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JIGAWA STATE

Ministry of Agriculture and Natural

Resources

The Jigawa State Agriculture Policy

2024-2030

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 Policy Statement, Vision and Mission

Overarching Objective:
To sustainably transform agriculture in Jigawa State, resulting in food
and nutrition security, improved livelihoods, job creation, increased
internal revenue generation (IGR), enhanced investments and
elimination of extreme poverty.

Vision
By 2030: To reposition Jigawa State as the new world of possibilities for
agricultural transformation, the preferred destination for investors and
the premier producer and processor of key agricultural commodities in
the West Africa region and beyond, in the spirit of sustainable growth
and shared prosperity.

Mission
To cultivate a conducive environment fostering the growth of
agribusiness, market and food systems approaches that leverage
technology and innovations to create benefits that resonate with people,
climate, and nature.

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Foreword
I am pleased to introduce the new Jigawa State Agriculture Policy 2024-2030, a testament to
our unwavering commitment to agricultural advancement and a recognition of its existential
significance for our State. With agriculture serving as the cornerstone of our economy,
contributing over 60% to our GDP and sustaining nearly 90% of our population, Jigawa State
stands poised for transformative growth.
Our dedication to harnessing the potential of agriculture and commerce remains steadfast.
Anchored on the pillars of food security, job creation, and private sector investments, this
policy marks a significant stride towards sustainable development.
Embracing a market-oriented and private sector-led approach is pivotal to unleashing the full
potential of our agricultural sector. By aligning production with market demands, promoting
value addition, and fostering private sector initiatives, we pave the way for enhanced
productivity and inclusive growth.
Building upon the solid foundation laid by the 2016 Agriculture Policy, and shaped by the
State’s Comprehensive Development Plan, this new policy document is intricately woven
into our administration's 12-point agenda. It addresses contemporary challenges while
incorporating vital considerations for income diversification, climate-smart agriculture, and
the empowerment of women and youth.
Crafted through extensive stakeholder consultations, informed by global best practices and
rooted in contextual realities, this policy sets a clear trajectory for agricultural transformation
in Jigawa State. It beckons all stakeholders - government, private sector, and civil society -
to unite in elevating our beloved state to unprecedented heights.
Together, let us seize this unique opportunity to redefine agriculture as a thriving enterprise
in Jigawa State.

H.E. Malam Umar A. Namadi, FCA

Executive Governor of Jigawa State

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Acknowledgement

We extend our heartfelt gratitude to Propcom+, and FCDO for their invaluable technical and
financial assistance, which played a pivotal role in the seamless development of the Jigawa
State Agriculture Policy.
This milestone achievement was made possible through the collaborative efforts of various
Ministries, Departments, and Agencies (MDAs) within the Jigawa State Government. We
extend our sincere appreciation to our colleagues from the MDAs for their unwavering
support, provision of crucial information, and active participation in consultations. Special
commendation goes to the Technical Working Group (TWG), comprised mainly of MDA
members, for their invaluable technical insights.
Our gratitude also extends to the private sector, civil society, academia/research institutions,
and development partners for their active engagement throughout the process. We
commend the consultants for their expertise and facilitation in guiding the policy review and
development.
We express profound appreciation to H.E. Malam Umar A. Namadi, FCA, Executive
Governor of Jigawa State, for his exemplary leadership, which ensured the smooth
progression of this policy document. We also acknowledge the support of Dr Saifullahi Umar
and all the Technical and Special Advisors of His Excellency
With confidence, we believe that this policy document will serve as a practical tool for all
stakeholders involved in its implementation, ultimately fostering prosperity for the esteemed
people of Jigawa State.

Alhaji Muttaka Namadi

Honourable Commissioner for Agriculture
Jigawa State

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 Executive Summary
This Policy builds on the 2016 Agriculture Policy, the Comprehensive Development
Framework and the 12 Point Agenda of the current government. It provides a
strategic roadmap towards transforming the agricultural sector in the state into a
thriving hub of innovation, productivity, and shared prosperity. With agriculture
sustaining nearly 90% of the population and contributing significantly to the state's
Gross Domestic Product, this policy instrument responds to the agro-industrial
investment and sustainable growth aspirations of the people and its leaders. Jigawa
State proudly heralds itself as "the new world" for agro-industrial investment,
embodying a steadfast commitment to becoming a premier destination for
agricultural endeavors. The state boasts of abundant prospects for private sector
investments in agricultural infrastructure, value chain development, and agro-
processing industries, creating employment opportunities, increasing agricultural
productivity, and generating income for farmers.
The strategic alignment of the agricultural policy with the 12-point agenda of the
current Executive Governor of the state” H.E. Malam Umar A. Namadi, FCA
demonstrates the state's commitment to food security, job creation, and private
sector investments.
Findings from the review of the 2016 Jigawa Agricultural Policy highlighted the need
for a robust results framework, improved coordination mechanisms, and enhanced
governance considerations. The methodology and policy development process,
including stakeholder consultations, policy analysis workshops, and approval and
adoption procedures, ensure a comprehensive and inclusive approach to policy
formulation and implementation.
With eleven clearly defined policy objectives, the strategies are focused on
advancing the key policy thrusts of improved food and nutrition security, increased
internally generated revenue, job creation, and private sector investment in
agriculture. Institutional arrangements, roles, and responsibilities emphasize
effective coordination among government agencies and stakeholders for policy
execution. Resource mobilization, funding, and financing strategies are outlined to
drive transformative agricultural development in Jigawa State. Legal and legislative
recommendations, as well as a framework for a new investment strategy, guide
resource mobilization and sustainable agricultural practices, setting the stage for a
prosperous and sustainable future for the state's agricultural sector.

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Table of Contents
Foreword............................................................................................................................... 4
Acknowledgement................................................................................................................. 5
Executive Summary .............................................................................................................. 6
List of Tables ....................................................................................................................... 10
List of Figures ..................................................................................................................... 11
Abbreviations and Acronyms ............................................................................................... 12
CHAPTER ONE .................................................................................................................. 14
1.0 Introduction................................................................................................................ 14
1.1 Jigawa State: The New World for Agro-Industrial Investment. .............................. 14
1.1.1 Value Chain Development and Agro-Processing .............................................. 14
1.1.2 Market Development ........................................................................................ 14
1.1.3 Job Creation .................................................................................................... 15
1.1.4 Food Security .................................................................................................. 15
1.2 Vegetation and Climate........................................................................................ 15
1.2.1 Climate Issues ................................................................................................. 15
1.2.2 Sector Performance to Mitigate Climate Challenges ........................................ 16
1.3 Agro-Industrial Profile of Jigawa State ................................................................. 16
1.3.1 Overview of Agricultural Resources ................................................................. 16
1.3.2 Strategic Location and Infrastructure ............................................................... 16
1.3.3 Agro-Industrial Clusters and Zones .................................................................. 17
1.4 Resources ........................................................................................................... 17
1.4.1 Grazing reserves and Stock Routes................................................................. 17
1.4.2 Mineral Resources ........................................................................................... 17
1.4.3 Water resources .............................................................................................. 18
1.4.4 Renewable Energy .......................................................................................... 18
1.4.5 Demographic resources ................................................................................... 18
1.4.6 Strategic Agro -Industrial Resources: the EPZ, SAPZ ...................................... 19
1.4.7 Governance and Political Will .......................................................................... 19
1.4.8 Business Environment Resources ............................................................... 19
CHAPTER TWO ................................................................................................................. 20
2.0 The Context for a New Agriculture Policy in Jigawa State .......................................... 20
2.1 Alignment with Other Existing Key State Policy Development Instruments ................ 22
2.2 Key findings from the review of the 2016 Jigawa Agricultural Policy .......................... 23
2.3 Situation and SWOT Analysis .................................................................................... 24
2.3.1 Situation Analysis............................................................................................. 24
2.3.2 SWOT Analysis for Jigawa State ......................................................................... 25

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 2.3.3 Crop Production ............................................................................................... 26
2.3.5 Livestock and Fisheries Production ..................................................................... 26
2.4 Irrigation Infrastructure and Facilities ......................................................................... 27
2.5.3 Major Agro Allied Industries in Jigawa State ........................................................ 28
2.5.4 Stakeholders ....................................................................................................... 28
2.6 Gender Responsive and Inclusive Participatory Mechanisms .................................... 30
2.7 Leverage and Sustainability Potential ........................................................................ 31
2.8 Financing Agricultural Investment .............................................................................. 31
2.9 Agricultural Budget Implementation and Performance ............................................... 32
2.10 The Policy Imperative for a Food Systems Approach to Sustainable Agricultural
Development ................................................................................................................... 33
CHAPTER THREE .............................................................................................................. 34
3.0 Methodology and Policy Development Process ......................................................... 34
3.1. Overview of Policy Review and Development Process ............................................. 34
3.1.1 Pre-engagement .............................................................................................. 34
3.1.2 Engagement .................................................................................................... 34
3.1.3 Post engagement Activities .............................................................................. 34
3.1.4 Intense and extensive review of documents..................................................... 34
3.1.5 Review of 2016 Policy...................................................................................... 34
3.1.6 Data Analysis ................................................................................................... 34
3.1.7 Tools and Processes ........................................................................................ 35
3.2 Stakeholder Analysis and Engagement Modalities..................................................... 35
3.3 Technical Working Group ........................................................................................... 36
3.4 Policy Analysis and Validation Workshops ................................................................. 36
3.5 Approval and Adoption ............................................................................................... 37
CHAPTER FOUR................................................................................................................ 38
4.0 POLICY OBJECTIVES AND STRATEGIES ............................................................... 38
4.1 Background and Justification for the Policy................................................................ 38
4.2. Policy Thrusts and Objectives ................................................................................... 38
4.3 Expected Policy Outcomes and High-Level Strategies .............................................. 39
CHAPTER FIVE .................................................................................................................. 55
5.0 IMPLEMENTATION, LEGAL AND FINANCING FRAMEWORK ... Error! Bookmark
not defined.
5.1 Institutional Arrangements, Roles and Responsibilities ..........Error! Bookmark not
defined.
5.1.1 Jigawa State Executive Council ....................................................................... 58
5.1.2 Jigawa State House of Assembly ..................................................................... 58
5.1.3 Jigawa State Judiciary ..................................................................................... 58

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 5.1.4 The State Ministry of Agriculture and Natural Resources (MANR) ................... 58
5.2 The Agencies Under the Ministry of Agriculture and Natural Resources .............. 59
5.3 Other Pertinent State MDAs ................................................................................ 59
5.4 Policy Review, Monitoring and Evaluation.................................................................. 76
5.4.1 M&E Framework for the Policy ............................................................................ 76
5.4.2 Annual Sector Planning and Review.................................................................... 76
5.5 Resource mobilization, funding and financing of the policy ........................................ 76
5.6 Legal and Legislative Recommendations................................................................... 77
5.7 Framework for the new Investment Strategy .............................................................. 77
5.8 Critical Success Factors ............................................................................................ 78

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List of Tables
Table 1: SWOT Analysis of Jigawa State Agriculture ........................................................... 25
Table 2: Production Volume (Mt) of Priority Commodities in the State ................................. 26
Table 3: Irrigation Infrastructure and Facilities ..................................................................... 28
Table 4: Results Framework for the 2024-2030 Jigawa State Agriculture Policy ............. 64-74

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List of Figures
Figure 1: Agricultural Budget Performance (2018-2023)...................................................... 32

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Abbreviations and Acronyms
AfDB African Development Bank
ARMTI Agricultural and Rural Management Training Institute
BMGF Bill & Melinda Gates Foundation
BUK Bayero University Kano
CACS Commercial Agricultural Credit Scheme
CASP Climate Change Adaptation and Agribusiness Support Programme
CBN Central Bank of Nigeria
CDA Centre for Dryland Agriculture
CDF III Comprehensive Development Framework III
CSO Civil Society Organization
ECOWAS Economic Community of West African States
EIAs Environmental Impact Assessments
EoDB Ease of Doing Business
EPZ Export Processing Zone
FCDO Foreign, Commonwealth and Development Office
FGN Federal Government of Nigeria
FUD Federal University Dutse
GDP Gross Domestic Product
HVIP Hadejia Valley Irrigation Project
ICRISAT International Crops Research Institute for the Semi-Arid Tropics
IGR Internally Generated Revenue
IITA International Institute for Tropical Agriculture
IsDB Islamic Development Bank
JACCIMA Jigawa Chamber of Commerce, Industry, Mines, and Agriculture
JARDA Jigawa State Agricultural and Rural Development Authority
JASCO Jigawa State Agricultural Supply Company
J-CARES Jigawa COVID-19 Action Recovery and Economic Stimulus
JRI Jigawa State Research Institute
LARF Land Acquisition and Resettlement Framework
LGAs Local Government Areas
L-PRES Livestock Productivity and Resilience Support Project

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MAF Mutual Accountability Framework
MANR Ministry of Agriculture and Natural Resources
MDAs Ministries, Departments, and Agencies
NAERLS National Agricultural Extension Liaison Services
NBS National Bureau of Statistics
NDP National Development Plan
NEXTJigawa New Extension for Delivery of Improved Services in Jigawa
NGO Non-Governmental Organization
NIRSAL Nigeria Incentive-based Risk Sharing for Agricultural Lending
NPC National Population Commission
NSHCD National Strategy for Human Capital Development
OPEC Organization of the Petroleum Exporting Countries
PPPs Public-Private Partnerships
RAMP Rural Access and Mobility Project
SAPZ Special Agro-Industrial Processing Zone
SMART Specific, Measurable, Achievable, Relevant, and Time-bound.
SWOT Strengths, Weaknesses, Opportunities, Threats
TRIMMING Transforming Irrigation Management in Nigeria
TWG Technical Working Group
UN United Nations
USAID United States Agency for International Development
WEAI Women Empowerment in Agriculture Index
WIA Women in Agriculture

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 CHAPTER ONE

1.0 Introduction
1.1 Jigawa State: The New World for Agro-Industrial Investment.
Jigawa State proudly heralds itself as "the new world" for agro-industrial investment,
embodying a steadfast commitment to becoming a premier destination for agricultural
endeavours. The state shares borders with Kano and Katsina States to the west, Bauchi
State to the east, and Yobe State to the northeast. Notably, its northern boundary intersects
with the Republic of Niger, presenting distinctive opportunities for cross-border trade. Jigawa
State's economy hinges significantly on agriculture, which accounts for over 60% of its
Gross Domestic Product (GDP) and sustains nearly 90% of the population. The sector
exhibits resilience and rapid growth, spurred by recent governmental interventions aimed at
transitioning from subsistence to commercial farming. This transformation presents a ripe
opportunity for investors to participate in the burgeoning agricultural investment landscape
unfolding across the state.

The state boasts abundant prospects for private sector investments, ranging from enhancing
agricultural infrastructure, including farmlands, ponds, trees, and livestock, to upgrading
tools and implements. There is also a demand for investments in storage, packaging, and
processing facilities, as well as expanding cultivated land areas. The term "agro-industrial
investment” will be built upon crop production, rearing of livestock, encompassing value
addition, market development, job creation, and bolstering food security for strategic
sustainable agricultural growth. The new official slogan of Jigawa State: "New World"
highlights Jigawa’s innovative spirit, beckoning investors to explore untapped opportunities
within its fertile landscapes and experiencing a new world of possibilities and benefits.
1.1.1 Value Chain Development and Agro-Processing
Jigawa State's agricultural sector extends beyond primary production to include agro-
processing and value chain development. With abundant raw materials available locally, the
state is primed for the establishment of food processing industries such as rice mills, wheat
processing mills, sesame cleaning factories, and oil mills. These value-added activities not
only create employment opportunities but also contribute to increased agricultural
productivity and income generation for farmers. Already, several investors have established
(or are preparing to establish) rice mills, wheat processing mills, sesame cleaning factories,
oil mills, sugar production estates and tomato paste companies.
1.1.2 Market Development
Jigawa State emerges as a pivotal player in bridging the national crop production gap, with
expansive fertile arable land suitable for a wide array of tropical crops. Recent agricultural
enhancement initiatives, such as the cluster farming scheme and the anchor borrower
scheme, have propelled improved productivity of major crops within the state. These
initiatives have not only increased crop yields but also created a conducive environment for
private sector participation. Private sector entities have capitalized on these programs,
fostering successful outgrower schemes across various crop categories. This collaboration
between the public and private sectors has not only boosted crop production but has also led
to the development of robust supply chains and market networks.

