dissemination activities held

- Records of numbers of extension, plant and animal materials

distributed

- A safe working environment


Output 3.2: Publications accessed, databased and held in collections, scientific, technical and extension materials produced, news articles, radbulletins, website maintained

- Number of scientific and technical papers, and extension materials edited, printed and disseminated

- Number of news articles and radio bulletins

- Numbers of publications acquisitioned and held in libraries

- Refer Table 7 (#6,7)

- Section reports - Inventory of materials printed disseminated - Library and publications

databases

- Effective networking with information partners

- Demand for information and publications exists

Component 3

Activity 3.2: 3 projects implemented

- Number of implementation and progress reports

- Programme, annual review, biennial and progress reports - Records on library borrowings - Records on publication distributions

- Records on information released through mass communication

- Adequate funding support - Effective inter-library and

n institutional collaboratio


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Table 2. Logframe for NARI Strategic Programme Implementation Plan (Continued) Level Narrative Statement Verifiable Indicators Means of Verification Major Assumptions/Risks

Objective 4: Realisation of outputs from priority infrastructure and facility development and maintenance projects, targeted to support research, and implemented cost efficiently

Output 4.1: Facilities and equipment refurbished, acquired, developed and maintained

- Number of physical assets acquired, maintained and/or developed

- Inventory of resources - Refer Table 9

- Progress reports and inventories - Assets are not vandalised, stolen or damaged by man or natural disasters

Component 4


- Progress and completion reports - Programme review reports - Annual review reports - Biennial reports - Reports of acquisition, maintenance, refurbishment and development

- Adequate tools and equipment

- Adequate and timely funding support

Objective 5: Realisation of outputs from an effective human resource management and development plan

Output 5.1: More highly trained, skilled and knowledgeable staff

- Number of staff attaining degrees and certificates

- Number of training events for NARI staff - Number of cadetships completed - Refer Table 8

- Annual review reports - Biennial reports - Progress and completion reports - Records on number of and type of qualifications obtained by staff

- Reports on training events

- Suitable and appropriate trainers and training

Component 5


- Progress and completion reports of individual training activities

- Annual and biennial reports - Progress reports - Theses and dissertations

- Adequate funding support


The various elements of the plan include the operational and implementation programmes, prioritised R&D projects, project implementation schedules, specific research outputs and indicators and specific research outcomes and development impacts. These are detailed in Figures 3-5 and Tables 3-7.

Figure 3. Structure of Implementation Programmes

IMPLEMENTATION PROGRAMMES

SUB-PROGRAMMES PROJECTS

MAIN ACTIVITIES

INPUTS RESOURCES

EXPECTED RESEARCH OUTPUTS

LIKELY RESEARCH OUTCOMES

NECESSARY DEVELOPMENT

IMPACTS

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A research activity using tissue culture


Figure 4. Implementation Programmes

1. Research Programmes - Crop Management and

Agronomic Research - Crop Improvement - Emerging Crops - Livestock Management and

Nutrition - Inland Aquaculture - Rice and Grain - Crop Protection - Post-Harvest - Soil, Water and Resource

Management - Genetic Resources - Market Research

2. Complementary and Technical Programmes

- Analytical, Technical and Advisory Services

- Geographic Information Systems

- Technology Transfer Adaptation and Innovation

- Technology Validation Commercialisation and Utilisation

- Impact Assessment and Technology Evaluation, Priority Setting

3. Support Programmes - Biometrics and Statistics - Information Communication, Library and Publications - Infrastructure and facilities - Development and Sustenance - Training and Human Resources Development - Governance, Management and Co-ordination

Poultry feeding systems project under the Livestock Research Programme

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Executive Management

NARI Council

Information and Outreach Programme

Technical Programme Research Programme Research Planning Unit Corporate Programme

Regional Programmes National Programmes

Wet Lowlands Mainland Programme

Wet Lowlands Islands Programme

Dry Lowlands Programme

Main Highlands Programme

High Altitude HighlandsProgramme

Livestock

Rice and Grain

Weeds

Genetic Resources

Socio-Economics

Crop Improvement

Post Harvest

Chemistry Laboratory Services

Insect Collection

Land Use Planning and GIS

Biometrics and Statistics

NARI Resource & Information Centres

Extension Officer and Farmer Training

Library, Publications and Website

On-farm Trials & Demonstrations

Finance and Administration

Human Resource Development

Asset Management

Revenue Generation

Regional R&D

Advisory Committees

& Specialised Technical

Committees

Field Days and Agricultural Shows

Public Relations

Generation, Assessment and Transfer of Agricultural Technology and Information

NARI Stakeholders

Figure 5. NARI Operational Programmes for Implementation of NSPIP

External Panel Review

Council Committees

Management Committees


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Table 3. NARI Programme Strategies Programme Strategy 1 Crop Management and

Agronomic Research Improve and sustain crop productivity and crop production by improving, optimising and managing crops, cropping systems and practices.

2 Crop Improvement Improve genetic production potential of staple crops and traditional vegetables by collection, introduction, evaluation and breeding, using biotechnology where appropriate.

3 Emerging Crops Introduce, evaluate and develop potentials of new (emerging) crops and improve productivity of selected existing (re-emerging) crops with potentials for contribution to food security and cash incomes.

4 Livestock Management and Nutrition

Improve production and productivity of smallholder and household livestock with emphasis on maximum utilisation of local feed resources.

5 Inland Aquaculture Increase productivity and optimise production of inland aquaculture through improved pond management, feeding systems and choice of species.

6 Rice and Grain Increase productivity and production of rice, maize, peanuts; and develop feed grains and grain legumes as components of efficient cropping and feeding systems.