Jigawa State is also home to one of the major export processing zones (EPZ) in the country,
strategically situated in Maigatari town. The Maigatari Export Processing Zone serves as a
focal point for economic activity, particularly in the livestock sector. It facilitates seamless
access to the Republic of Niger and other landlocked West African countries, fostering the

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growth of export-oriented enterprises. The Jigawa State Government leases prototype
warehouses within the EPZ to investors for diverse factory operations, including packaging,
food processing, and machinery assembly lines. This presents an opportunity for investors to
leverage the state's strategic location and infrastructure to establish export-oriented
enterprises, thereby contributing to the growth of the agricultural sector and the overall
economic development of the state.
1.1.3 Job Creation
Agriculture provides livelihoods for a substantial portion of the population in both Nigeria and
Jigawa State. However, in Jigawa State, agriculture supports close to 90% of the population,
indicating its central role in providing employment and sustaining livelihoods within the state.
The state government's recent interventions aimed at transitioning from subsistence to
commercial farming and gender inclusion for both women and youth have created a
conducive environment for private sector participation. Investing in agricultural infrastructure,
technology, and value-added processing industries, Jigawa State can drive economic
diversification, reduce unemployment, and stimulate overall economic growth in Nigeria.
1.1.4 Food Security
Jigawa State's agricultural sector plays a crucial role in enhancing food security not only
within the state but also at the national level. With its vast arable land and favorable weather
conditions, the state has the potential to significantly contribute to meeting Nigeria's food
needs. Increasing production capacity and efficiency, Jigawa State can help reduce the
country's reliance on food imports and enhance its self-sufficiency in staple crops.

1.2 Vegetation and Climate

Vegetation – Jigawa State lies within three (3) vegetational zones, namely, Guinea
Savannah, Sudan Savannah and Sahel Savannah. Gwaram and some parts of Birnin Kudu
and Buji Local Government Areas (LGAs) fall within the Guinea Savannah; while Dutse,
Kiyawa, Jahun, Miga, Ringim, Taura, Kafin Hausa, Auyo, Hadejia, Kiri-Kasamma Guri and
some parts of Buji, and Birnin Kudu are within Sudan Savannah. The rest of the LGAs of the
State are covered by Sahel Savannah. These include Roni, Gwiwa, Kazaure, Birniwa,
Maigatari, Babura, Gumel, Gagarawa, Garki, Sule Tankarkar, Yankwashi, Kaugama and
Malam Madori. The climate in Jigawa State presents a typical sub-tropical condition,
characterized by hot wet summer and cool dry winter with an average rainy season of 3-5
months.
1.2.1 Climate Issues
Environmental degradation in Jigawa State is a multifaceted issue influenced by both natural
factors and human activities. Environmental degradation, exacerbated by factors such as
erratic rainfall patterns, gully erosion, and the proliferation of invasive aquatic weeds in
floodplains, poses a significant threat to agriculture and livelihood. Human activities,
including deforestation, overgrazing, and poor soil management practices, further compound
these challenges, leading to unfavourable irreversible outcomes. Societal factors e.g. poor
sanitary habits, contribute to the degradation of Jigawa State environmental landscape.
Unfortunately, the near obsolete environmental laws and weak enforcement regulations fail
to adequately address these issues. Inadequate refuse collection facilities and the absence
of permanent refuse dumping sites worsen the waste management challenges, further
resulting in unmanageable environmental degradation. The lack of community engagement
in environmental protection efforts and the non-enforcement of Environmental Impact
Assessments (EIAs) on developmental projects apply significant strain on the natural
resources. The absence of modern and clean environmental technologies and the dearth of
alternative renewable energy sources for domestic use compound these challenges.

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1.2.2 Sector Performance to Mitigate Climate Challenges
The environmental sector in Jigawa State has made significant strides in recent years, as
evidenced by various initiatives aimed at promoting sustainable land management,
biodiversity conservation, and renewable energy adoption. One notable accomplishment is
the successful afforestation and reforestation efforts undertaken across the state. Through
the distribution of twelve million tree seedlings, Jigawa has seen a remarkable increase in
forest cover, with the area covered by forests expanding from 1,379.9 km² in 2015 to 1,757
km² by 2021. This surpasses the set target, reflecting a proactive approach towards
enhancing green spaces and mitigating environmental degradation (CDF III, 2023). There
are also plans and on-going efforts to expand date palm estates in the state.

The state has also been proactive in addressing erosion control and land reclamation
challenges. Construction of new drainages, culverts, and the reclamation of eroded lands
have significantly reduced the extent of land affected by gully erosion. From 1,400 km² in
2015, the affected area decreased to 1,000 km² in 2021, exceeding the set target and
showcasing effective land management strategies. Collaborative efforts with self-help groups
have also led to the clearance of river channels blocked by invasive aquatic weeds,
promoting water flow and preventing flooding incidents.

In tandem with erosion control measures, Jigawa State has prioritized drainage maintenance
to improve stormwater flow and minimize environmental health risks. Desilting approximately
1,890 km of drainages has not only enhanced water management but also contributed to
disease prevention by curbing mosquito breeding sites. The state's commitment to waste
management is evident in the continuous increase in waste collection and disposal volumes
in urban centres. While slightly below the set target, the annual waste collection rose from
56,093 tons in 2015 to 59,653 tons in 2021, highlighting efforts towards promoting a cleaner
environment (CDF III, 2023).

Jigawa State has also embraced renewable energy solutions as part of its environmental
sustainability agenda. The installation of solar energy facilities for electricity generation has
witnessed notable progress, with the number of megawatts generated increasing from 0.45
MW in 2015 to 0.8 MW in 2021. This transition towards cleaner energy sources aligns with
global efforts to mitigate climate change and reduce carbon emissions. Despite these
achievements, challenges persist in areas such as clean cook stove distribution, establishing
solar farms, bio-diesel extraction projects, and other renewable energy initiatives, showing
the need for continued innovation and intervention to address environmental sustainability
comprehensively.
1.3 Agro-Industrial Profile of Jigawa State
1.3.1 Overview of Agricultural Resources
Jigawa is an agrarian state blessed with a large expanse of agricultural land suitable for
crops, livestock and fish production. Out of the 2.24 million hectares total land area of the
state, about 1.4 million hectares are estimated to be cultivable during the rainy season. The
major arable crops cultivated mainly in the wet season in the state include millet, sorghum,
cowpea, groundnuts, sesame, rice, maize, sweet potatoes, Bambara nuts, watermelon,
cassava, cotton, okra, etc. Crops produced in the dry season under irrigation include rice,
tomatoes, pepper, onions, wheat, sugarcane, carrots, cabbage, lettuce, maize, and a host of
other leafy vegetables. Important livestock raised in the state include cattle, sheep, goats,
camels, and poultry (NextJigawa, 2023).
1.3.2 Strategic Location and Infrastructure
Jigawa State's strategic location within Nigeria and robust infrastructure have facilitated the
establishment of several key industrial ventures, contributing to the state's economic growth

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and job creation. Among these investments are Vinylon Footwear Limited, operating in
Kijawal, Ringim LGA, which not only produces footwear but also hosts Nigeria's largest
plastic recycling plant. Another noteworthy investment is the Dangote Rice Mill, currently
under construction in Hadin, Kaugama LGA. Once completed, this mill is expected to be one
of the largest in Africa, with a projected annual turnover of ₦84 billion. Jigawa Rice Mill,
located in Gujungu, Taura LGA, with a substantial milling capacity of 16 tonnes per hour,
plays a vital role in rice processing and contributes to the state's agricultural value chain
(InvestJigawa, 2021).

Furthermore, Great Northern Agribusiness Limited's proposed sugar factory and plantation
farm in Gagarawa LGA represent a significant investment in the agro-industrial sector. With
plans for integrated power generation and additional manufacturing units, this project has the
potential to create thousands of jobs and stimulate economic growth in the region. Other
notable investments include Malam Alu Farms' tomato production and fertilizer blending
plant, and Majestic Farms Limited's rice mill and agro-processing facility. These ventures
collectively demonstrate the diverse industrial landscape of Jigawa State and its capacity for
sustained economic development (InvestJigawa, 2021).
1.3.3 Agro-Industrial Clusters and Zones
Key industry players such as Majestic Dairy Products, Majestic Rice Mill, and Jigawa Rice
Mill, among others, are already operational and can form the nucleus of agro-industrial
clusters in their respective locations, such as Birnin Kudu, Gumel, Hadejia, and Taura.
These clusters can provide a conducive ecosystem for value addition and processing
activities, particularly in sectors like food processing, agro-export, and agro-input
manufacturing. The privatization and functional status of these facilities demonstrate their
readiness to engage with other stakeholders and collaborate within the framework of agro-
industrial clusters. For instance, Majestic Dairy Products in Birnin Kudu and Crystal Sugar
Company in Hadejia can anchor clusters focused on dairy processing and sugar production,
respectively, while facilities like Three Brothers Rice Mill in Hadejia and Jigawa Rice Mill in
Gujungu, Taura, can spearhead clusters dedicated to rice milling and processing.

The presence of privately owned enterprises like Danmodi Food Processing Co., Kateko
Poultry & Fishery Farms, and Malam Alu Farms, among others, highlight the vibrant
entrepreneurial ecosystem within the state. These businesses can contribute to the
diversification and expansion of agro-industrial clusters, particularly in sectors such as
cassava processing, poultry, fisheries, and tomato production. Clustering these enterprises
together and providing shared infrastructure such as warehousing facilities, processing
plants, cold storage units, and logistics services can create synergies that drive innovation,
value addition, and market access for local agribusinesses.
1.4 Resources
1.4.1 Grazing reserves and Stock Routes
The State is endowed with a total of 452 grazing reserves out of which 57 were gazetted. In
addition, 81 grazing reserves have been developed with watering facilities powered by
windmills and are fully functional. There are 6 major international stock routes traversing the
State with a total distance of 3,185km and numerous national and intra State stock routes.
They are Kanwarin-50km, Burseli-80km, Adare-560km, Guri-585km, Gwiwa to Kano-100km
and Yobe to Katsina via Birniwa-420km.
1.4.2 Mineral Resources
Mineral resources found in Jigawa include granite of high physical and chemical properties
suitable for tile production; tin and columbite samples present excellent qualities; iron ore
used in the iron and steel industry was discovered in 700 m2 pre-feasibility area, quantities
remain to be further investigated upon. Kaolin, which is used in a few industries like paper,

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ceramic, cement, pharmaceuticals, rubber, plastic and textiles, was discovered in large
quantities. Trona or soda ash used in pharmaceuticals, textiles, leather, glass, soap and
detergent production, was also discovered in large quantities.
1.4.3 Water resources
Providing water supply through an integrated strategy has helped the water sector achieve
great progress towards its goals. Consequently, despite still falling short of the desired 100%
(based on MICS statistics from 2015 and 2022), access to water supply has increased
significantly, rising from 79.4% in 2016 to 86.3% in 2021. There has been similar progress in
terms of access to basic sanitation and hygiene, with rates growing from 32.8% in 2016 to
34.6% in 2021, however they are still below the 65% target (CDF III, 2023). The lack of
passage of the water bill poses a significant obstacle to the implementation of crucial sector
initiatives. This challenge could be effectively tackled by ensuring the enactment of the water
bill into law.

Another constraint in the sector is the scarcity of skilled and unskilled manpower. This
constraint can however be mitigated through the execution of skills gap analysis and
subsequent recruitment drives targeting skilled and unskilled personnel. Weak private sector
involvement is another issue that needs to be addressed, and this can be achieved by
creating a conducive environment and offering incentives to encourage private sector
participation. Despite the constraints highlighted, there are still lots of opportunities, primarily
stemming from the government's commitment to reform, which has garnered significant
donor support over the years. This support not only enhances the sector's capacity but also
attracts private sector participation. The presence of robust institutional arrangements within
the sector also serves as a significant opportunity.
1.4.4 Renewable Energy
Nigeria's energy landscape, despite its vast resources, still grapples with an insufficient
supply of electricity, a necessity for industrial growth and rural development. To address this,
the National Energy Masterplan aims to elevate renewable energy to constitute 20% of
Nigeria's energy portfolio by 2030. Jigawa State emerges prominently in this narrative due to
its abundance of solar irradiation and diverse bio products, presenting lucrative opportunities
for renewable energy ventures. Solar PV Solutions stand out as a promising avenue for
investment, particularly in Jigawa State, renowned for its exceptional solar irradiation levels.
Positioned strategically, the state offers an ideal setting for the production of solar equipment
and electricity generation, catering to the needs of emerging industries and local businesses
grappling with electricity shortages.

Currently, InvestJigawa is collaborating with five firms to establish independent solar power
plants, projected to yield approximately 1300 MW of solar power at an estimated cost of
US$2 billion. The efforts being put in place to enhance transmission infrastructure serve as
strong incentive to investors keen on establishing solar power plants for grid distribution. In
addition to solar energy, Jigawa State harbors untapped potential for biofuel production,
aligning with rural electrification initiatives. Biofuels, derived from various agricultural crops,
including sugar cane and Jatropha cultivated in the state, offer a sustainable alternative for
powering engines and machinery. Notably, Jatropha cultivation in the northern region of the
state, as part of anti-desertification efforts, highlights the feasibility and promise of biofuel
production as a renewable energy source (InvestJigawa, 2023). Substantial opportunities
also exist for generating clean energy from the wind in the state.

1.4.5 Demographic resources

Population, Youth size and potentials
According to the 2006 census, Jigawa State boasted a total population exceeding 4.3 million
residents. The state's population growth is estimated at 3.5%, with approximately 48% of its

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inhabitants falling below the age of fifteen. In 2023 the projected Jigawa State's population
stood at 7,763,488, based on the 3.5% growth rate stipulated by the National Population
Commission (NPC) and the National Bureau of Statistics (NBS), with the 2006 census
serving as the base year. Of this estimated population, around 5,235,696 million individuals
are considered productive adults. Moreover, the population dynamics indicated a slightly
changing composition and of age structure with 0.4% less males compared to 2006; also,
while about 56.7% of the State’s population in 2006 were aged 0-19 years, this proportion
has jumped to almost 60% in 2022 suggesting that the population is now more youthful
(CDF III, 2023).

To harness the potential of the youth in Jigawa State, various strategies can be implemented
to empower them and facilitate their active participation in agricultural development. Firstly,
there is a need for capacity-building initiatives aimed at providing vocational training in
agriculture. This can help enhance their capacity to engage effectively in agricultural
activities, fostering innovation and productivity. Moreover, fostering political engagement
among youth is crucial for advocating for policies and investments that support agricultural
development. Youth involvement in governance processes, provides an opportunity to
address their needs and aspirations, thereby creating an enabling environment for
agricultural growth and entrepreneurship.

Prioritizing youth development is another crucial aspect in harnessing potentials and can be
realized through targeted training programs focusing on agricultural practices, technology
adoption, and entrepreneurship. Initiatives aimed at reducing unemployment among youth
through job creation programs and entrepreneurship opportunities are vital. The
government's initiative to employ over 1000 agro-extension workers, all of whom are young
people, is commendable. This move not only addresses the challenge of poor farming
practices but also enhances productivity, improves farmers' welfare, and ultimately boosts
the overall revenue of the state.

1.4.6 Strategic Agro -Industrial Resources

Maigatari Export Processing Zone

The Maigatari Export Processing Zone (EPZ) in Jigawa State serves as a strategic location
for promoting export-oriented activities, providing easy access to neighbouring countries
such as Niger. This EPZ facilitates trade and industrial activities, potentially contributing to
Nigeria's export earnings and economic growth. It has 11 warehouses, banking facilities,
hotel accommodation, a container terminal and security services. Presently, about 6
companies are operating in the zone location, namely, Fine Baby Garment Company, Inter
Product Link Limited, WACOT Limited, Jigawa Investment and Property Development
Company, Obasanjo Farms Limited and a hibiscus processing company.

Special Agro-industrial Processing Zones

The Federal Government of Nigeria (FGN) has initiated the Special Agro-industrial
Processing Zones (SAPZ) program, in collaboration with state governments, development
partners, relevant federal ministries, departments, private investors, aiming to establish agro-
processing clusters in agriculturally rich regions nationwide. This initiative seeks to bolster
modern agro-processing capabilities, catering to the growing domestic market, bolstering
farmer incomes, mitigating postharvest losses, and fostering import substitution while
creating employment opportunities, particularly for youth and women.

The main goal of the SAPZ program in Jigawa State is to elevate household incomes, spur
rural job creation, enhance food security, and support inclusive and sustainable agro-
industrial development. Through a clustering approach, the initiative will address investment
barriers such as infrastructural deficits and feedstock inadequacies in agro-processing

19
enclaves across Jigawa. The state government's decision to participate in the SAPZ initiative
(funded by the African Development Bank), aligns with its agenda on agriculture, rural
development, and poverty reduction, signalling a timely endeavour to enhance smallholder
farmer productivity, facilitate rural infrastructure development, and unlock market linkages for
value addition and export prospects.
1.4.7 Governance and Political Will
The Governor of Jigawa State has consistently demonstrated unwavering commitment to
advancing agricultural development within the region, recognizing agriculture as the
cornerstone of the state's economy. This dedication is evident through a comprehensive
blueprint aimed at providing holistic support to farmers, encompassing various facets of
agricultural enhancement and rural empowerment. One pivotal aspect of this commitment is
the implementation of a Farm Security Plan, intended to bolster the security of agricultural
lands, ensuring their accessibility and safety for food production. Moreover, the state aims to
expand and sustain its Cluster Farming Initiative across senatorial zones, facilitating
transparent distribution of essential inputs to smallholder farmers through private sector
partnerships. Efforts to scale the Jigawa State Irrigation Project align with the broader goal of
enhancing year-round agricultural production, while initiatives such as the revitalization of
the Agricultural Supply Company aim to attract private sector collaboration, driving
technological advancement, and revenue generation.

Furthermore, the state prioritizes market development and value chain enhancement, aiming
to establish aggregation and processing centres, fostering industrial linkages, and boosting
overall industrialization. Strengthening market infrastructure and policy frameworks for youth
engagement underscores the state's commitment to fostering inclusive agricultural growth.
In addition to these initiatives, the Governor emphasized the importance of livestock
development, value chain enhancement for strategic crops, and the promotion of apiculture,
thus reflecting a comprehensive approach to diversifying and expanding the state's
agricultural production base. Implementing strategic partnerships with local and international
investors, as well as development partners, this will help sustain and expand critical
investments in the agricultural sector, furthering its goal of driving transformative growth and
prosperity across rural communities in Jigawa State.
1.4.8 Business Environment Resources
Jigawa State stands out for its favourable and progressive regulatory environment,
positioning itself as an attractive destination for businesses. According to the 2023 World
Bank Ease of Doing Business (EoDB) sub-national rankings, Jigawa State was ranked 2nd
in the 2023 Subnational EoDB report. This is the second Ease of Doing Business survey
conducted by the Presidential Enabling Business Environment Council. Jigawa secured the
No. 2 spot, showcasing its efficient processes across various indicators like Starting a
Business, Registering Property, Enforcing Contracts, and Dealing with Construction Permits.
Moreover, the state boasts a peaceful atmosphere with low crime rates and minimal
communal tensions, ensuring a conducive environment for both domestic and foreign
investors (Investjigawa, 2023).

20
 CHAPTER TWO
2.0 The Context for a New Agriculture Policy in Jigawa State
It is easier to understand the current state of Agriculture in Jigawa and the development of a
new agricultural policy for Jigawa State, against the backdrop of the 12-point agenda of the
current Governor, the Comprehensive Development Framework III (CDF III) of the state and
the key findings of the review of the 2016 Jigawa State Agricultural Policy.
Nestled in Nigeria's northern region, Jigawa State boasts a rich agricultural heritage that
serves as a cornerstone of its economy and cultural identity. With fertile lands cradled by the
majestic Hadejia River and favourable climatic conditions, agriculture thrives as the lifeblood
of the state. From the golden fields of wheat and millet to the lush orchards of mangoes and
guavas, Jigawa's agricultural landscape paints a vibrant picture of abundance and resilience.
Through innovative practices and strategic investments, the state is poised to continue to
harness the power of its land, to nurture sustainable growth, and prosperity for generations
of its citizens.
Since assuming office in May 2023, the current Governor, His Excellency Mallam Umar
Namadi has championed an agricultural revolution as the core of his approach for economic
and social development. His 12-point Agenda (which was initially a campaign manifesto)
places emphasis on food security, job creation, and investment as the pillars of his
administration's policy thrust. Governor Namadi reaffirms agriculture's pivotal role in Jigawa
State's economic development and outlines commitments to strengthen institutions,
establish a commodity exchange, expand irrigation facilities, and attract private sector
investments.
The 12-point agenda is anchored on the understanding that Jigawa is globally aware and
connected and thus, is affected in some dimensions by the evolving and broader social,
economic, public health, governance and climate change related developments and
dynamics. It asserts its position as a constitutional entity in the Federal Republic of Nigeria
also affected by the general national social and economic development conditions in the
country.
It attributes the recent growth in GDP to a strong reform orientation. The 12-point agenda
projects the state as pro-technology and innovations, pro-reforms, intentional about
significant infrastructural expansion and pro-business. It communicates an aspiration for a
modern, efficient and profitable agriculture which is linked to other shared aspirations for
youth empowerment and improved security. Making agriculture the first of the 12 goals is
instructive as well as the consistency around poverty reduction, food security, job creation
and increased internally generated revenue (IGR) as the most critical outcomes for the
agricultural policy endeavour in the state going forward.
While the current 2016 Agriculture policy provides the foundation for addressing the 12-Point
Agenda in a few ways, it did not reflect a full alignment with the breadth and length of the
aspirations for the new government. Although the spirit and context for continuity is evident,
a new agriculture policy instrument early in the life of this administration provides the
political, legal, and institutional framework and a structured and systematic approach to

21
focusing, resourcing and accomplishing the key expectations of the new government
especially for the agriculture sector.
A new policy instrument will strengthen ownership and leverage the momentum and
progressive political climate to drive execution and advance impact. It would also go a long
way to assisting the Government of Jigawa State to develop an inclusive, market oriented
and investment-focused Agricultural policy that would drive the Governor’s vision for
sustainable and resilient agri-business based economic growth in the state.

2.1 Alignment with Other Existing Key State Policy Development Instruments
The alignment between the Jigawa State Agricultural Policy and the Comprehensive
Development Framework (CDF) is critical and is consistent with the history of development
planning that has evolved across decades into the third edition of its Comprehensive
Development Framework. This new Policy is substantially aligned with a few of the cardinal
objectives of the CDF rooted in the understanding of the primary functions of a state for the
security and welfare of its citizens in line with the fundamental objectives and directive
principles of state policy. The CDF III (the third edition) itself recognized and aligns with the
National Development Plan (NDP) 2021-2025, the National Strategy for Human Capital
Development (NSHCD), and the National SDGs Implementation Plan. This helps to align
State Sector objectives and priorities with the perspectives of the NDP, the NHCD Strategy
and the SDGs.
It also recognized that national macro-economic indicators would continue to influence the
performance of development policies at the subnational levels. The CDF clearly sought to
align with the national development aspirations in the following areas: poverty reduction,
attainment of food security and improved nutrition; ensuring healthy lives and promotion of
wellbeing, inclusive and equitable quality education, gender equality and women
empowerment, water and sanitation for all, promoting sustained, inclusive and sustainable
economic growth, provision of productive employment, building resilient infrastructure,
promoting inclusive and sustainable industrialization, fostering innovation, and promoting
peaceful and inclusive societies for sustainable development.
The CDF however acknowledged, that while budget implementation since 2016 was
relatively generally satisfactory with lots of budgetary outputs, not all sector objectives and
set sectoral performance targets were fully achieved. In highlighting gaps and challenges,
the CDF III indicated that agricultural development in the State remains largely characterized
by low productivity (yields per hectare), high level of drudgery, high post-harvest losses, and
relatively high cost of inputs. And that these factors have made the sector generally less
attractive particularly to the youths. This situation could be linked to the fact that agricultural
operations in the sector are yet to be fully mechanized and subsistence farming is a
dominant practice well linked to continuing poverty of smallholder farmers. It recognized the
challenge of population growth compounded by the subsisting traditional land tenure system
with the attendant fragmentation of agricultural lands. This is very consistent with the key
findings from the review of the 2016 Jigawa State Agricultural Policy, conducted between
February and March 2024.
The new Policy is shaped to respond to the foregoing national priorities while addressing the
key challenges and opportunities within the state through the declared policy thrust of
ensuring inclusive food security, nutrition and sustainable agro-based economic growth in
the context of its objectives, strategies, results, and implementation framework.

22
2.2 Key findings from the review of the 2016 Jigawa Agricultural Policy
The comprehensive review of the 2016 Jigawa Agricultural Policy conducted in
February/March 2024 unveiled several key findings and learnings, setting the tone for new
additional directions as established in Chapter 4 of this new policy document. The learnings
include:
▪ Results Framework Enhancement: A revised policy should feature a robust results
framework with clearly defined indicators constructed on verified data and targets.
This framework will facilitate functional progress tracking and reporting systems,
essential for policy implementation and research prioritization. Establishing basic and
functional data systems in support of policy implementation is crucial for impactful
execution.
▪ Improved Coordination Mechanisms: Despite the Ministry of Agriculture's primary
responsibility, weak alignment between policy goals and actual implementation has
hindered optimal coordination among relevant institutions. Enhancing coordination
architecture will bolster trust and address perception challenges, leveraging strong
political support for agricultural development. It is important to ensure that the new
policy amplifies the strategic governance considerations for agricultural development
in the state.
▪ Inclusion of Socio-economic Crops: Tree crops and additional vegetables beyond
Hibiscus were under-prioritized in the 2016 Policy. Recommendations suggest their
inclusion in the new policy to enhance revenue generation, improve diets, and
support nature conservation.
▪ Climate Smart Food Systems Approach: The new policy should prioritize a food
systems approach, promoting healthy diets, resilience, sustainability, and climate-
friendliness across value chains. This approach fosters inclusive growth, job creation,
and economic development.
▪ Optimization of Cluster Farming Model: Equity-based input distribution and innovative
farming cooperative systems should be incorporated to ensure resource efficiency,
market sustainability, and financial inclusion. Digital infrastructure will enhance
transparency and manageability.
▪ Livestock Development Enhancement: The 2016 Policy's limited ambition for
livestock development calls for a more robust agenda to improve livelihoods, create
jobs, and boost internally generated revenue. Focus areas include productivity
optimization and private-sector investment attraction.
▪ Addressing Climate Change implications: Intentional integration of climate-smart
initiatives in livestock development, such as improved breeds, better waste
management system, and renewable energy utilization, will enhance productivity,
resilience, and greenhouse gas mitigation.
These key findings underscored the imperative for a comprehensive policy update that
addresses gaps, fosters inclusive growth, and promotes sustainable agricultural
development in Jigawa State.

23
2.3 Situation and SWOT Analysis
2.3.1 Situation Analysis
Agriculture serves as the backbone of Jigawa State's economy, providing livelihoods for a
significant portion of the population, particularly in rural areas. It contributes over 60% to its
GDP and offering livelihoods to nearly 90% of its populace. The state benefits from a
favourable climate and fertile land, facilitating the cultivation of diverse crops such as rice,
millet, sorghum, maize, groundnuts, and vegetables. Both rain-fed and irrigated agriculture
are practiced, with projects like the Hadejia Valley Irrigation Project supporting crop
production, especially during dry seasons.
Jigawa State is a leading rice-producing state in Nigeria, with extensive cultivation areas and
ambitious expansion plans. Government interventions, including improved seed varieties,
credit access, and irrigation infrastructure rehabilitation, aim to boost rice production.
Sorghum and Millet are staples in Jigawa and are extensively cultivated by smallholder
farmers. Maize and Groundnuts are significant contributors to the state's agricultural output.
Hibiscus, Sesame and Wheat are increasingly becoming recognised as priority cash crops
for Jigawa State.
The state is confronted with several challenges that includes climate change. Erratic rainfall
patterns, flooding and rising temperatures are regular features and threaten productivity.
Climate-smart practices like water conservation and crop diversification are required to
minimize the impact of climate change for Jigawa. Smallholder farmers face difficulties
accessing quality seeds, fertilizers, and modern equipment, hindering productivity. The
challenge of post-harvest losses, especially for fruits and vegetables remains substantial.
Inadequate storage facilities contribute to significant losses, impacting farmers' incomes and
food security. The situation is made worse by occasional outbreaks of pests and diseases,
which pose risks to crop yields. Land tenure issues hinder large-scale investment and
mechanization, despite the introduction of innovative policies and land consolidation
initiatives such as the Land Acquisition and Resettlement Framework (LARF) for large
agribusinesses.
The government of His Excellency, Mallam Umar Namadi has categorically positioned
agriculture as a major platform and catalyst for the growth of Jigawa State. Food security, job
creation, and private-sector investments are the pillars of his administration’s policy thrust for
the sector. The state government collaborates with federal agencies, development partners
and the private sector to implement agricultural programs aimed at enhancing productivity,
improving livelihoods, and promoting food security. Initiatives include subsidized inputs,
extension services, capacity-building programs, and establishment of Cluster Farms and
processing facilities. The state has also made significant investments in irrigation
infrastructure support and expanded cultivation towards year-round production.
In the last five years, the Jigawa State government has prioritized value addition and
agribusiness. With the active support of InvestJigawa, the state has attracted many
businesses, who have established processing industries, transforming the agricultural
commodities (e.g. rice, hibiscus, sesame, etc) grown in the state into value added products,
creating employment and increasing incomes. The potential for export is also top priority for
the State government. Jigawa state has potential to contribute significantly to Nigeria's
agricultural exports by developing export-oriented value chains and meeting quality
standards. The development of the Export Processing Zone at Maigatari is a proof of the
commitment of the government to realizing its export potentials. Despite efforts being made
to involve youths through training, finance access, and technology, there is still room for

24
 stronger youth and women engagement in the quest for agricultural transformation of the
state.
2.3.2 SWOT Analysis for Jigawa State
The SWOT analysis for agriculture in Jigawa State enables a reasonable understanding of
its strengths, weaknesses, opportunities, and threats. This insightful examination
highlights the state's agricultural prowess, such as abundant arable land and favourable
climate (Strengths), alongside challenges like limited access to modern farming technology
(Weaknesses). Moreover, it identifies promising avenues for growth, such as increased
investment in irrigation infrastructure (Opportunities), while also recognizing external factors
like market fluctuations and climate change (Threats) that require strategic planning and
adaptation. Through this analysis, stakeholders can formulate targeted strategies to
capitalize on strengths, address weaknesses, seize opportunities, and mitigate threats,
paving the way for a resilient and thriving agricultural sector in Jigawa State.