7 Crop Protection Increase and sustain crop production by developing, testing, and implementing sustainable plant protection measures.

8 Post-Harvest Develop techniques and technologies, skills and information in post harvest handling, storage, preservation and processing of food and alternative crops in PNG.

9 Soil, Water and Resource Management

Conserve, utilise, manage and sustain natural resources such as soil, water, climate and land, for enhanced and optimum productivity and production.

10 Genetic Resources Rationalization, enhancement and maintenance of plant and animal germplasm collections for efficient utilization.

11 Market Research Increase farmer income from domestic and international markets by identifying, analysing and recommending strategies to improve marketing efficiency, market systems and comparative advantages of selected PNG agricultural commodities.

12 Analytical, Technical and Advisory Services

Improve and maintain quality and scope of chemical analytical and insect identification services.

13 Geographic Information Systems

Improve research and development planning, monitoring and impact assessment by considering natural resource bases, socio-economic factors and development options using Geographic Information Systems.

14 Technology Transfer, Adaptation and Adoption

Effective delivery of research outcomes and information and adoption of improved technologies through innovative ways of information packaging, transfer and adaptation.

15 Technology Evaluation, Impact and Research Priority Setting

Evaluating and increasing efficiency and impact of applied research by assessing technologies and prioritising research programmes and projects.

16 Information Communication, Library and Publications

Source information and make it accessible through various means including production, distribution and storage of print and electronic publications in appropriate formats.

17 Infrastructure and Facilities – Development and Sustenance

Providing effective and sustainable support and facilitation to research and information services by developing and maintaining infrastructure, facilities, plant and equipment.

18 Training and Human Resource Development

Strengthening the capability of NARI staff to conduct agricultural research and information dissemination through human resource development and training.


17

Table 4. NARI Programmes and Projects for Implementation During 2006-2010

Programme Code No

Project (Full Name) Project (Abbreviated Name)

01 Management of potato late blight disease Potato Late Blight 02 Improving productivity of sweet potato under

excess soil moisture SP and soil moisture

03 Evaluation of banana varieties resistant to Sigatoka leaf disease

Sigatoka bananas

04 Assessment of the INIBAP International Musa Testing Programme (IMTP) banana varieties

IMTP bananas

1 Crop Management and Agronomic Research

05 Improving productivity of yams under poor soil conditions

Yams on poor soils

01 Improving productivity and quality of sweet potato SP productivity 02 Improving productivity and quality of yams Yam productivity 03 Improving productivity of Colocasia taro Taro productivity

2 Crop Improvement

04 Micro-propagation of sweet potato SP propagation 01 Introduction and adaptation of wheat varieties in

the high altitude highlands Wheat adaptation

02 Introduction of new varieties and production of bulb onion

Bulb onion

03 Introduction of new varieties, improved productivity and post harvest handling of asparagus

Asparagus

04 Domestication and commercialization of indigenous nuts and fruits

Nuts and fruits

05 Improving planting materials, production practices and post harvest handling of pyrethrum

Pyrethrum

06 Evaluation and commercial development of nutmeg, turmeric and pepper

Nutmeg/turmeric/ pepper

3 Emerging Crops

07 Improvement and commercialisation of sago Sago 01 Poultry (chicken and duck) feeding systems Poultry feeding systems 02 Pig feeding and management systems Pig feeding systems 03 Improving productivity of sheep Sheep productivity 04 Improving productivity of goats Goat productivity


05 Feeding systems for breeding rabbits Rabbit feeding systems 5 Inland

Aquaculture 01 Assessment and development of species, feeds and

feeding systems and management practices for inland aquaculture

Inland aquaculture

01 Assessment of rice varieties for various agro-eco systems

Rice varieties

02 Rice pest management Pest management 03 Evaluation and integration of legume crops into

farming systems Legume crops

04 Evaluation of open pollinated maize varieties Maize varieties 05 Improving yield, quality and profitability of

peanuts Peanut improvement

06 Preservation, processing and consumer evaluation of rice varieties

Post harvest rice

07 Introduction and assessment of soybeans in farming systems

Soybeans

6 Rice and Grain

08 Economics and innovative systems for smallholder rice production

Innovation systems


18

Table 4. NARI Programmes and Projects for Implementation During 2006-2010 (Continued)

Programme Code No

Project (Full Name) Project (Abbreviated Name)

01 Management of Fusarium wilt disease on banana Banana wilt 02 Management of pests and diseases on sweet potato SP pest and diseases 03 Biological control of Chromolaena weed Siam weed 04 Biological control of Mikania weed Mikania weed 05 Biology, loss assessment and control of Red-Banded

mango caterpillar RBM caterpillar

06 Management and control of taro beetle Taro Beetle 07 Management of fruit flies Fruit Flies

7 Crop Protection

08 Impact and management of Oribis weevils Oribius weevils 8 Post Harvest 01 Preserving and processing of indigenous crops

(sweet potato, taro, yams, banana, vegetables, fruits and nuts)

Post harvest indigenous crops

01 Management of soil fertility and soil moisture for different cropping systems and environments in the highlands

Soil management highlands

02 Developing suitable agricultural technologies for atolls

Atolls


03 Improving and sustaining crop production under dry conditions in the lowlands

Drylands management

01 Conservation, utilisation and management of genetic resources of staple crops

GR Staples

02 Conservation, utilisation and management of genetic resources of vegetables, fruit, nuts and spices

GR fruits, nuts and spices

03 Conservation, utilisation and management of genetic resources in-situ

GR in-situ

10 Genetic Resources

04 Conservation, utilisation and management of genetic resources of farm animals

GR animals

01 Market chain analysis, marketing efficiency and quality incentives

Market research

02 International market advantage of selected PNG agricultural commodities

International market analysis

03 Demand and supply analysis of selected PNG commodities

Demand/supply analysis

11 Market Research

04 Model budgets for promising and emerging agricultural technologies

Model budgets

01 Improving diagnostic capabilities of the National Agricultural Insect Collection (NAIC)

NAIC capacity

02 Public awareness and management of aflatoxins in peanuts

Aflatoxins

03 Laboratory business development. Lab development 04

Analytical and diagnostic services. Analytical and diagnostic services


05 Refurbishment of chemistry laboratory and equipment

Refurbishment of lab/equipment

01 Participatory spatial modelling for natural resource management and agricultural development planning

GIS planning support 13 GIS

02 Improving capacity of GIS GIS Capacity


19

Table 4. NARI Programmes and Projects for Implementation During 2006-2010 (Continued) Programme Code

No Project (Full Name) Project (Abbreviated Name)

01 Dissemination of improved agricultural technologies for the wet lowlands

Technology transfer- Lowlands

02 Dissemination of improved livestock technologies

Technology transfer- Livestock

03 Dissemination of improved agricultural technologies for the wet lowlands islands

Technology transfer- Islands

04 Dissemination of improved agricultural technologies for the highlands

Technology transfer- Highlands

05 Dissemination of improved agricultural technologies for the dry lowlands

Technology transfer- Drylands

06 Dissemination of improved agricultural technologies for the high altitude highlands

Technology transfer- High Altitude

07 Dissemination of improved agricultural technologies for the Kairuku area of Central province

Technology transfer – Central province (PNGSDPL)

14 Technology Transfer, Adaptation and Innovation

08 Dissemination of improved agricultural technologies for Kiriwina (Trobriand Islands), Milne Bay province

Technology transfer- Milne Bay province (PNGSDPL)

01 Assessment of constraints and opportunities to smallholder production and marketing systems

Constraints analysis

02 Evaluation of existing and improved agricultural technologies

Technology evaluation

03 Assessment of impact of improved agricultural technologies

Impact assessment

04 Research priority setting and programme planning

Research planning

15 Technology Evaluation, Impact and Research Priority Setting

05 Impact of improved technologies on health and coping with diseases (malaria, tuberculosis and HIV Aids) affecting agricultural production.

Improved technologies and health

01 Publication services Publications 02 National Agricultural Information System

(NAIS) and Library and Information Services

NAIS and library services 16 Information

Communication, Library and Publications

03 Information sharing and mass communication

Information communication

01 Development and replacement of infrastructure, facilities and equipment

Facilities development 17 Infrastructure and Facilities

02 Maintenance and refurbishment of infrastructure, facilities and equipment

Facilities maintenance

01 Institutional strengthening through graduate and post graduate training

Degree training

02 Institutional strengthening through workplace training

Workplace training


03 Institutional strengthening through cadetship

Cadetship


20

Table 5. Project Implementation Schedule: NSPIP 2006 – 2010 Years

2006 2007 2008 2009 2010

Programme Proj. Code

Project

1 4 1 4 1 4 1 4 1 42 3 2 3 2 3 2 3 2 3

2011-2015

01 Potato Late Blight ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 02 Sweet potato and soil moisture ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 03 Sigatoka bananas ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 04 IMTP bananas ≈ ≈ ≈ ≈ ≈ ≈ 05 Yams on poor soils ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

1 Crop Management and Agronomic Research

New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 SP productivity ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 02 Yam productivity ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 03 Taro productivity ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 04 SP propagation ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

2 Crop Improvement

New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 Wheat adaptation ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 02 Bulb onion ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 03 Asparagus ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 04 Nuts and fruits ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 05 Pyrethrum ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 06 Nutmeg/turmeric/ pepper ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 07 Sago ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

3 Emerging Crops

New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 Poultry feeding systems ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 02 Pig feeding systems ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 03 Sheep productivity ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 04 Goat productivity ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 05 Rabbit feeding systems ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue


New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 Inland aquaculture ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 5 Inland

Aquaculture New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Note: 1-4 are the four quarters in a year


21

Table 5. Project Implementation Schedule: NSPIP 2006 – 2010 (Continued) Years

2006 2007 2008 2009 2010 Programme Proj.

Code Project 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

2011-2015

01 Rice varieties ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 02 Rice pest management ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 03 Integration of Legume crops ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 04 Maize varieties ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 05 Peanut improvement ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 06 Post harvest rice ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 07 Soybeans ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 08 Economics /Innovation

systems ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

May continue

6 Rice and Grain

New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 Banana Fusarium wilt ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 02 SP pests and diseases ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 03 Siam weed ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 04 Mikania weed ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 05 RBM caterpillar ≈ ≈ ≈ ≈ 06 Taro Beetle ≈ ≈ ≈ ≈ 07 Fruit Flies ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 08 Oribius weevils ≈ ≈ ≈ ≈

7 Crop Protection

Other pests and diseases ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 Post harvest indigenous crops ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 8 Post Harvest New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue

Note: 1-4 are the four quarters in a year


22

Table 5. Project Implementation Schedule: NSPIP 2006 – 2010 (Continued)

Years 2006 2007 2008 2009 2010

Programme

Proj. Code

Project

1 4 1 4 1 4 1 4 1 42 3 2 3 2 3 2 3 2 3 2011-2015

01 Soil management highlands ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 02 Atolls ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 03 Drylands management ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue


New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 GR Staples ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 02 GR fruits, nuts and spices ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 03 GR in-situ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue

10 Genetic Resources

04 GR animals ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 01 Market research ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 02 International market analysis ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 03 Demand/supply analysis ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 04 Model budgets ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

11 Market Research

New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 01 NAIC capacity ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 02 Aflatoxins ≈ ≈ 03 Lab development ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 04 Analytical and diagnostic

services ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

May continue 05 Refurbishment of lab/equipment ≈ ≈ ≈ ≈ ≈ ≈


New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 GIS planning support ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 02 GIS Capacity ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue

13 Geographic Information Systems

New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when requiredNote: 1-4 are the four quarters in a year


23

Table 5. Project Implementation Schedule: NSPIP 2006 – 2010 (Continued) Years

2006 2007 2008 2009 2010

Programme

Proj. Code

Project

1 4 1 4 1 42 3 4 1 2 3 2 3 4 1 2 3 2 3

2011-2015

01 Technology transfer- Wet Lowlands

≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

02 Technology transfer- Livestock ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 03 Technology transfer- Islands ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 04 Technology transfer- Dry

Lowlands ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

May continue 05 Technology transfer- Highlands ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 06 Technology transfer- High

Altitude ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

May continue 07 Technology transfer – Central

province (PNGSDPL) ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

08 Technology transfer – Milne Bay

province (PNGSDPL) ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈

14 Technology Transfer, Adaptation and Innovation

New opportunities ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Will start when required 01 Constraints analysis ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 02 Technology evaluation ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 03 Impact Assessment ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 04 Research planning ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue

15 Technology Evaluation, Impact and Priority Setting

05 Improved technologies and health ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ 01 Publications ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 02 NAIS and library services ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue

16 Information Communication, Library and Publications 03 Information communication ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue

01 Facilities development ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 17 Infrastructure 02 Facilities maintenance ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 01 Degree training ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue 02 Workplace training ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue


03 Cadetship ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ May continue Note: 1-4 are the four quarters in a year

NARI Strategic Programme Implementation Plan 2006-2010 Table 6. Research Outcomes and Likely Development Impacts: NSPIP 2006-2010

Research Outcomes Development Impacts

Programme Project

Increased enterprise produc-tivity

Improved output quality

Increased resource productiv-ity and efficiency

Reduced losses and costs

Increased producti-on

Value addition and commerci-alisation

Improved export income and saving foreign exchange

Optimal resource use and conserv-ation

Improved farmer skills and knowled-ge

Enhance-d R & D capacity

Improved food security and nutrition

Increa-sed income and emplo-yment

Improved environm-ent and sustaina-bility

Target Area

Potato Late Blight XX XX XX XX XX XX XX XX XX XX HL/CSP and soil moisture XX XX XX XX XX XX XX XX LL Sigatoka bananas XX XX XX XX XX XX LL IMTP bananas XX XX XX XX XX XX LL

Crop Management and Agronomic Research Yams on poor soils XX XX XX XX XX XX XX XX LL /At

SP productivity XX XX XX XX XX XX LL /HL Yam productivity XX XX XX XX XX XX XX DLL Taro productivity XX XX XX XX XX XX XX XX XX XX WLL/MA

Crop Improvement

SP propagation XX XX XX XX XX XX XX XX HL Wheat adaptation XX XX XX XX XX XX XX XX XX XX HL Bulb onion XX XX XX XX XX XX XX XX XX XX XX HLAsparagus XX XX XX XX XX XX XX XX XX XX XX HLNuts and fruits XX XX XX XX XX XX XX XX XX XX XX XX WLL Pyrethrum XX XX XX XX XX XX XX XX XX XX XX HAH Nutmeg/Turmeric/ pepper XX XX XX XX XX XX XX XX XX XX XX XX WLL

Emerging Crops

Sago XX XX XX XX XX XX XX XX XX XX XX XX Poultry feeding syst. XX XX XX XX XX XX XX XX XX LL / HL Pig feeding systems XX XX XX XX XX XX XX XX LL / HL Sheep productivity XX XX XX XX XX XX XX HL Goat productivity XX XX XX XX XX XX XX LL / HL

Livestock Management and Nutrition

Rabbit feeding syst. XX XX XX XX XX XX XX XX XX LL / HL Note: LL-lowlands, WLL- wet lowlands, DLL- dry lowlands, MA-mid altitudes, At- atolls, HL- highlands, HAH- high altitude highlands, C- country

24


25

Table 6. Research Outcomes and Likely Development Impacts: NSPIP 2006-2010 (Continued)


Programme Project

Increased enterp-rise produc-tivity













Target Area

Inland Aquaculture

Inland aquaculture XX XX XX XX XX XX XX XX XX HL / HF

Rice varieties XX XX XX XX XX XX XX LL / MH

Rice Pest Management XX XX XX XX XX XX XX LL / MH

Integration of Legume crops XX XX XX XX XX XX LL / MH

Maize varieties XX XX XX XX XX XX XX LL / MH Peanut improvement XX XX XX XX XX XX XX LL / HL

Post harvest rice XX XX XX XX XX XX XX LL / MH

Soybeans XX XX XX XX XX XX XX LL / HL

Rice and Grain

Economics and Innovation systems XX XX XX XX XX XX XX

Banana Fusarium wilt XX XX XX XX XX XX XX LL

SP pest and diseases XX XX XX XX XX XX XX HL

Siam weed XX XX XX XX XX XX XX LL

Mikania weed XX XX XX XX XX XX XX

RBM caterpillar XX XX XX XX XX XX XX XX LL

Taro Beetle XX XX XX XX XX XX XX XX XX XX LL / HL

Fruit Flies XX XX XX XX XX XX XX XX XX XX XX LL / HL

Crop Protection

Oribius weevils XX XX XX XX XX XX XX XX XX HL

Post Harvest Post harvest indigenous crops XX XX XX XX XX XX LL / HL

Note: LL-lowlands, HL- highlands, MH- main highlands, HF- highland fringes

NARI Strategic Programme Implementation Plan 2006-2010 Table 6 Research Outcomes and Likely Development Impacts: NSPIP 2006-2010 (Continued)