Table 1: SWOT Analysis of Jigawa State Agriculture

Strengths Weaknesses
• Abundant arable land for crops and • Limited access to modern farming technology
grazing lands for animals including mechanization.
• Favourable climate and divergent soil • Poor quality inputs used by small holder farmers.
• Positive political will • High cost of good quality inputs
• Increased investment in research, • Inadequate capital by most investors to properly
extension, and rural education expand and fully mechanize their operations.
• Vibrant investment climate • Distribution of subsidized fertilizers and inputs
• Strong focus on value-addition fraught with logistics challenge and accusations of
• Great divergent soil and climate political interference in markets
favourable to support high-quality crop • Lack of standard procedures, framework for efficient
output requiring fertilizers. implementation of profitable operational activities of
• Strong institutions focused on various value chain actors market system.
aspects of agriculture e.g. InvestJigawa, • Sub optimal extension system.
JARDA, JASCO, JRI and Farmers- • Poor technical knowledge on soils fertility and
Herdsmen Board management practices, fertilizer recommendation
• Infrastructural facilities like access road, and postharvest management
rail, cargo air systems
• Shares land border with the Republic of
Niger
Opportunities Threats
• Increased investment in irrigation • Market fluctuations
infrastructure • Inflation
• Development of various value chains • Climate change
• Reduced corporate tax rates by state • Weak rural infrastructure in some communities
and federal government as an incentive. especially road, electricity, and storage
• Availability and accessibility to • Inadequate market information systems
agricultural inputs for production • Extremely low access to finance for smallholder
• Opportunity for more aggressive market farmers and processors.
systems approach to agriculture • Outbreak of pests and diseases for crops and
• Significant increase in number of large- livestock
scale investors in the state • Poor quality inputs
• Relatively peaceful state with very low • Inconsistent policies from Federal and State
conflict scenarios Governments
• Increased interest in Jigawa by • No/low adoption of market-oriented principles by
international development partners farmers and government.
• Export potentials and regional trade. • Land tenure issues

25
2.3.3 Crop Production
The State is endowed with favourable weather condition and requisite natural resources to
support crop production. Approximately 400,000ha of the total 1.9 million ha cultivable land
fall in the floodplain region (FADAMA) in Ringim Local Government Area, traversing Taura,
Miga, Kafin Hausa, Auyo, Hadejia, Kiri Kasama and Guri Local Government Areas. The
FADAMA land is available for year-round farming. The remaining 1.5 million ha is suited for
raining season farming and has appreciable underground water to support year-round
irrigation. Jigawa State is highly competitive in rice, sesame, hibiscus, groundnut, wheat,
soya beans, sorghum, millet, maize, sugarcane, cotton, and tomato production (Table 2).
There are opportunities to further expand the agriculture sector's vast potentials by
increasing the area under cultivation, improving efficiency, and increasing production
capacity of the State.
The implementation of various development interventions such as J-CARES, L-PRES and
CASP have supported farmers with good agronomic practices (GAP), soil fertility
management and various climate resilient practices. These interventions have positively
impacted on farming practices including postharvest management practices, business
management skills, group formation and dynamics as well as overall market system
development. There is also potential for agro processing as Jigawa State is home to the raw
materials required for successfully operating agro allied industries, thus opening up
opportunities for food processing companies. Jigawa provides the right atmosphere for seed
research, processing, and multiplication in meeting the growing demand for quality seed in
Nigeria and the West African Region.
Table 2: Production Volume (Mt) of Priority Commodities in the State

Crops 2015 2016 2017 2018 2019 2020 2021 2022 2023
Millet 481,195 505,255 535,505 546,434 573,756 655,177 507,163 510,349 593,440
Sorghum 686,948 721,295 900,056 835,103 876,858 637,469 404,761 605,150 418,812
Rice 65,936 69,233 127,942 107,530 112,907 1,014,672 453,350 453,350 604,818
Maize 111,002 114,332 127,360 127,360 129,907 42,201 125,516 125,516 120,869
Wheat 15,768 16,555 22,408 21,960 21,301 48,901 49,860 50,780 55,858
Sesame 59,425 62,396 61,985 74,382 81,820 77,382 85,911 128,527 138,201
Source: Jigawa State Agricultural and Rural Development Authority (JARDA), Feb 2024

2.3.5 Livestock and Fisheries Production

Livestock Production
With a large part of the State lying in the Sudan savannah vegetative belt, it has vast grazing
land suitable for livestock production. Current livestock population is estimated at 3.06
million cattle, 5.6 million sheep and 6.6 million goats, 15.9 million poultry (InvestJigawa,
2021). Jigawa State has one of the largest livestock markets in West Africa, located at
Maigatari. Despite its large livestock population (19.8 million cattle, 43.4 million sheep, 76
million goats and 213 million poultry) (InvestJigawa, 2021), Nigeria still imports meat and
dairy products. In 2020 for instance, Nigeria spent about USD1.5bn on milk importation,
opening opportunities for investors to meet the local and global demand.

Livestock farmers rely heavily on free range grazing system which is characterized by acute
seasonal feed scarcity. Environmental degradation through natural forces and deplorable
human activities especially deforestation, due to increasing demand for firewood often result
in loss of productive biodiversity and grazing lands. Desert encroachment and stiff
competition among natural resource users particularly crops and livestock farmers have also

26
contributed to the problem. With increasing farmers herders’ clashes in the country, the
Federal Government launched the National Livestock Transformation Plan.

The plan is a blueprint to support and strengthen the development of market-driven ranches
in the livestock ecosystem for improved productivity through breed improvement, pasture
production, efficient land and water capacity enhancements. By implementing effective
breeding programs and enhancing feeding, healthcare, and housing standards, livestock
production in Jigawa State can experience significant improvement. The state's vast
resource of 452 grazing reserves, covering a total area of 220,000 hectares, presents a
unique opportunity for pasture development to benefit both sedentary and nomadic herders.
Moreover, these reserves offer an attractive prospect for investors seeking to establish
cattle, sheep, or goat ranches, as well as large-scale poultry farms. Characterized by
expansive land suitable for pasture cultivation, shallow groundwater levels, ample sunshine
for solar energy production, and convenient access to infrastructure such as all-weather
roads, the national power grid, and mobile phone networks, these reserves provide a
conducive environment for sustainable agricultural development and investment in Jigawa
State.

Fisheries Production
Jigawa State, renowned for its robust livestock industry, boasts a climate perfectly suited for
animal husbandry, aviculture, and aquaculture, fostering a conducive environment for
business ventures such as slaughterhouses, cold storage facilities, and transportation
services. The state's abundant water resources, including perennial rivers and reservoirs like
Birnin Kudu, Muhammad Ayuba, and Gwaram dams, along with the Hadejia river system,
offer ideal habitats for fishing activities, with a long-standing tradition dating back to ancient
times. Despite the challenges posed by climate change and declining aquatic species
diversity, the demand for fish continues to rise steadily, driven by population growth and its
cost-effective nature as a protein source compared to meat. To address these challenges
and harness the full potential of fisheries, concerted regulatory efforts are imperative to
preserve species diversity and enhance productivity, ensuring a sustainable and thriving
sector in Jigawa State.

2.4 Irrigation Infrastructure and Facilities

Irrigation infrastructure is essential for agricultural production particularly existing water
bodies across Jigawa states that provides water for dry season investment and domestic
consumption. The major water source for agriculture and domestic activities in Jigawa state
is the Hadejia river system where the Hadejia Valley Irrigation project (HVIP) under Hadejia
River Basin Development Authority (HJRBDA) is located. Major production cluster of priority
commodities benefits from HVIP in addition to the dams and water bodies such as Warwade,
Kafin Gana and Birnin Kudu dams respectively. Irrigation projects such as the HVIP is
associated with the population of farmer organizations with strong organization of water
users’ association (WUA) of Nigeria as an institutional body that drives water management
and utilization. Some of the functional dams currently providing water for irrigation activities
across Jigawa state are listed in the Table 3 below:

27
Table 3: Irrigation Infrastructure and Facilities
SN Name Type River Height Length Capacity Status LGA

1 Muhammed Earthfill TIGARI 15.85m 1,012m 5,535,000m3 completed Kazaure

Ayuba Dam

2 Warwade Zoned Dudurun 12m 1900m 12,300,000m3 completed Dutse

Dam Earthfill gaya

3 Galala Dam Earthfill GALALA 12m 440m 23,000,000m3 Completed Gwaram

4 Kafin Gana Zoned DUTSE & 12m 900m 4,500,000m3 Completed Birnin
Dam Earthfill IGGI Kudu

5 Dambo Dam Earthfill WAWAN 8m 220m 11,550,000 m3 Completed Kazaure

RAFI

6 Birnin Kudu Earthfill Birnin 11m 410m 21,000,000m3 Completed Birnin

Dam Kudu udu

In addition to the mentioned irrigation infrastructure, Jigawa State also has several other
important dams including: Kuda, Dangwalo, Hayin-Warde, Galambi, Gangama and Basirka
Dams.

2.5.3 Major Agro Allied Industries in Jigawa State

Jigawa State is supportive to a vibrant agro-allied industry sector that drives value addition
activities. Investors actively foster linkages and partnerships to promote sustainable
investment in agro-allied industrial activities. Jigawa State continues to attract new
investments in agro-allied sectors, with a surge in processing facilities over the past 8 to 9
years. These facilities span dairy, cereal milling, and cassava processing companies, along
with the emergence of livestock processing companies and fertilizer blending factories. This
influx of investments underscores the state's commitment to enhancing value addition and
economic diversification within its agricultural landscape. Notably, the emergence of cottage
industries reflects the growing economy, particularly in rice, groundnut oil, and cereals
processing at small and medium scales.

2.5.4 Stakeholders
In Jigawa State's agricultural landscape, a vibrant multistakeholder environment thrives,
characterized by collaborative efforts between public and private entities under the
framework of Public-Private Partnerships (PPPs). This collaborative approach harnesses the
strengths and resources of various stakeholders, including government agencies, local
communities, agricultural organizations, and private enterprises, to drive innovation,
investment, and sustainable development across the agricultural value chain. Through
PPPs, initiatives ranging from infrastructure development and technology adoption to market
access and capacity building are pursued, fostering inclusive growth and resilience in the
agricultural sector. By leveraging the complementary expertise and resources of both public
and private sectors, Jigawa State is poised to unlock new opportunities, address challenges,
and realize its full agricultural potential, ultimately contributing to economic prosperity and
food security for its people.

28
Jigawa State Ministries, Departments and Agencies
Central to the Agricultural Policy Review and Development in Jigawa State are key
government Ministries, Departments, and Agencies (MDAs) tasked with various roles and
responsibilities. Among these pivotal entities are the Ministry of Agriculture and Natural
Resources, InvestJigawa, Ministry of Commerce, Ministry of Budget and Economic Planning,
Ministry of Water Resources, Youth Employment and Empowerment Agency, and Ministry of
Environment, Climate Change and Renewable Energy among many others. Their diverse
functions and recognized statutory mandates in advancing the state's agricultural agenda
justify their inclusion in the Technical Working Group (TWG).
These stakeholders play a crucial role due to the pivotal position of agriculture as the
cornerstone of the state's industrial and economic advancement. As such, agriculture is a
high-profile, multi-faceted, multi-stakeholder, multisectoral development agenda, with
involvement from numerous government institutions beyond the core Ministry of Agriculture
and its affiliated agencies.

Federal and National Level Ministries, Agencies and Departments

The state is in sync with federal government institutions that are critical to the agricultural
transformation agenda of the State; that ensure national policy synergy, coherence, and
consistency. They include sectoral organizations like the Ministry of Agriculture and Food
Security and a range of agencies associated with it. They also include financing policy
entities and a set of government agencies across several sectors that are critical for
agriculture in Jigawa State. Much of the engagement with this stakeholder group has been
through the review of their policy instruments and documents and discussing them at state-
level policy analysis and technical working group meetings. The Strategic Agro-Industrial
Zone initiatives, the National Livestock Transformation Plan are a few examples of the many
federal level initiatives that shape state level actions in the State. Trade conversations
around the Africa Continental Free Trade Agreement and Area (AfCTA) and the
operationalization of climate related commitments such as the Nationally Determined
Contributes all provide important platforms through which the State engages and aligns with
federal level policy directions.

International Development Organizations

International agencies and development organizations play pivotal roles in bolstering
subnational agricultural development, offering significant and strategic support aligned with
national and state-level policies and development frameworks. In Jigawa State, several
international entities actively contribute to these efforts. Notable among them are USAID,
UNICEF, the Bill and Melinda Gates Foundation and FCDO., with projects implemented by
Sahel and Technoserve. Additionally, various initiatives supported by the FCDO like
Propcom+, Propcom Markarfi, LINKS, and PERL-ARC and PERL-ECP) have made
significant impact on the agriculture landscape in Jigawa State. By addressing cross-
boundary issues and aligning with multi-country agricultural development priorities, these
organizations bring invaluable international dimensions to agricultural development in Jigawa
State.
.
The Private Sector Stakeholders
In Jigawa State, the private sector's presence in agriculture spans the entire value chain,
characterized by diversity, multisectoral engagement, and operation at various scales and
timeframes. Serving as the driving force behind farming activities in the state, private sector
practitioners encompass a broad spectrum of stakeholders, including small, medium, and
large-scale investors, as well as service providers offering inputs, processing, transportation,

29
storage, distribution, and financing services. These actors, including producers, processors,
markets, and other value chain participants, actively contribute to discussions and policy
analysis workshops, collaborating closely with key government agencies like InvestJigawa.
Their involvement is integral to the government's vision of fostering a market-oriented
agriculture policy, embracing agriculture as a business, and laying the groundwork for agro-
based investment strategies and agro-industrialization policies.

Civil Society Groups and Associations

In Jigawa State, Civil Society Groups and Associations form a diverse coalition of advocates
and stakeholders actively engaged in agricultural initiatives. These groups encompass a
wide range of entities, including civil society advocates, trade associations like the All-
Farmers Association of Nigeria (AFAN), the Jigawa Chamber of Commerce, Industry, Mines,
and Agriculture (JACCIMA), NEXTJigawa, the Women Farmers Association of Nigeria, and
associations representing pastoralists and livestock producers. Many of these organizations
have played pivotal roles in shaping policy dialogues, particularly on topics concerning
youth, women, climate change, and the digital economy. Notably, AFAN, JACCIMA, and
NEXTJigawa have been active participants in both focused group discussions and policy
analysis workshops, contributing valuable insights and perspectives to the agricultural
discourse in the state.

Research Organizations
Linkages and partnerships are critical elements in market system and value chain
development of agricultural enterprises. Agricultural activities can rely on the existing
capacities, technologies and practices developed and utilized by the identified institution
during implementation of development activities. Apart from the Jigawa Research Institute
(currently going through a massive revamp), Jigawa State relies on research institutes in
neighbouring states such as Kano and Kaduna. Some of the key institutions and agencies
identified for partnership during implementation of agricultural intervention include the
International Institute for Tropical Agriculture (IITA), ICRISAT, National Horticultural Research
Institute, National Agricultural Extension and Research Liaison Services (NAERLS) and
Institute for Agricultural Research (NAERLS/IAR). Others are BUK – CDA, Forestry
Research Institute of Nigeria, Agricultural and Rural Management and Training Institute
(ARMTI) and the Centre for Gender studies, BUK Kano and the Centre for Agricultural
Research and Extension Services (CARES) of FUD Dutse.

2.6 Gender Responsive and Inclusive Participatory Mechanisms

Ensuring gender responsiveness and inclusivity in agricultural interventions requires robust
cooperation and collaboration among all stakeholders involved in rural development and
resilience efforts. Non-governmental organizations (NGOs), Civil Society Organizations
(CSOs), and faith-based organizations play pivotal roles in enhancing decision-makers'
capacity and advocating for gender equality and social inclusion. They challenge entrenched
social norms hindering progress towards inclusive mechanisms, as emphasized in the policy
document.

Effective coordination poses a challenge, but centralizing coordination and fostering

partnerships across government agencies, local NGOs, CSOs, and grassroots organizations
are essential. Women's organizations and private sector entities are key partners in
facilitating inclusive engagement of women, youth, and vulnerable groups. Localization
ensures relevance to local contexts and addresses societal needs.

30
To institutionalize women's leadership in various facets of agricultural development and
resilience, creating enabling institutional conditions and delineating clear roles and
responsibilities are imperative. Overcoming negative gender-based mentalities in Jigawa
State necessitates support for women's organizations to actively participate and lead in
coordination mechanisms. But much more, it is important that agencies supporting
agriculture implementation work towards achieving gender balance in their workforce
composition, intentionally build in gender responsive objectives and goals in their policies,
strategies and programmes, secure committed gender expertise to resource their
operations, and commit to building the evidence base and disaggregating data by gender in
all applicable ramifications.

All these will help ensure that agricultural interventions are not only gender-responsive but
also transformative, fostering inclusive growth and resilience in the state. Furthermore,
committing to building the evidence base by collecting and analyzing gender-
disaggregated data in all applicable areas is very important This data is crucial for
understanding the differential impacts of agricultural interventions on men and
women and for designing more effective, inclusive programs, actively engage
communities, especially women and youth, in the planning and implementation of
agricultural projects. Empowerment initiatives should include education, access to
resources, and leadership development opportunities for women and marginalized
groups. Additionally, these initiatives should ensure that women and persons with
disabilities have equal access to agricultural resources and services, including land,
credit, training, and technology.

2.7 Leverage and Sustainability Potential

Jigawa State holds significant leverage and sustainability potential through previous and
ongoing projects such as Fadama III, J-CARES, CASP, and TRIMING, all aimed at
enhancing productivity and strengthening infrastructure across various agricultural value
chains. These initiatives engage directly with farming families, farmer organizations, value
chain actors, extension agents, and other stakeholders, providing a solid foundation for
community entry and activity implementation. Moreover, the sizable population of women
and youth present an opportunity for structural community engagement, facilitating impactful
value chain development.

Key components like input support for inclusive smallholder farmers play a crucial role in
boosting productivity, income, and food security, while asset provision such as tricycles and
processing machines fosters enterprise support and business development, offering
households diversification alternatives. With its status as a strategic food production state in
Nigeria, Jigawa possesses vast potential for development interventions, leveraging existing
technologies, infrastructure, and capacity to scale productivity and income among rural
farmers.

Sustainability is paramount in development efforts, and Jigawa State is committed to a

bottom-up approach to ensure lasting impact even after project interventions cease. This
entails engaging extension agents, lead farmers, community leaders, agro dealers, off-
takers, aggregators, government agencies, relevant MDAs, private sector entities, and
development partners. By integrating these critical stakeholders into seasonal government
activities, Jigawa aims to sustainably implement agricultural policies, projects, and programs,
ensuring enduring benefits for its communities.

2.8 Financing Agricultural Investment

Securing financing for agricultural investment stands as a crucial driver of economic
development, demanding careful consideration in policy and program development to

31
support smallholder farmers and processors. Funding sources play a pivotal role in
complementing development efforts and fostering conditions for intervention sustainability
within Jigawa State's robust socioeconomic environment, motivating individual and
corporate investments that necessitate adequate funding avenues to thrive.
However, accessing loans from commercial banks for agricultural activities remains
challenging due to stringent and cumbersome processes. Nonetheless, farmers in selected
local government areas (LGAs) have sought financial support from alternative institutions
such as Micro-Finance Banks, Cooperative Societies, and product aggregators, albeit facing
high-interest rates that inflate production costs and diminish profits. This highlights the
pressing need for improved financial inclusion within Jigawa State's agricultural policy
framework. Considerations for climate finance and other innovative financing models in
resource-limited contexts like Jigawa State should be part of the overall financing mix for
sustainable agricultural transformation.

2.9 Agricultural Budget Implementation and Performance

Effective implementation of the agricultural budget is pivotal for driving operational activities
within the sector. Analysing budget proposal and performance statistics, as depicted in
Figure 1 reveals trends of underperformance compared to approved budgets over the years.
This underscores the need for intensified efforts by responsible agencies to achieve higher
implementation rates in subsequent periods. Historically, less than 50% of approved budgets
have been implemented, indicating room for improvement. Moreover, there have been
fluctuations in proposed budget allocations, with decreasing rates observed from 2018 to
2020 and 2021 to 2023, respectively.

Budget implementers are tasked with tracking timely release, maintaining active
communication with relevant authorities, and ensuring proper management throughout the
implementation process. These insights underscore the importance of diligent budget
management to optimize resource utilization and enhance agricultural sector outcomes.

Figure 1: Agricultural Budget Performance (2018-2023)

Source: Jigawa State Ministry of Budget and Economic Planning (2024).

32
2.10 The Policy Imperative for a Food Systems Approach to Sustainable
Agricultural Development
Food system thinking recognizes that food systems are influenced by various drivers, such as
population growth, urbanization, climate change, globalization, technological innovation, and
consumer needs and preferences. These drivers can have positive or negative effects on
different dimensions of food systems, such as availability, access, utilization, stability, quality,
safety, diversity, efficiency, equity, and health. It also acknowledges that food systems have
multiple outcomes and trade-offs, such as food security and nutrition, income and livelihoods,
environmental sustainability, social justice, and cultural diversity.
A food systems approach would ensure that the agricultural transformation agenda in Jigawa
State prioritizes healthy diets and affordable nutrition and that it is inclusive, efficient, resilient
and sustainable while working for everyone in ways that are climate-friendly, and across the
value chains and domains, while creating jobs, spurring growth and building the economy.
The continued widespread poverty, high levels of malnutrition and food insecurity, and the
high proportion of persons unable to afford healthy diets in Jigawa state despite all its
evolving strides and potential in agriculture make food systems transformation imperative.

33
 CHAPTER THREE

3.0 Methodology and Policy Development Process

The formulation of this policy document followed a meticulously structured methodology and
policy development process. It encompassed a thorough review of the 2016 policy and
relevant documents, extensive stakeholder consultations, and utilization of policy analysis
and validation workshops.

3.1. Overview of Policy Review and Development Process

A rapid review approach supplemented with quantitative assessment within the Results
Framework was employed, alongside in-depth stakeholder consultations and documentary
reviews. A set of engagement activities, including preliminary discussions and desk reviews,
were conducted to identify major policy gaps.
3.1.1 Pre-engagement
The pre-engagement activities included preliminary discussion and familiarization visits,
comprehensive desk review of existing documents, development of engagement work plan,
creation of effective technical working groups, development of instrument/tools for data
collection during engagement and establishment of major policy gaps from the existing
documents.

3.1.2 Engagement
This process involved conduct of engagement through well curated consultations, policy
analysis workshops and roundtables as well as collection of data through key informant
interviews and focus group discussions at appropriate levels (value chain actors, women’s
groups and women’s champions and CSOs), harmonizing various data sources and effective
building of the draft policy document. Some of these activities are described further below.

3.1.3 Post engagement Activities

This includes a range of harmonization, validation, finetuning and approval processes,
sessions, consultations and actions in working towards submitting a final policy document for
submission to the Executive Council of the Jigawa State Government for ratification and
approval.

3.1.4 Intense and extensive review of documents

A detailed review of a range of relevant documents and literature during the review of the
2016 Agriculture Policy was conducted. These documents, obtained from government and
development and private sector partners, were relevant for the agricultural policy review and
development. Some of the documents reviewed include the 2016 Agriculture Policy, the
Jigawa Comprehensive Development Framework (CDF), the 12 Point Agenda Declaration,
the Mutual Accountability Framework, Sector Budget Performance Analysis reports and
agricultural policy documents of other states.

3.1.5 Review of 2016 Policy

The framework adopted for the review of the 2016 policy document allowed for a
comprehensive evaluation of the 2016 policy's performance in terms of Effectiveness,
Efficiency, Impact, Relevance, and Sustainability, with a focus on agriculture, livestock,
climate-smart principles, gender, and nutrition.

3.1.6 Data Analysis

Through critical summaries, analysis of key content and data, quantitative analyses of
outcome indicators in the results framework, review of existing quantitative analytical

34
products and budget performance data, trends, strengths, associations, gaps and
opportunities were established to help inform the review and development process.

3.1.7 Tools and Processes

Several processes and channels were employed to aid communication, gather input, and
encourage active involvement. This methodology integrated rigorous analysis, extensive
stakeholder engagement, and alignment with government objectives to facilitate the
comprehensive review and development of agricultural policies in Jigawa State.
The following compilation of typical instruments and procedures is provided with usage
guidelines:

• Meetings and workshops: In-person gatherings gave participants the chance to present
ideas, participate in interactive dialogues, and collaborate to find solutions. These events
involved the use of agendas, key speakers, and facilitators to guarantee active
participation. Employed innovative engagement methods to enhance stakeholder
participation and input.

• Consultations and focus groups: These methods facilitated a thorough examination of

the opinions, experiences, and concerns of stakeholders. By interacting directly with
people or small groups, this offered chances for in-depth comprehension and the
discovery of insights that might not be found through surveys alone.

• Working together on ideas in real time is one example of a collaboration which had a
great impact. Utilized structured and unstructured interviews, focus groups, working
group sessions, and policy analysis workshops to gather input.

• Informational resources: supplying easily understood and obtainable information

resources. Discussion Guides were developed for the Focus Group Discussions.

3.2 Stakeholder Analysis and Engagement Modalities

Strategic stakeholder consultations were conducted to garner perspectives from critical
stakeholders in Jigawa State, including government agencies, private sector entities, civil
society groups, and farmers' associations. The initial briefing session with the Executive
Council of Jigawa State (with the Executive Governor in attendance) was useful in setting
the tone for the extensive stakeholder engagement that followed. The subsequent
conversations with key government officials provided insights into the workings of the
various ministries, departments and agencies involved in the implementation of agricultural
programs in the state. The one-on-one meetings were avenues to understand the
challenges, nuances and dynamics that would hardly be discussed in large formal
consultations. Senior government officials also shared their perspectives about the 2016
agricultural policy: what worked, what didn’t work; gaps to be filled in the new agricultural
policy.

Focus Group Discussions were held to ensure diverse stakeholder representation. Over
60 stakeholders participated in three focus group discussions to deepen engagement
around the current situation of things across the value chains for crops and livestock in
Jigawa State. The sessions helped in assessing their understanding of government policy,
what their experiences have been regarding the policies, the gaps, challenges, opportunities
they see and the recommendations they wanted to make.
The first group was the smallholder farmers, small and medium scale processors, sector-
specific associations, service providers and civil society groups in agriculture. The second
group was primarily made of large-scale farmers and processors while the third group
comprised livestock producers of various scales and their linked associations. Women were

35
fairly represented in the groups especially in the first group and least in the second group
where we had only one female participant.
The use of structured discussion guides was deployed during these focus group discussions.

3.3 Technical Working Group

A Technical Working Group (TWG), comprising government officials, private sector
representatives, academics, and civil society members, played a pivotal role in the policy
review process. Thematic groups within the TWG provided data and insights, addressing
specific questions related to the policy.
A key part of the stakeholder engagement process was the establishment of a Technical
Working Group in the State. This Group comprised mostly Directors of the State Ministry of
Agriculture and Natural Resources and other relevant ministries, departments and agencies
(MDAs) in the states. The representatives from the private sector, academia, civil society
groups and various farmers and livestock producer associations, though not members of the
TWG, were invited to participate in policy analysis workshops and meetings. These
individuals in the TWG and other groups consulted regularly were involved in the design and
implementation of the current agriculture policy of the state government; and were therefore
in a very good position to critically assess the level of implementation of the policy strategies.
They were able to provide insights into the levels of achievement of the current policy,
support the overall process and shape and validate the recommendations for a new
agriculture policy.
Leaders of thematic areas were appointed and worked with their members to address
specific questions while adopting the framework for review of the 2016 Agriculture policy.
The different thematic groups worked and collaborated intensely with the team of
consultants towards delivering a comprehensible review of the 2016 Agriculture Policy. The
TWG also contributed to the development of the policy during the various policy analysis and
validation workshops.

3.4 Policy Analysis and Validation Workshops

Policy analysis and validation workshops facilitated structured conversations among
stakeholders, enriching the policy review process and clarifying potential directions for the
new policy. These workshops aimed to refine, validate, and substantiate emerging policy
directions.
Policy analysis and validation workshops are integral parts of the stakeholder engagement
process. In addition to various meetings which included 1:1 consultation, focus group
discussions and consultations with the TWG, there was a strong need to host two strategic
policy analysis and validation meetings. The first one focused primarily on policy analysis
and securing early recommendations for improvement and better alignment. The policy
analysis workshop adopted a multi-modal design approach to enable the convergence of
diverse stakeholders and perspectives with provisions that allowed for well-structured and
curated conversations that enriched policy review process and helped clarify potential
directions for the new policy while deepening debate and constructive engagement among
key stakeholders.
Some of the objectives of the workshop included:
▪ Reaching a common understanding of the most critical challenges and barriers to
poverty reduction, improving food and nutrition security, creating jobs and boosting
private sector led investments through the agricultural sector in Jigawa state.

36
 ▪ Deepening engagement around the most critical existing and future opportunities that
will accelerate poverty reduction, improve food and nutrition security, create jobs and
boost private sector led investments through the agricultural sector in Jigawa state.
▪ Clarifying the most critical pathways and strategies to building a modern, climate
smart, inclusive, gender and nutrition sensitive pro-business agricultural sector in
Jigawa State
▪ Deepening assessment of the most critical subsectors and align on the most
strategic priority value chains to achieve to poverty reduction, improving food and
nutrition security, creating jobs and boosting private sector led investments through
the agricultural sector in Jigawa state.
The workshop was attended by senior leaders from the state including Permanent
Secretaries, Special and Technical Advisers, Director Generals and CEOs of key agencies.
Other participants were representatives of private sector and civil society entities and
members of the TWG, international development actors, and members of the policy review
consulting team.
The validation workshop was more focused on refining, validating, substantiating emerging
directions, and filling gaps.

3.5 Approval and Adoption

The final draft policy document underwent discussion, review, approval, and adoption by the
State Executive Council, marking the culmination of the policy development process for
Jigawa State

37
 CHAPTER FOUR

4.0 POLICY OBJECTIVES AND STRATEGIES

4.1 Background and Justification for the Policy
The Jigawa State Government is keen to develop an inclusive, robust, and investment-
focused agricultural policy that aligns with its vision for sustainable agri-business-based
economic growth. His Excellency, Mallam Umar Namadi, the Executive Governor of Jigawa
State has expressed his belief that a revolution in the agricultural sector holds a strong
promise for the sustainable social and economic development of the State. His 12-point
Agenda places emphasis on food security, job creation, and private sector investments as
the pillars of his administration's policy thrust for the sector. While the 2016 Jigawa State
agricultural policy serves as a foundation, the dynamic nature of the agricultural sector and
the new administration's vision necessitated a comprehensive review and the development
of a new policy.

4.2. Policy Thrusts and Objectives

The policy Thrusts of the 2024-2030 Jigawa State agriculture policy which are in line with the
12-Point Agenda of the Namadi administration and the State’s Comprehensive Development
Framework include: Improved Food and Nutrition Security, Increased Agriculture Driven
Internally Generated Revenue, Job Creation and Employment, Increased Private Sector
Investment in Agriculture and Elimination of Extreme Poverty.

The considerations of these policy thrusts were built into the Results Framework as Strategic
SMART goals (that are specific, measurable, attainable, realistic and time-bound) and would
be measured and tracked over the planned life span of this Policy. While other sectors
would contribute to the attainment of these goals, much of the status of the goals over time
would remain largely attributable to agriculture that is the bedrock of the state’s economic
development, that supports the livelihood of about 90 percent of the population in the State
and accounts for over 60 percent of the state’s Gross Domestic Product (GDP). This Policy
responds to the fundamental principles and directives of the Jigawa State Comprehensive
Development Framework.