Programme Project














Target Area

Soil management highlands XX XX XX XX XX XX XX HL

Atolls XX XX XX XX XX XX XX At

Soil, Water and Resource Management

Drylands management XX XX XX XX XX XX XX DLL

GR Staples XX XX XX XX XX LL / HL

GR fruits/nuts and spices XX XX XX XX XX LL / HL

GR in-situ XX XX XX XX XX XX

Genetic Resources

GR animals XX XX XX XX XX LL / HL

Market research XX XX XX XX XX XX XX XX

International market analysis XX XX XX XX XX XX XX XX

Demand/supply analysis XX XX XX XX XX XX XX XX

Market Research

Model budgets XX XX XX XX

NAIC capacity XX XX XX XX XX XX LL / HL

Aflatoxins XX XX XX XX XX LL / HL Lab development XX XX XX XX XX XX XX XX XX LL / HL Analytical and Diagnostic Services XX XX XX XX XX XX XX XX XX LL / HL

Analytical, Technical and Advisory Services

Refurbishment lab and equipment XX XX XX XX XX

GIS planning support XX XX XX XX XX LL / HL Geographic

Information System GIS Capacity XX XX XX XX XX LL / HL

Note: LL-lowlands, DLL- dry lowlands, At- atolls, HL- highlands

26

NARI Strategic Programme Implementation Plan 2006-2010 Table 6. Research Outcomes and Likely Development Impacts: NSPIP 2006-2010 (Continued)


Programme Project






Value addition and comerci-alisation

Improved export income / saving foreign exchange







Target Area

Technology transfer- Lowlands XX XX XX XX XX XX XX XX XX XX XX XX XX WLL

Technology transfer- Livestock XX XX XX XX XX XX XX XX XX XX XX XX XX LL / HL

Technology transfer- Islands XX XX XX XX XX XX XX XX XX XX XX XX XX Islands

and At Technology transfer- Highlands XX XX XX XX XX XX XX XX XX XX XX XX XX HL

Technology transfer- Dry lands XX XX XX XX XX XX XX XX XX XX XX XX XX DLL

Technology transfer- High Altitude XX XX XX XX XX XX XX XX XX XX XX XX XX HAH

*Tech. transfer- Central prov. XX XX XX XX XX XX XX XX XX XX XX XX XX DLL

Technology Transfer, Adaptation and Innovation

*Tech. transfer- Milne Bay prov. XX XX XX XX XX XX XX XX XX XX XX XX XX Islands

and At Constraints analysis XX XX XX XX Tech. evaluation XX XX XX XX Impact Assessment XX XX XX Research planning XX XX XX XX XX XX

Technology Evaluation, Impact and Priority Setting Improved

technology & health XX XX XX

Publications XX XX XX XX NAIS & library XX XX XX XX

Information Communic-ation, Library, and Publications

Information communication XX XX XX XX

Facilities development XX XX XX Infrastructure

Facilities maintenance XX XX XX

Degree training XX XX Workplace training XX XX

Training and Human Resource Development

Cadetship XX XX

Note1: * refers to PNGSDL funded projects; Note 2: LL-lowlands, WLL- wet lowlands, DLL- dry lowlands, At- Atolls, HL- highlands, HAH- high altitude highlands

27


7.1 Research Outputs and Indicators Typical research outputs from NARI R&D programmes, leading to the needed development outcomes and impacts, will include:

Improved Technologies and Materials Management Methods and Practices Biological Organisms Optimal Systems Resource Inventories Plans, Maps and Strategies Identified and Evaluated Constraints Identified and Assessed Opportunities Understanding of Complexities for Further Work Training Events Dissemination Events Publications Public Services

Specific projected outputs from NARI’s programmes for the period from 2006 to 2010 are given in Table 7. These are indicative targets, which NARI will strive to achieve or surpass. The logic behind this is that it is expected that NARI will essentially be fully developed as an institution by 2010. Table 7. Projected Output Indicators

Years No Output Indicators 2006 2007 2008 2009 2010

1 No. of technologies released 3 2 4 5 4 No. of research projects - Initiated 3 12 2 0 0 - Continued 30 29 38 36 25

2

- Completed 4 3 4 11 9 3 No. of surveys/consultations/appraisals undertaken 10 12 12 14 15

No. of technology transfer projects - Initiated 2 6 0 6 0 - Continued 16 4 10 2 8

4

- Completed 14 8 6 No. of technology validation and commercialisation projects - Initiated 0 2 1 2 1 - Continued 3 2 3 3 4

5

- Completed 1 1 1 1 1 6 No. of scientific and technical papers produced 20 22 26 30 36 7 No. of extension materials produced / disseminated 40 44 48 56 60

Quantity of plant and animal materials distributed - No. of seedlings 10,000 12,000 14,000 16,000 18,000 - No. of cuttings 7,000 8,000 9,000 10,000 10,000 - Quantity of seeds (kg) 1,500 2,000 2,000 2,000 2,000 - Quantity of yam (kg) 2,000 2,500 3,000 3,500 4,000

8

- No. of live animals 2,500 3,000 3,500 4,000 4,000 9 No. of public events (shows, open days, field days,

RRDAC reviews/meetings) 15 17 19 20 22

10 No. of training/public service events undertaken 18 20 22 24 26

28


7.2 Research Outcomes and Development Impacts The benefits from the kinds of research that NARI has prioritized and which are focused on smallholder farming can be summarized as follows:

• Increased farm incomes in cash or in kind with concomitant multiplier effects throughout the whole economy.