• Food and Nutrition Security would be measured using multidimensional poverty,

stunting rates, affordability of healthy diets and assessment of household food
insecurity.
• Internally Generated Revenue (IGR) would be tracked through the Budget and
Planning Ministry, InvestJigawa, National Bureau of Statistics and the Budgit
organization. It is assumed that the bulk of accumulated IGR is agriculture related.
• Job Creation and Employment: This would be tracked through the Ministry of
Employment and Youth Empowerment and the National Bureau of Statistics.
• Increased Private Sector Investment in agriculture: This will be tracked through the
instrumentalities of InvestJigawa.
• Elimination of Extreme Poverty would be tracked through the periodic poverty
headcount data from the National Bureau of Statistics.
The specific objectives to be pursued under this policy are to:
1. Promote climate-smart agriculture principles and practices across the value chains
and food systems domains.

38
 2. Promote sustainable livestock development principles and practices across the value
chains and food systems domains.

3. Accelerate agro-industrialization through increased government supported, private

sector led investments and partnerships.

4. Harness land, water and energy resources for expanded sustainable and integrated
irrigated agriculture.

5. Expand opportunities for mechanization in agriculture.

6. Support modern value chain and market oriented agricultural extension services and
input delivery systems.

7. Strengthen trade, market and commodity exchange systems for more profitable,
inclusive and sustainable agriculture.

8. Promote research and development, innovations and technology in Jigawa State

Agriculture.

9. Promote increased gender-responsiveness and mainstream youths, women and

other vulnerable groups in agriculture and livestock development across the value
chains.

10. Build and strengthen sustainable and comprehensive agricultural financing

mechanisms.

11. Ensure effective inter-governmental collaboration and coordination for transformative

agricultural policy planning and implementation.

4.3 Expected Policy Outcomes and High-Level Strategies

Policy Objective 1: Promote climate-smart agricultural principles and practices across
the value chains and food systems domains.
This will ensure that climate smart agriculture principles are integrated across the value
chains and food systems domains. The intent here is to go beyond on-farm agricultural
development activities and to intentionally pursue value addition through the processing and
light manufacturing, marketing, retailing and provisioning continuum. Enhancing value
addition has been a strategic policy priority for Jigawa State and would now intentionally
integrate climate principles and practices to ensure enhanced productivity, resilience,
profitability, improved livelihoods, and reduction in greenhouse gas emission. The food
systems considerations will ensure that healthy diets, job creation, economic growth and
planetary health are considered in an inclusive and equitable manner.

39
1.1 Expected Outcomes

1.1.1 Enhanced value addition of agricultural produce

- Number of medium to large scale value adding processing facilities established.

- Proportion of agricultural produce processed or transformed into higher value-added

products.

- Increase in the value of agricultural exports of processed or value-added products

compared to raw agricultural commodities originating from Jigawa State.

- Increase in number of companies and private sector partners with signed

commitments to implement value addition operations within the State.
1.1.2 Improved agricultural productivity for key staples, fruit and vegetables/and tree
crops
- Millet
- Sorghum
- Maize
- Rice
- Wheat
- Sesame
- Groundnut
- Cowpea
- Hibiscus
- Mango
- Tomato,
- Dates
(Yield per hectare, hectarage cultivated and volume of output produced)

1.1.3 Increased Adoption of Climate-Smart Agricultural Principles and Practices

- The percentage of farming households participating in the Cluster Farming Initiatives
adopting climate smart crop varieties (better yields with drought and pest resistance).

- The percentage increase or number of crop processing factories and facilities (large,
medium, small-scale partially or fully powered through solar or other renewable
energy sources
Key Strategies:

▪ Enhance diversification of production systems and strengthen value chains and

market linkages for nutrient rich, biodiverse products through sustained support for
key staples and elevated resourcing for tree crops, fruits and vegetables.

• Reevaluate the current JASCO modalities and strengthen the agricultural input
delivery system to explore innovative public-private sector models through the
application of appropriate incentives for input producers and stakeholders towards
meeting inclusive farmers’ expectations around availability of appropriate varieties,
breeds, quality, timeliness, targeting, and affordability.

40
 ▪ Strengthen, expand and digitalize the cluster farming model and associated systems
for enhanced agricultural productivity and resilience across the value chain while
promoting inclusiveness, transparency, and accountability.

▪ Provide strategic incentives and partnership frameworks to encourage value addition

for crop, livestock, forestry and fishery products within Jigawa State for enhanced
profitability and local job creation.

▪ Promote adoption of climate adapted breeds, species and crop varieties through a
range of measures that includes a reactivated Growth Enhancement Scheme model.

▪ Increase the share of land under regenerative, resilient and adaptive practices and
combat desertification, through natural or assisted regeneration including,
afforestation or reforestation and maximizing use of indigenous species with high
economic and nutritional value.

▪ Support farmers in moderating agro-chemical usage for local ecologies without

compromising production through adoption of appropriate integrated pest and farm
management practices and regulatory actions.

▪ Scale up the production, processing and marketing of biofortified climate-smart

crops, across all LGAs, to ensure increased availability of nutrient enriched seeds,
promotion of good agricultural practices, and encourage their procurement for
government programmes in schools and other vulnerable communities.

▪ Increase investments and strengthen systems and partnerships to improve post-

harvest handling and storage of crops, livestock and fisheries products through
relevant practices, innovations and technologies across micro, small, medium and
large-scale operations.

▪ Invest in priority food systems infrastructures that optimize climate-smart principles

and technologies for small, medium and large-scale agroprocessors to enhance the
profitability and sustainability of their operations.

▪ Promote backyard gardening to improve access to nutritious foods especially for

those rich in protein, vitamins and minerals alongside nutrient enriched biofortified
staple crops.

▪ Establish and strengthen functional, integrated and digitalized climate, market and
nutrition information system and services in the context of a coordinated early
warning facility.

Policy Objective 2: Promote sustainable livestock development principles and

practices across the value chains and food systems domains.
This will ensure that sustainable livestock development practices and principles are
integrated across the value chains and food systems domains. The intent here is to go
beyond primary livestock development activities and to intentionally pursue value addition

41
through the processing and light manufacturing, marketing, retailing and provisioning
continuum. It recognizes that enhancing value addition has been a strategic policy priority for
Jigawa State and the food systems considerations and market driven and technology
enabled production systems will ensure that healthy diets, job creation, economic growth
and planetary health are considered in an inclusive, gender responsive and equitable
manner.

2.1 Expected Outcomes

2.1.1 Enhanced value addition in livestock and fisheries

- Percentage increase in all livestock and fisheries related products processed or

transformed into higher value-added products in Jigawa State (Estimation of all
livestock and fisheries related processing or value addition).

- Annual increase in value adding livestock and fisheries processing facilities in the
state.

- Annual increase in the value of exports of processed or value-added livestock

products (meat, dairy and leather).

- Annual increase in the value of exports of processed or value-added fisheries

products (fishery products).

- Increase in number of companies and private sector partners with signed

commitments to implement value addition operations in livestock and fisheries within
Jigawa State (dairy development, meat process, leather processing, fisheries).

2.1.2 Improved Livestock Productivity

- Increase in annual cattle, sheep, goat, poultry outputs.

- Increase in annual animal vaccination coverage.

2.1.3 Improved Fisheries Productivity

Tracking trends in annual fishery outputs/percentage change in tons of fish produced
- Percentage increase in the annual output from artisanal/capture fisheries.

- Percental increase from Aquaculture.

- Percentage increase in total annual output estimations for fisheries.

2.1.4 Increased Adoption of Climate-Smart and Sustainable Livestock Development

Principles and Practices

- Annual percentage increase in improved livestock breeding and upgrading initiatives

implemented within the State.

- Percentage increase in farming households participating in the cluster farming

initiatives practicing mixed farming.

42
 - Increase in number of gazetted grazing reserves and ranches.

- Percentage increase or number animal processing factories and facilities (large,

medium, small-scale) partially or fully powered through solar or other renewable
energy sources.
Key Strategies:

▪ Enhance diversification of production systems and strengthen value chains and

market linkages for nutrient rich, biodiverse products through sustained support and
elevated resourcing for key livestock, fisheries and other animal source foods.

▪ Strengthen the foundations for modern livestock development and productivity

through improved input delivery and support systems that promote livestock
upgrading programs and artificial insemination, expanded veterinary support and
animal health interventions coverage, innovative feed and fodder programs, more
formalized ranching and grazing reserves initiatives.

▪ Strengthen government incentives for more and better public-private sector

partnership models that supports private sector leadership in the areas of dairy
development, meat processing, leather production, animal health and feeds
development, and modernized ranching initiatives.

▪ Scale and modify for optimisation the existing livestock development and credit
support programs for women building on the increased and sustained participation,
high returns and low default rates.

▪ Strengthen livestock market associations, modernize major livestock markets and

digitalize the revenue management and record keeping system for increased
internally generated revenues and improved accountability.

▪ Promote adoption of climate adapted breeds and species, adoption of renewable

energy sources for livestock and fisheries processing facilities, promoting innovative
livestock and fisheries waste management initiatives that includes biogas
development towards better circularity, natural resource management and enhanced
environmental health and sustainability.

▪ Implement comprehensive livestock extension reforms and ramp up knowledge and

capacity building services within the state and across the livestock and fisheries
value chains while taking considerations for smallholder farmers rearing small
ruminants and animals into account.

▪ Increase investments and strengthen systems and partnerships to improve the

infrastructures and processes that best supports livestock and fisheries handling,
processing, storage, markets and trades across micro, small, medium and large-
scale operations to enhance the profitability and sustainability of their operations.

▪ Reactivate the livestock management Information system and build appropriate data
collection and management capabilities while establishing and strengthening

43
 functional, integrated and digitalized climate, market and nutrition information
systems and services in the context of a coordinated early warning initiative.

▪ Strengthen the legal framework and the equity and justice propositions for sustained
and peaceful co-existence of farmers, herders and all public and private actors in the
livestock and fisheries value chain in the state.

Policy Objective 3: Accelerate agro-industrialization through increased government

supported private sector led investments and partnerships.

This objective provides the strategic platform that supports InvestJigawa’s contribution to
advancing agro-industrialization in the state through government supported private sector
investments especially in the areas of agriculture, light manufacturing, and renewable
energy. It supports the agency’s efforts to attract agribusinesses and allied investments,
improve the business environment for climate-smart agro-industrial initiatives while
improving the delivery capacity, operational efficiency and organizational continuity of the
agency.

3.1 Expected Outcomes

3.1.1 Increased private sector investment in agriculture (crops, livestock, fisheries) and
related light manufacturing and renewable energy initiatives across the value chains in
the State.

▪ Percentage increase in private sector investment (agribusinesses and related light

manufacturing and renewable energy initiatives).

3.1.2 Direct and indirect jobs created through attracted and supported private sector
Investments.

- Number of agribusiness direct jobs.

- Estimate of associated indirect agribusiness jobs.

31.3 Improved investment environment for climate-smart agribusiness initiatives

▪ Sustain or better ranking in key ease of doing business parameters.

- Starting business index
- Registering business index
- Enforcing contracts index
- Dealing with construction index

Key Strategies
▪ Optimize the successful InvestJigawa model for agro-industrialization through
adequate resourcing (structural, systems, human resource capacity, technological and
funding) and sustained strategic leadership support. These would ensure that
InvestJigawa operates at its best and fullest capacity.

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 ▪ Promote a comprehensive agro-industrialization policy, update, and reinforce the
execution of complementary policies such as the Land Acquisition and Resettlement
Framework, the Public-Private Partnership Policy, the Out-grower Scheme initiative
and the Off Grid Solar Power Policy.

▪ Promote partnerships to enable the prioritization, establishment and execution of a

strategic food systems infrastructure investment bundle broadly covering irrigation,
temperature and humidity controlled postharvest facilities that includes modern
abattoirs, and modern wholesale markets for transformative agricultural and livestock
development across the value chains.

▪ Ensure focused engagement to advance the Special Agro-Industrial and Export

Processing Zones Initiatives

▪ Maintain proactive measures to position Jigawa favourably within the context of the
AfCTA framework as well as other relevant national commitments and initiatives.

Policy Objective 4: Harness land, water and energy resources for expanded
sustainable and integrated irrigated agriculture.
This objective recognizes irrigation as the single most important infrastructure investment for
extending growing seasons and increasing crop diversity, and the significant potential for
increasing yield and overall profitability. It supports increasing arable lands under irrigation
towards ensuring year-round food production and availability. These would translate to
improved livelihoods and improved food and nutrition security, increased and more profitable
engagement for the women, youths, and persons with disabilities through agro-based
employment opportunities and better manage flooding and its impact while building
resilience. But irrigation is optimized when land and energy considerations are integrated to
support diverse production of economy boosting and nutrition enhancing agricultural produce
with climate smart considerations.
4.1 Expected Outcomes
4.1.1 Increase in proportion of land under irrigation in Jigawa State (Annual estimates
of proportion of irrigable land now under irrigation).
- Percentage increase in new hectarage of all crops cultivated under irrigation.
4.1.2 Progress with all year-round agricultural production
- Annual estimates of number of months substantially subjected to agricultural
production across seasons.
4.1.3 Increase in irrigation facilities powered through solar or other renewable energy
sources for more sustainable agricultural production
- Annual estimates of number of irrigated facilities powered by climate-sensitive and
renewable energy sources.

45
 Key Strategies
▪ Commission, institutionalize and subject all land and water resources to active state-
wide multifunctional land and water use planning complemented with a
comprehensive food systems infrastructures audit and digitalized database of all
operational stakeholders.

▪ Develop and finance state- wide water resources development and utilization plan
with systematic prioritization of areas of investment in maximizing the potential and
uniqueness of the Hadejia Valley, while reactivating and optimizing all available dams
and other strategic water resource endowments of the State.

▪ Promote adoption of sustainable water management technologies as appropriate at

farm and landscape level to increase water productivity and conserve water quality
through a range of options that includes rainwater harvesting, drip irrigation,
supplemental irrigation, river dredging, agroecology, bioretention mechanisms and
managed wetlands, and the fadama amongst others as appropriate and applicable.

▪ Promote the use of solar and other renewable energy sources for cost effective and
climate smart irrigation.

▪ Elevate the State to the multi-million-dollar untapped economic opportunities of

aggressive expansion of irrigation through strategic public- private investment and
financing models considering its unique water resource endowments and potential
covering large, medium to small scale schemes and variety of water bodies that
includes small, medium to deep aquifers.

▪ Leverage expanding irrigation to enhance integrated and diversified production

systems to enable year-round availability and affordability nutrient rich, biodiverse
products through sustained support for key staples and a range of tree crops, fruits
and vegetables, livestock and other animal source foods as appropriate and
applicable.

▪ Explore land reclamation initiatives in areas experiencing degradation due to

irrigation activities.

▪ Strengthen the framework of collaboration, inclusiveness and co creation for the

peaceful co-existence of multiple stakeholders (farmers, pastoralists, etc) competing
for the state’s water, land and other natural resources for a conflict free Jigawa State.

Policy Objective 5: Expand opportunities for mechanization in agriculture.

This objective recognizes that the agro-industrialization aspirations of the State require some
strategic aggressiveness about increasing the rate of mechanization in a country that has an
overall rate of 0.3 horsepower per hectare relative to sufficiently higher levels of about 2-
8hp/ha in competing countries. Mechanization powered through renewable energy sources
would increase yield, reduce losses and greenhouse emissions, and improve overall
profitability. But it requires innovations and policy support to meet the challenge of initial and
maintenance cost requirements that limits significant utilization.

46
5.1 Expected Outcome
5.1.1 Improved agricultural outputs and productivity
- As already captured in Policy Objectives 1 and 2.
5.1.2 Improved accessibility of agricultural machineries for increased output

- Annual increase in number of functional tractors available and utilized within the
state.
5.1.3 Reduction in level of postharvest losses
- Reduction in the level of post-harvest losses in priority crops.
Key Strategies
▪ Explore co-investment opportunities though the Cluster Farming Model to remove
cost related barriers, expand collective purchasing power and bargain, simplify cost
recovery and maximize equipment use and maintenance.

▪ Systematize promotion for increased mechanization and build capacity of farmers

including Women equipping them with appropriate knowledge and techniques for
optimum use and maintenance of acquired and required equipment.