• Increased employment and self-employment opportunities, especially for women and youths between the ages of 15 and 25.

• The earning or saving of foreign exchange through exporting or local production, including the production of processed products.

• Improved nutrition and food security through access to high quality foods and food products, leading to a range of health benefits including the combat of child malnutrition, reduced child mortality, and the ability to fight against the effects of HIV-AIDS, malaria, tuberculosis and new health threats such as avian influenza.

• Increased opportunities for people living in areas less well endowed, remote, marginalized, environmentally fragile or so far neglected in rural development strategies, such as atolls, high altitude areas, flood plains and parts of the highland fringes.

• National economic growth with a target of five percent per year and well balanced with respect to export versus domestic consumption and regional distribution.

• Improved sustainability of both the environment and rural communities through optimal and careful use of resources, improved methods for management of soil fertility, maintenance of biodiversity and widespread dissemination of proven and improved technologies.

8. Institutional Development: Key Challenges and Proposed Plan Key challenges for the institutional development of NARI and a proposed plan for addressing these challenges are also presented. At the same time as it is working towards delivery of research results, the Institute is faced with many institutional development challenges including expansion of its programmes at strategic locations, development of expertise in necessary scientific disciplines, staff training at Masters and PhD levels, information delivery, maintenance and development of research infrastructure and facilities, and mobilisation of financial resources. 8.1 Sustainable Human Resource Development and Capacity The greatest and most fundamental challenge has been and will continue to be the development of quality and increased number of human resources in NARI. This is the key to the growth and sustainable development of the Institute and thereby to its effective contribution to national development. With support from the ACNARS Project, NARI made considerable progress in this area by implementing its cadetship programme, increasing the number of young professionals, recruiting qualified employees in the open market, having an appropriate mix of mid and senior staff for on-the-job training and mentoring, and encouraging young staff to undertake formal short and long-term courses, including for higher degree qualifications.

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In order to pursue the planned research and development agenda of NARI, the Institute has plans to increase staff strength from 125 in 2005 to 175 in 2010, with much significant improvement in the quality and qualifications of these staff (Table 8). For example, the number of senior


researchers will be increased from 10 in 2005 to 42 in 2010, while that of senior management and technical staff will increase from 13 to 40. This will come about through new recruitment, on-the-job training, and higher degree training both in-country and overseas. It will require aggressive effort in training young professionals, sustained resources for supporting such training, and the hiring of replacement staff at mid to senior level. Deliberate investment must be made to develop, sustain and protect the Institute’s capacity in applied scientific research. Table 8. NARI Training and Human Resources Development Plan: 2005 to 2010

Years 2005 2006 2007 2008 2009 2010 Staff Numbers

Actual Planned Proj. Proj. Proj. Proj.

Executive Management 2 2 2 2 2 2

Senior Managers/ Programme Leaders/ Divisional Heads

7 7 7 8 8 9

Middle Managers/ Programme Managers/ Divisional Heads

2 1 2 2 3 2

Principal Scientists/Senior Scientists 10 14 20 28 35 42

Senior Scientist/Junior Scientists 23 22 20 20 20 20

Junior Scientists 2 5 5 5

Project Scientists (Specific) 4 5 5 5 5 5

Cadets 11 5 10 5 10 5

Middle Managers 7 8 10 12 13 14

Management and Technical Support Staff (Senior) 13 14 20 26 33 40

Management and Technical Support Staff (Junior) 33 32 31 25 22 19

Training (Diploma/ Degree) 3 3 3 3 3 3

Training (Masters) 7 7 7 7 7 7

Training (Ph.D) 1 2 2 2 2 2

Sub Total of Contract Staff 125 127 139 150 163 175

Ancillary Staff 202 202 210 220 235 250

Total Staff 327 329 349 370 398 425

8.2 Development and Sustenance of Infrastructure and Facilities The Institute programmes are co-ordinated from eight different locations (Tambul, Aiyura, Bubia, Labu, Chemistry Laboratory and Insectary at Kilakila, Laloki and Keravat) and control over 1200 hectares of state-owned land. This means that additional resources and effort (management, logistical support, infrastructure, security, human resources) are required to develop, manage and sustain operations and deliver outputs to stakeholders. The Institute has real assets with a book value of PGK 20 million but market value of PGK 80 million. There are more than 900 different fixed and mobile assets including buildings and structures (offices, laboratories, nurseries, workshops, dormitories and residential houses), vehicles, plant, equipment and implements (Table 9). Most of these assets were refurbished and maintained through ACNARS support or newly acquired. In addition, the Institute farms have roads, bridges, drainage works and irrigation systems, as well as developed land. These assets require

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substantial funds for routine maintenance, periodical refurbishment and replacement. Also, as the Institute grows in terms of staff and activities, a substantial level of new investment (capital development and improvement) will be needed. This will require substantial financial resources of about K 2.3 million a year (in 2005 prices). Neglect in this area may mean depreciating the Institute assets and jeopardising sustainability. 8.3 Financial Mobilisation and Utilisation Government Support: Over recent years the Government of PNG has increased its recurrent budget allocation to NARI by a substantial magnitude. Recurrent funding increased from K3.03 million in 2002 to K 6.08 million in 2005, doubling over the last three years with an average increase of 33 percent per annum (Table 10). This has created a strong foundation for further growth and sustainable development of the Institute’s activities. By considering this growth in funding it is reasonable to assume an annual growth rate of five percent per annum in recurrent funding over the next five years. Therefore, annual recurrent funding can be safely projected to be K7.9 million by 2010. The assumption is that the Government will downsize the public sector and reallocate saved resources to the high impact and successful activities of NARI. This will require continuous effort by the Institute to focus on high priority R&D issues and deliver results. There is also potential to receive development funds given the Government’s focus on rural development and income generating activities, including export driven growth. Table 9. Average cost of Maintenance, Refurbishment, Replacement and Capital Development: 2006-2010 (Kina per annum)

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Donor Support for Research and Technical Projects: The Institute has had considerable success in attracting and retaining donor support of K1.4 to K2.6 million per annum for collaborative research, and technical and commercial projects, from agencies like ACIAR, AusAID, EU, AIGF(S) and others. Given the current interest by various donors and NARI’s potential, there is reasonable possibility to maintain such support at K2.5 million per annum over the next five years. Revenue from internal sources and commercialisation was K0.25 million in

Category No. of

Items

No. of Items to be maintained

annually

Routine Mainte-nance Cost

No. of Items to be refurbished

annually

Refurb-ishment

Cost

Replace-ment Cost

Capital Develop-

ment Cost

Buildings/houses 319 78 54,450 22 220,800 380,000 Vehicles 31 24 88,000 7 51,100 180,000 Tractors 9 7 31,500 2 10,900 110,000 Gensets 10 7 11,200 1 7,000 Farm implements 31 14 10,500 6 3,000 100,000 Computers 124 50 23,000 10 18,000 63,000 Laboratory equipment 30 16 11,700 7 17,500 24,000 Air conditioners 108 39 17,700 16 8,840 10,500 Two way radios 52 52 27,194 7 3,829 4,500 Workshop equipment 39 10 2,000 8 4,000 4,000 Weather stations 7 1 500 Photocopiers 13 5 1,050 3 3,000 22,500 Office equipment 144 20 1,400 5 2,500 12,000 Land/assets improvement

200,000

Total 917 323 280,194 94 350,469 530,000 580,000 Grand Total 1,740,663


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2005 and this is expected to rise steadily to reach K1.2 million by 2010. There is considerable realisable potential in this area. The need is to maintain high profile partnerships and management commitment. Mobilisaton and Utilisation: Although fully established, the Institute is still exposed to a considerable level of vulnerability and requires K16-17 million annually to contribute successfully to national development. This amount will be much less than 0.5 percent of GDP (value of household food production of approximately K5.5 billion per annum)1 from domestically traded and consumed (non-export) agricultural commodities. Such funding would cover maintenance and replacement of assets, new and necessary capital development, employment of overseas professionals in strategic positions, and a contingency to cover variations and risks. This will, however, require some level of definite and long-term funding support from donors for the next five years to allow some degree of certainty in planning a medium to long-term pathway for institutional programmes and development. Besides encouraging continued partnership with donors, such support will help protect the gains made so far in institutional development, complement current efforts and effectiveness, and support benefit flows to the farming community. Such support can be translated into modified medium-term resource frameworks as presented in Tables 10 and 11. These frameworks will not only help NARI to be sustainable and effective but also help it grow and develop further to give added effectiveness to its efforts to fulfill its national mandate.

Construction of a new house at Bubia 1 Bourke and Vlassak (2004) estimated the production of staple foods in PNG at 4.5 million tonnes or a little more than one tonne per year for each rural person. They assigned a value to this production at K2,850 million in 2004. In the 1996 Household Survey, Gibson (2001) estimated that the value of staple foods was about half (52 percent) of all household food production. If it is assumed that the ratio of the value of staple foods to the value of all foods still holds, this suggests that the 2004 value of household food production (mainly of staples, vegetables, fruits and nuts, and livestock) in PNG was about K5.5 billion. This large sum highlights the importance of the contribution that household food production makes to the national economy.


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Table 11. NARI Medium Term Resource Framework 2005-2010: Financial Resource Utilisation (million Kina)

2005 2006 2007 2008 2009 2010 Sr. No Purpose

Actual Planned Proj. Proj. Proj. Proj.

1 Salary and Emoluments 4.16 4.71 5.43 6.53 7.65 8.56 2 Operational Expenses 1.60 1.71 1.81 1.93 2.04 2.17 3 Information and Outreach 0.50 0.60 0.80 1.00 1.20 1.30 4 Project Expenditure** 1.52 1.60 1.52 1.52 1.58 1.64 5 HRD and Training 0.28 0.33 0.35 0.37 0.39 0.41 6 Additional Overseas Professionals 0.42 0.70 0.84 0.84 0.84 7 Repairs and Maintenance 0.25 0.26 0.28 0.29 0.30 0.32 8 Refurbishment 0.31 0.33 0.35 0.38 0.40 9 Capital Replacement (Equipment and vehicles) 0.30 0.39 0.59 0.61 0.64 0.66

10 Capital Development 0.30 0.50 0.54 0.57 0.61 0.66 11 Contingency 0.09 0.11 0.12 0.14 0.16 0.17 12 Total Expenses 9.00 10.94 12.47 14.15 15.79 17.13 13 Income minus expenses 2.70 2.68 2.88 2.06 1.33 0.41 14 Maintenance, refurbishment and development 0.85 1.46 1.73 1.83 1.93 2.04 15 No. of additional overseas professionals 3 5 6 6 6

**Project expenditure shown is some 60% of the project costs, while remaining amounts are included under salary, operational and outreach expenses.