▪ Encourage innovative partnership models that incentivises private sector led

mechanization services with cost lowering government support.

▪ Strengthen local fabrication of agricultural machineries and equipment for sustainable

transformation.

▪ Rehabilitate public and privately run agricultural mechanization workshops with a

focus on youth training, development, and support.

▪ Enable JASCO to better clarify and support the execution of a functional public-
private partnership and investment model that that would accelerate the supply,
availability, and utilization of mechanization within the state.

Policy Objective 6: Support modern value chain and market-oriented agricultural

extension services and input delivery systems.
This objective encourages the reactivating, building, and strengthening as applicable an
extension system that is comprehensive and inclusive in scope and supports production,
through postharvest handling and management, and consumption. It encourages market
systems informed input delivery mechanisms effectively integrated with extension support.

6.1 Expected Outcome

6.1.1 Improved agricultural productivity (crops, livestock, fisheries).

- As already captured in Policy Objectives 1 and 2.

- Improved farmers-extension worker ratio

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6.1.2. Increased adoption of appropriate deployed technologies across the value
chain

- Number of trained small, medium and large farmers including women and persons
with disabilities farmers supported with effective extensions services who adopted
improved technologies or practices across the value chains.

Key Strategies

▪ Reposition agricultural extension covering crops, livestock and fisheries as the

strategic platform that drives and deepens the understanding, acceptance and
practice of agriculture as a business across all levels in Jigawa State.

▪ Recruit more agricultural extension personnel, including women, and persons with
disabilities to fill in the gap in extension service delivery and strengthen the
collaboration and synergy between crop and livestock extension actors.

▪ Build the capacities and competencies of the agricultural extension personnel and
effectively monitor their progress.

▪ Develop and implement a strategic agricultural extension delivery plan that enables
market reforms in agriculture across the value chains in the context of an adequately
resourced (staffed, financed, trained) operational framework.

▪ Strengthen and better regulate public and private sector extension service delivery.

▪ Secure strategic government financing support and innovate to incentivise increased

private sector investment for a sustainable, marketed oriented extension service
delivery.

▪ Prioritize the full integration of the comprehensive agricultural extension delivery

system into and in service of the State’s Cluster Farming Model and systematically
unlock market access possibilities for participating farmers across levels.

▪ Integrate youths, persons with disabilities and women’s considerations, digitalize the
extension delivery systems and strengthen incentives for better technology adoption
and productivity enhancement.

▪ Promote the production, processing, marketing and consumption of diverse foods

(crops, livestock and fisheries to improve the affordability of healthy diets and
improved animal and human nutrition. This includes the adoption of nutrient enriched
biofortified climate-smart staple crops such as Vitamin A maize and cassava, high
iron pearl millet, and zinc rice, to reduce vulnerability and enhance the resilience of
inclusive smallholder farmers against the negative impacts of climate change.

48
Policy Objective 7: Strengthen trade, market and commodity exchange systems for
more profitable, inclusive and sustainable agriculture.

This objective would ensure that Jigawa State increases its competitiveness leveraging
crops and livestock of comparative advantage, its closeness to international borders and the
offerings of the natural resources it is uniquely endowed with and reinforced with the
significant achievements in easing up the broader markets and business environment. It
supports the introduction of an innovative commodity exchange systems and strengthens the
State’s positioning for advantageous engagement with the evolving Africa Continental Free
Trade Area Agreement.

7.1 Expected Outcome

7.1.1 Increased volume of traded agricultural commodities linked to Jigawa State

- Annual estimate of cumulative increase in volumes of traded agricultural commodities

Key Strategies
▪ Operationalize functional market information systems and support to farmers, traders
and various value chain actors to increase market access and effective engagement
through the instrumentality of regular trends, supply and demand, pricing and market
integration analytics covering local and international markets.

▪ Invest in strategic market infrastructures such as modern wholesale markets, modern

warehouses, storage and processing facilities with waste management innovations to
further enable access, diversification and commodity exchanges across key markets
and trade corridors.

• Establish and digitalize comprehensive market information systems to enhance the

connectedness, timely and more profitable operations of the market actors within and
outside of Jigawa State.

• Strengthen farmer associations, cooperatives and clusters, for Men, Women, and
Persons with disabilities in the state through targeted capacity building in key areas
that include group dynamics, inclusive governance, transparent accountability and
digital innovations.

▪ Strengthen market governance, organization and regulations to enhance effective

market operations and increase internally generated revenues that accrues to the
State through digitalized revenue collection and accounting mechanisms across all
key markets for crops, livestock and fisheries.

▪ Anchored on the Cluster Farming model, explore a Community Agro-Dealer concept

that allows for the setting up of a Jigawa Produce Management Company (JPMC) or
an Agriculture Services Facility that coordinates input financing institutions, input
suppliers and private sector buyers with clusters and aggregation of farmers through
community agro dealers that operates on the principes of public private partnership
with the active participation of the private sector with government playing as a
minority equity owner. This in coordination with JASCO could enable multi-purpose
community agro- dealers serve the clusters with a menu of services like aggregation,
extension and input supplies.

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Policy Objective 8: Promote Research, Development and Transfer of Innovations and
Technology in Jigawa State Agriculture
This policy would ensure the State leverages on research, development, innovations and
technology to enable farmers gain access to innovative agricultural practices, technologies,
and management strategies that enhance yields and overall productivity across the
agricultural value chains. It projects the research and development priorities around crop
production, biotechnology, livestock, fisheries and soil survey and analysis. It also embodies
the aspirations and dynamics of a youth focused digital green economy.
8.1 Expected Outcomes
8.1.1 Enhanced agricultural, livestock and fisheries productivity.
- Annual changes in yield per hectare for key crops.
- Annual changes in hectarages cultivated.
- Annual changes in volumes of outputs produced.
- Annual changes in available breeds of livestock.

Key Strategies

▪ Strengthen the Jigawa Agricultural Research Institute (JRI) Kazaure, to promote the
development of quality seeds, improved livestock breeds and fish species peculiar to
the needs of the farmers within and outside of the state.

▪ Optimize crop yields through proven, contextually relevant and climate-smart

production and sustainable farm management practices that includes the deployment
of evidence-based cropping patterns, farming periodicity and tillage practices taking
key agroecological diversities in the state into consideration.
▪ Promote research and development of locally available staple crops towards
switching current varieties to nutrient enriched biofortified variants that meet
expected yield and climate-smart parameters while promoting other under-utilized
crops for improved and sustainable nutrition.

▪ Initiate, develop and implement agronomic evaluative protocols to establish soil

health and climactic profiles for key crops.

▪ Research and screen for the determinants of crop health such as prevalent pests and
diseases, agrochemicals and weeds in the context of a comprehensive approach to
crop protection and nutrient management.

▪ Implement research initiatives that will focus on developing sustainable agricultural

systems that maintain soil health, preserve water resources, and promote biodiversity
and crop diversification towards strengthening the resilience of agricultural systems.

▪ Promote extension services supported by research findings that provide farmers

(men, women, and persons with disabilities) with training and technical assistance to
adopt improved practices and technologies as well as capacity-building initiatives that
includes farmer field schools, demonstration plots, and training workshops.

50
 ▪ Advance agronomic research and development through adequate staffing and
training, quality seed production for breeder and foundation seeds, appropriate field
acquisition and collaboration with other relevant research institutions and universities
within and outside of Jigawa State.

▪ Advance biotechnology through upgrades for cutting edge tissue culture research,
improving molecular biology and pathology laboratories and procurement of state-of-
the-art research facilities,

▪ Execute a business strategy and boost revenue through sustainable supply of

improved planting materials and support, commercialization of improved
technologies, promoting the marketing and export of processed plant and animal
through enhanced quality control and standards.

▪ Advance livestock improvement through procurement of modern AI supported

equipment and kits, effect genetic upgrade of the state’s livestock industry for
efficient meat and milk production, improve pasture quality and reseeding grazing
areas for efficient livestock nutrition.

▪ Invest in research to support the development and equitable scaling up of digital

agriculture, climate services, innovative, low-emission technologies, practices and
products as an integral component of enhanced investments that can enhance the
sustainability and resilience of food systems in Jigawa State.

Policy Objective 9: Promote increased gender-responsiveness and mainstream

youths, women and other vulnerable groups in agriculture and livestock development
across the value chains.

9.1 Expected Outcomes

9.1.1 Enhanced gender-responsive and sensitive government systems and
strengthened institutional capacity.
- Annual Change in Women Empowerment in Agriculture Index (WEAI)

- Annual estimate of proportion of women employed as Ministry staff.

- Annual estimate of number of key Ministries, Departments and Agencies reporting

gender-disaggregated data

- Number of initiatives with explicit gender-responsive objectives

9.1.2 Improved gender balance in access to key agricultural inputs and resources
- Annual Change in Women Empowerment in Agriculture Index (WEAI)

- Number of women or proportion of male and female farmers accessing credit, input,
facilities by type throughout the state or through the Cluster Farming Model

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Key Strategies

▪ Establish and incorporate explicit, measurable, and appropriate gender-responsive

objectives into all strategic crop, forestry, livestock, fisheries and related development
initiatives.

▪ Disaggregate all crop, forestry, livestock, fisheries and related development data by
gender.

▪ Recruit to progressively achieve gender balance in the staffing of the agriculture

related MDAs in the state Ministry of Agriculture and Natural Resources and all
critical ministries, departments, and agencies critical for the implementation of the
agriculture policy.

▪ Resource all relevant Ministries, Departments and Agencies with the appropriate
gender expertise.

▪ Institutionalize gender analysis to clarify gender responsive directions and potential

impact in all crops, forestry, livestock, fisheries and related initiatives.

▪ Strengthen the Women-In-Agriculture (WIA) programme of JARDA to enforce

compliance to stated gender related minimum requirements as part of standard
government approval processes as relevant for the agricultural sector in the State.

▪ Empower women and youths with appropriate inputs, training, skills, credit, business
development and entrepreneurship opportunities, access to markets and other
support services and facilities across the agricultural value chain.

▪ Scale successful financing models targeted at women and integrate gender

transformative principles across the value chain and provide special incentives for
defined vulnerable groups to participate in agriculture across the value chain.

Policy Objective 10: Build and strengthen sustainable and comprehensive agricultural
financing mechanisms.
This objective projects the place of sustainable financing that can drive agricultural
development to a transformative scale. It explores a blend of statutory and innovative
multistakeholder financing schemes and proposals with significant recognition for the role of
the private sector in the context of a broader framework for agricultural investment while
aligning and leveraging existing and new federal level initiatives.
10.1 Expected outcomes.
10.1.1 Increase government budget allocation and release for agricultural
development across the value chains
- Percentage increase in annual budgetary allocation for agriculture across major
contributing sectors and agencies

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 - Percentage change in annual cumulative budget performance of key agriculture
related sectors

10.1.2 Increased private sector investment attracted to agriculture across the value
chains.
- Annual estimate of total investments attracted to agriculture and related light
manufacturing and renewable energy initiatives.
10.1.3 Increased Access to credit facilities and support by agricultural value chain
actors
- Annual estimated increase in available credit and subsidy facilities (size or number)

- Percentage increase or number of farmers, (men, women, and persons with

disabilities) and agricultural value chain actors benefiting from one credit facility or
the other.

Key Strategies
▪ Public financing should prioritize food systems infrastructures that enable sustainable
food systems transformation in Jigawa.

▪ Support the cluster farming initiatives with incentives for the priority value chain
crops.

▪ Develop investment pipelines to support agriculture research and innovation and

capacity development for light manufacturing and processing.

▪ Consider how fiscal incentives can be used to support the development of more
sustainable and resilient food systems and consumption by those who cannot afford
them.

▪ Clarify a framework for the learning and operationalization of carbon credit systems
within the overall context of a broader climate financing agenda for the State

▪ Foster and operationalize strategic public-private-partnership frameworks for

improved financing.

▪ Leverage relevant federal level credit, financing provisions and instruments for
agricultural development actors in Jigawa State.

▪ Review credit and subsidy systems for more effectiveness and sustainability while
exploring innovative financing models for resource limited settings such as
warehouse receipt financing, input vouchers and other approaches as applicable

▪ Implement established MTSS and annual budget review process with excellence for
effective budget performance and accountability.

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 ▪ Develop and operationalize a comprehensive investment strategy for agriculture in
Jigawa State.

▪ Explore blended financing facilities and trust funds comprising grants, loans and
credits through coordinated multistakeholder mechanisms especially with private
philanthropy, bilateral and multilateral donors and other national and international
development and financing institutions.

Policy Objective 11: Ensure effective collaboration and coordination for

transformative agricultural policy planning and implementation.

This objective recognizes as agriculture in Jigawa State as a multisectoral multistakeholder

priority that requires deliberate and enforceable collaborations. It also recognizes the
importance of ensuring strategic alignment with relevant federal level policies, programmes
and initiatives and the place of interfacing with other state governments within the Northern
region and more broadly through the Nigerian Governors Forum and other entities and
partners

11.1 Expected Outcomes

11.1.1 Effective policy reviews and implementation

- Implementation of at least one collaborative annual sector review expressly

convened by the Executive Governor of Jigawa State.

- Annual estimate of percentage increase in level of implementation of this agricultural

policy as approved.

Key Strategies

▪ Strengthen intergovernmental consultations and collaborations on policy and

planning within the state, with other state governments and the federal government
as applicable, appropriate, and necessary.

▪ Clarify the mandates and effective collaborative structures and framework for key
contributing ministries, departments, and agencies of government and international
development partners for agriculture in Jigawa State.

▪ Enforce annual joint collaborative sector reviews expressly convened by the

Executive Governor of the State.

▪ Advance collaborative capacity building initiatives for accelerated multisectoral policy

implementation.

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 CHAPTER FIVE
5.0 IMPLEMENTATION, LEGAL AND FINANCING FRAMEWORK
The Jigawa State government has an impressive architecture of ministries, departments,
agencies and entities that are foundational to the sustainability of policy outcomes across
sectors and are all quite important for the implementation of this 2024-2030 Agriculture
Policy especially given the strategic place of agriculture in the overall economic development
of Jigawa State. This chapter clarifies a leadership structure for the agricultural sector in
Jigawa State, the institutional arrangement that will support effective policy execution, the
roles and responsibilities of key stakeholders and entities, and the broader legal, governance
and financing framework for this policy.

5.1 Leadership Structure and Institutions

Given the multi-faceted, multisectoral and multi-stakeholder agricultural development

agenda of the state, effective coordination, therefore, is imperative for excellent policy
execution. The coordination of the State Policy on Agriculture (2024-2030) shall be carried
out primarily at two levels of government while maintaining strategic interface with applicable
federal level policies, programs and entities as deemed appropriate. These levels would be
at the State and Local Government levels. In this context, government would generally
identify and mobilize resources, execute all projects in a coordinated manner, ensure
compliance to environmental, social protection and contributory health policies and
standards, comply with food safety, food and nutrition security, land, investments,
environmental, public and private sector partnership policies and all other policies
domesticated by the State. Government shall provide synergy and harmony within its
geographic boundaries and authority.

A State Council on Agriculture shall be established and effectively functionalized. The

administrative arrangement of the State Council on Agriculture would comprise the
Agricultural Services Management Committee, the Local Government Committee on
Agriculture and the Ward Committee on Agriculture and these would form the basis for
planning and implementation of this Policy Document. In this regard, field offices of the
Ministry of Agriculture and Natural Resources, JARDA, JASCO and JRI remain the focal
points for the coordination of all agricultural programmes at the community and Local
Government levels. These all respond to the institutional arrangement requirements for the
effective execution of the Jigawa State Agricultural Policy 2024-2030.

5.2 Institutional Arrangement

5.2.1 Jigawa State Council on Agriculture (JSCA)

A Jigawa State Council on Agriculture (JSCA) will be established and approved by the State
Executive Council. Membership will be diverse, including related Commissioners, Technical
Advisers, Special Advisers, Chief Executives of relevant MDAs, representatives from Local
Government, the organized private sector, and agriculture-related agencies.