Table 10. NARI Medium Term Resource Framework 2005-2010: Financial Resource Mobilisation (million Kina)

2005 2006 2007 2008 2009 2010 Sr. No Revenue Source

Actual Planned Proj. Proj. Proj. Proj. 1 Recurrent funding (Govt.) 6.08 6.20 6.51 6.84 7.18 7.90 2 Development funding (Govt.) 0.60 0.70 0.74 0.77 0.81 0.89 3 Donor research funds 1.54 1.61 1.69 1.78 1.87 1.96 4 AIGS projects 0.68 0.62 0.62 0.62 0.63 0.63 5 PNGSDL project 0.09 0.09 0.09 0.09 0.09 6 Technical projects 0.04 0.04 0.04 0.05 0.05 0.05 7 Commercialisation (EU support) 0.27 0.31 0.10 0.00 0.00 0.00 8 Internal revenue/interest, etc. 0.13 0.14 0.16 0.17 0.19 0.21 9 Revenue from commercialisation 0.12 0.21 0.32 0.62 0.84 1.08

10 ACNARS project 0.90 11 Budget Support (Donor) 1.00 2.40 2.40 3.40 3.40 12 Revenue 10.36 10.92 12.67 13.33 15.05 16.21 13 Balance brought forward 1.34 2.70 2.68 2.88 2.06 1.33 14 Total Revenue 11.70 13.62 15.35 16.21 17.11 17.53


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9. Annual Plans and Reviews The whole strategic planning process as detailed in this document requires regular assessment and review of progress in implementation and on-going relevance of the programmes and projects. The monitoring and evaluation process is continuous and is formally assured by means of annual plans and review of progress in each programme and service unit. This constitutes the fourth tier of the overall planning process and is built into the NARI organisational performance assessment system (Figure 6). It will enable the Institute to remain focused on priorities, ensure efficiency of use of human and physical resources, maintain the quality of research outputs and services, and keep up-to-date with reporting and dissemination of the outputs. 10. Conclusions This NARI Strategic Programme Implementation Plan 2006-2010 is the key working document for NARI management and staff to enable conduct of an efficient, prioritised, focused and feasible research and service programme for the Institute and its components. The plan document with the theme “Towards Improved Livelihoods and Broad-based Economic Growth in Papua New Guinea” is in two volumes with details of the proposed programmes and projects given in Volume 2. This Volume 2 is the detailed working document for all NARI personnel and gives the objectives and planned activities, outputs, outcomes and projected development impacts for each planned project to be implemented during the planning period. It indicates in which agro-ecological zones and districts major impacts should be expected, the size of the target populations and the planned implementation schedule. This detailed planning process will enable NARI to utilise the available human, financial and physical resources in the most efficient and effective manner to deliver outcomes while facilitating on-going institutional development. Hence improved livelihoods and broad-based economic growth will be realised.

Rabbit farmers in the Kabwum district of Morobe Province


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Resources: - personnel - finance - infrastructure - equipment

Operations: - research - testing - adaptation - reporting - dissemination

Outputs:- improved

technologies - management

practices - resource

inventory, constraints, and opportunities

- training events - dissemination

events - publications

Outcomes:- adoption - increased

productivity and production

- cost reduction - profits - employment - improved NRM - sustained resource

use - improved R&D

capacity - skilled human

resources

Users:- farmers - industry - NGOs - academia

Policy Objectives

and Mandate

Operations Monitoring and

Feedback

Periodic Output Assessment

Outcome and Feedback

1. Assessing context and organizational responsiveness 6. Ensuring quality and quantity staff 2. Planning strategy and goals for the organizations 7. Protecting organisational assets 3. Selecting program objectives and priorities 8. Coordinating and integrating functions 4. Planning research projects 9. Managing dissemination and partnership 5. Managing projects and maintaining research quality 10. Ensuring effective M&E and reporting

PLANNING

Figure 6. NARI Monitoring, Evaluation and Performance Assessment

Impacts:- assured food security,

nutrition and health - increased cash income - improved resource

management - sustained resource use - increased employment - improved environment - well designed R&D

programmes - improved welfare

(economic and social) - improved human

development index

Impact Assessment and Feedback


36

References Bourke, R.M. and V, Vlassak. (2004). Estimates of Food Production in Papua New Guinea. Land

Management Group, The Australian National University, Canberra. Gibson, J. (2001). The economic and nutritional importance of household food production in PNG. In

R.M. Bourke, M.G. Allen and J.G. Salisbury (eds). Food Security for Papua New Guinea. Proceedings of the Papua New Guinea Food and Nutrition 2000 Conference. ACAR Proceedings No. 99. Australian Centre for International Agricultural Research, Canberra. pp. 7-44.

Government of Papua New Guinea (2001). National Agriculture Development Strategy: Horizon 2002-

2012. Department of Agriculture and Livestock, Port Moresby. Government of Papua New Guinea (2005). Medium Term Development Strategy: 2005-2010. Port

Moresby. National Agricultural Research Institute (2000). NARI Corporate Plan 2000-2004. National Agricultural

Research Institute, Lae. National Agricultural Research Institute (2002). NARI Research Strategy for Agriculture and Rural

Development. Strategy Paper presented at the Consultative Workshop on Agriculture and Rural Development: Issues and Strategies, 24-26 July 2002. National Agricultural Research Institute, Lae.

National Agricultural Research Institute (2006). NARI Corporate Plan. Corporate Document No. 2,

revised version of NARI Corporate Plan 2000-04, National Agricultural Research Institute, Lae. National Agricultural Research Institute (2006). NARI Strategic Plan 2006-2015. Corporate Document

No. 3, National Agricultural Research Institute, Lae.

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