Roles and Responsibilities of the JSCA:

1. The JSCA will serve as the highest policy-making body on all agricultural matters in the
State. The Governor and Commissioner for Agriculture will hold the positions of
Chairman/Chairperson and Co-Chairman respectively or appoint designates.

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2. Working closely with the State government, the JSCA will oversee the implementation of
all recommendations and initiatives outlined in the policy framework aimed at revitalizing the
agriculture sector in Jigawa State.

Government Responsibilities include:

1. Identify, analyse, and ascertain strategic issues in agricultural development and
transformation, ensuring alignment with the Jigawa State Comprehensive
Development Plan.
2. Evaluate existing efforts aimed at accelerating agricultural development in the State.
3. Review strategies and their impact on farmers, farming systems, and all value chain
actors across Wards, Local Government Areas, and the State.
4. Assess activities and determine new trajectories for agricultural development and
transformation based on regular reviews of the policy results framework, Monitoring
& Evaluation (M&E) reports, and periodic surveys.
5. Coordinate and harmonize agriculture programmes within the State.
6. Ensure adequate resource mobilization and allocation to accelerate agricultural
development and transformation.
7. The Ministry of Agriculture and Natural Resources will serve as the secretariat of the
State Coordination Agency (SCA), collaborating closely with the Local Government
Secretariat and facilitating regular interactions.
8. Ensure that council meetings are convened at least twice yearly to address pertinent
agricultural issues and chart the course for progress.

5.2.2 Jigawa Agricultural Services Management Committee (JASMC)

At the State level, the Jigawa Agricultural Service Management Committee (JASMC) will be
instituted. Membership of the JASMC shall include the Permanent Secretary of the Ministry
of Agriculture and Natural Resources (MANR), Directors of all MANR Departments, as well
as Heads of Parastatals supervised by the ministry.
Roles and Responsibilities of the JASMC:
1. The JASMC will serve as the State's focal point for Agricultural Policy Programme
Planning and Coordination.
2. It will provide daily support to enhance the effectiveness of the Jigawa State
Coordination Agency (JSCA).
3. Acting as the focal point, the JASMC will coordinate and harmonize all agriculture-
related policies and programmes implemented by various State Ministries,
Departments, and Agencies. This will ensure consistency with the goals outlined in
the Policy document and alignment with federal-level policies and initiatives.
4. The JASMC will facilitate a forum for partners and stakeholders implementing
agricultural programmes in the State to exchange views and experiences,
strengthening their respective roles.
5. It will continuously review policies and programmes, assessing their potential impact
on agriculture in the State.
6. The JASMC will ensure effective implementation of policy thrusts and programmes
by establishing machinery for Monitoring and Evaluation (M&E) and conducting
annual reviews of the Results Framework.

56
 7. Sustaining ongoing advocacies on agricultural development will be a key focus area.
8. It will ensure adequate financial provisions and timely release of allocated funds in
the State development plan and annual budget.
9. The JASMC will liaise with local and international donor agencies, financial
institutions, private sector entities, community-based organizations (CBOs), and Non-
Governmental Organizations (NGOs) to solicit funds complementing Government
resources. This includes advocating for agricultural considerations in development
strategies across sectors such as Education, Health, Industry, Water Resources,
Youth, and Gender-Based Programmes.
10. Supporting agricultural data system transformation in the State and coordinating the
analysis and dissemination of results from significant agricultural studies will also fall
under the purview of the JASMC.

5.2.3 Local Government Participation in Agricultural Policy Implementation

The Jigawa State Local Government Reform Law mandates Local Governments to
foster participatory governance, facilitating equal opportunities for men and women
in community affairs. Each of the 27 Local Government Councils is urged to enhance
their capacity for planning, executing, and monitoring development endeavors.
These structural reforms aim to bolster service delivery, foster grassroots
development, and ensure alignment with the Jigawa State Comprehensive
Development Framework. Within this framework, Local Governments will play a
pivotal role in advancing the effective execution of the agricultural policy.

Roles and Responsibilities of the Local Government Committee on Agriculture

(LGCA):

1. The LGCA will spearhead the implementation of the agricultural policy at the
local government level.
2. Collaborating with the State and Ward Committees on Agriculture, the LGCA
will execute agriculture-related programmes, projects, and initiatives, ensuring
synergy and effectiveness across all levels of governance.

5.3 Accountability of Councils and Committees

Government and stakeholders will enforce full accountability measures for the
resources and programme activities entrusted to these Councils and Committees.
This oversight is essential to uphold the confidence of all stakeholders and partners
involved and to ensure the correct and timely implementation of programmes.

5.4 Sector Coordination

Despite the facilitative nature of their roles, the State’s Ministry of Agriculture and Natural
Resources and its departments and agencies are primarily responsible for the execution of
the agriculture policy in Jigawa State. Given the commitment of the new administration to
advance government enabled and private sector-led, and market systems driven agro-
industrialization agenda, it would be necessary that organizations like InvestJigawa, Ministry
of Youths Employment and Empowerment, Ministry of Budget and Planning and key MDAs
in Commerce, Infrastructure, and Renewable Energy work very strategically closely with the

57
State Ministry of Agriculture and Natural Resources. This would ensure productive
coherence, synergy, and consistency for optimum impact.
5.4.1 Jigawa State Executive Council
The Jigawa State Executive Council has all the Honourable Commissioners of the line
Ministries in the state headed and chaired by the His Excellency, the Executive Governor,
Malam Umar Namadi. The Council prioritized agriculture as a key to ensure positive growth
and development of the state economy. Fundamentally, the Council’s roles pertaining the
2024-2030 Agriculture Policy include the consideration and approval of the policy document
for effective implementation, approval of funds for the execution of the policy, commissioning
strategic progress reviews and providing sustained political support in all aspects required
for the execution of this policy.
5.4.2 Jigawa State House of Assembly
The legislative arm of the government in Jigawa State is the State House of Assembly. It
makes appropriate laws to support the implementation of the policy, approves budgetary
provision in respect of implementation of any component of the policy and undertakes
oversight functions to ensure effective implementation of the policy.
5.4.3 Jigawa State Judiciary
The Jigawa State Judiciary handles matters related to Agreements and Memoranda of
Understanding (MoU) on the effective implementation of the policy. It also takes into
consideration any litigation that might arise pertaining to the Agriculture Policy.
5.4.4 The State Ministry of Agriculture and Natural Resources (MANR)
The State Ministry of Agriculture and Natural Resources is pivotal for effective policy making
and implementation of Agriculture Policy of the state to ensure growth and development of
the sector. It executes programmes and projects aimed at the development of agriculture
through its departments and agencies. The specific responsibilities of the Ministry include:

• Policy formulation and supervision of agricultural development.

• Provision of agricultural inputs for crops, livestock, fish, apiculture, horticulture and
agro forestry.
• Ensuring access to land for prospective medium and large-scale farmers.
• Development and management of irrigation facilities and dams.
• Training and manpower development to ensure staff productivity.
• Control of plant and animal pests and diseases.
• Coordinating with appropriate institutions for administering credit to farmers’
cooperatives.
• Maintenance of buffer stocks of agricultural commodities to ensure food security.
• Coordinating and collaborating with federal, State MDAs, local governments, and
development partners in agricultural activities.
• Provision of appropriate fishing technology.
• Promoting agricultural mechanisation.
• Collation and analysis of agricultural data; and
• Provision of veterinary health services.

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5.4.5 The Agencies Under the Ministry of Agriculture and Natural Resources
For effective implementation of policies and programmes, the State Ministry of Agriculture
and Natural Resources has established four (4) key agencies namely: Jigawa State
Agricultural and Rural Development Authority (JARDA), Jigawa State Agricultural Supply
Company (JASCO), Jigawa State Research Institute (JRI), and Farmers and Herdsmen
Board. The roles and responsibilities of these agencies are stated as follows:
Jigawa State Agricultural and Rural Development Authority (JARDA)
The main responsibility of JARDA is the identification, adaptation and dissemination of
proven agricultural technologies to resource-poor farmers in the area of crops, livestock,
fisheries, and agro-processing as well as linkages to credit facilities and market outlets.
JARDA has a network of Extension Agents covering all nooks and crannies of the State. The
backbone of the extension service is the Subject Matter Specialists in various areas. These
specialists are responsible for agricultural technology transfer and adoption.

The Jigawa State Agricultural Supply Company (JASCO)

JASCO is responsible for the procurement, supply and sales of quality agricultural inputs like
high-quality/improved seeds, agro-chemicals and equipment to farmers at affordable prices.
Agricultural policy implementation is critical to the availability, accessibility, and affordability
of farm inputs by farmers for enhanced agricultural production.

Farmers and Herdsmen Board

The Board manages conflicts between farmers and herdsmen, maintains and develops
grazing reserves, stock routes and watering points. This is aimed at managing the natural
resource users to ensure harmonious co-existence amongst them.

Jigawa State Research Institute

The institute was established to identify farmers’ production problems as they relate to crops,
livestock, fisheries, agro-processing, and reduction in drudgery and liaise with National and
International Research Institutes with a view to identifying agriculture-related challenges and
proffering solutions. It is also charged with the responsibility of conducting applied research
to develop technologies for enhancing agricultural productivity in the state, particularly those
related to the ecosystem of the state.

5.5 Other Pertinent State MDAs

Jigawa State Ministry of Lands, Housing and Regional Planning
This Ministry is key for enhancing easy access to and land acquisition as well as processing
of Certificates of Occupancy for prospective investors in agriculture under appropriate terms
and conditions. The Land Titling exercise will go a long way towards improving access to
collateral for agricultural credit. Reviewing and strengthening the Land Acquisition and
Resettlement Framework to further enhance private sector investments remains important
for the agricultural sector in the state.

Ministry of Water Resources

As custodian of State water resources, there is a need for continuous collaboration around
water budgeting for both surface and sub-surface water resources in order to avoid over-
exploitation, especially of ground water resources. Periodic monitoring of aquifer levels as
well as water quality will be properly instituted.

Ministry of Environment, Climate Change and Renewable Energy

A major threat to agriculture in Jigawa State is climate change, which was aggravated by
gross mismanagement of natural resources including grazing reserves, forest reserves,
indiscriminate use of agro-chemicals, use of inappropriate fishing gears, deforestation,

59
indiscriminate tree felling and bush burning, etc. It is evident that the need to work together
to restore lost vegetation cover through agro-forestry and establishment of woodlots and
shelterbelts has become necessary. Use of agro-chemicals will also be properly monitored in
relation to water and farm produce safety. There is a need for an Environmental Impact
Assessment on dry season land cultivation in relation to water quality and build-up of pests
and diseases. The law that prohibits deforestation in the state should be enforced to
discourage indiscriminate felling of trees. Also, an operational framework for statewide
engagement with the evolving carbon-market and carbon-credit initiatives should be
established towards further building resilience, reducing greenhouse gas emission while
enhancing financing and overall profitability of the agricultural sector.

InvestJigawa
InvestJigawa is an agency set up by the Jigawa State government mainly for investment
attraction and facilitation, and for the coordination of all investment promotion activities in the
state. The investment promotion and support priorities of InvestJigawa include agriculture,
light manufacturing, renewable energy, solid minerals, and hospitality and tourisms. The first
three relate more to the agricultural development aspirations of the state.
This new agricultural policy that reflects the government's renewed focus on driving agro
industrialization presents an opportunity to ensure effective alignment and repositioning of
agriculture as the cornerstone for sustainable economic development in Jigawa State. This
includes facilitating effective coordination between the Ministry of Agriculture and
InvestJigawa, allowing the new agriculture policy to shape the new industrialization policy
and associated investment strategy for enhanced implementation, policy coherence, and
synergy.
InvestJigawa's focus on shifting the trajectory of investment partnerships in agriculture
towards achieving more value addition aligns with the objectives of developing agriculture
across value chains and promoting opportunities for private sector investment. This includes
reviewing InvestJigawa's 5-year Strategic Plan, Framework of Incentives for Investment
Promotion in Agriculture, and the State Outgrower Scheme for more effective
implementation and alignment with the agricultural policy objectives.

Youth Employment and Empowerment Agency

The Youth Employment and Empowerment Agency is charged with the responsibilities of
empowering the women, youth and persons with disability to acquire skills meant to improve
their welfare and livelihoods. Through capacity building, trainings and financial support, the
Agency aims at reducing the levels of unemployment and poverty especially among women,
youths and persons living with disability in the state. Additionally, the Agency procures and
distributes some agricultural inputs for distribution to farmers. Thus, synergy is required
between the Agency and Ministry of Agriculture, through JARDA in relation to the
procurement and distribution of agricultural inputs, equipment, and machineries, to ensure
effective coordination and impact.

Ministry of Commerce and Industry

The Ministry of Commerce and Industry, has the responsibilities of promoting investment in
the agricultural space. Both SMEs and large-scale investors could be encouraged to invest
in agriculture. Establishment of linkages with National and International bodies dealing with
export of farm produce will be further enhanced. The ministry will also expedite actions to
register farmers’ groups, cooperatives, and agro-allied enterprises.

Local Governments
The local governments will be expected to take over progressively some of the
responsibilities of state government with respect to:
• The provision of effective extension services.
• Provision of rural infrastructure to complement federal and state governments' efforts.

60
 • Management of irrigation areas and dams.
• Mobilization of farmers for accelerated agricultural and rural development through
cooperative organisations, local institutions and communities.
• Provision of land for new entrants into farming in accordance with the provision of the
Land Use Act.
• Provision of inputs to farmers (fertilizer, tractor services, etc); and
• Assistance in the coordination of data collection at primary levels.

The Federal Government

The Federal Government shall be responsible for:
• The provision of a general policy framework, including macroeconomic policies for
agricultural and rural development, for the guidance of all stakeholders.
• Management of impounded water, supervision of large dams and irrigation canals
and maintenance of pumping facilities.
• Control of pests and diseases of national and international significance, and the
promotion of integrated disease and pest management.
• Establishment and maintenance of virile national and international animal and plant
quarantine services.
• Maintenance of favourable tariff regime for agricultural commodities.
• Promotion of the export of agricultural commodities through the Export Processing
Zones (EPZs), among other things,
• Maintenance of a Strategic National Grain Reserve for national food security.
• Coordination of agricultural data and information management systems.
• Support inputs supply and distribution for agricultural production.
• Mapping and developing of cattle routes, inter-state grazing reserves and watering
points.
• Collaborations with State governments for the conduct of agricultural research.
• Support states in funding agricultural projects which are capital intensive; and
• Periodic review of agreements on international agricultural trade.

Central Bank of Nigeria’s and other Banks’ Supports to Agricultural Development

The Central Bank is critical for agricultural financing and broader policies that support food
and nutrition security, reduction in poverty and job creation. The Bank of Agriculture and the
Agricultural Credit Guarantee Scheme of the Central Bank of Nigeria (CBN) supported by
the Nigerian Agricultural Insurance Scheme will have a critical role to play. There have been
a number of impediments that prevent farmers from accessing these financial services and
Central Bank’s Development Finance Initiatives are currently under review. These include
the cumbersome nature of acquiring credit/insurance leading to lateness, lack of collaterals
at individual farmer level, irrevocable Standing Payment Order at State level and lack of
commitment on the part of Commercial Banks largely due to high risk associated with
agricultural business. Strategies to address these will include the following mechanisms to
be put in place to address these challenges.
• Small holder farmers will be encouraged and assisted to acquire titles for farmlands
and residence to ease the problem of collateral.
• Government will also consider partnering with other financial institutions, like the
Islamic Development Bank (IsDB) and African Development Bank’s (AfDB) as
alternative sources of agricultural financing. His Excellency, the Executive Governor
of Jigawa State Malam Umar Namadi has recently taken a bold step to discuss with

61
 the management of IsDB in Riyadh, Saudi Arabia seeking for their support for
agricultural development in the state.

• Nigeria Incentive-based Risk Sharing for Agricultural Lending (NIRSAL) This

scheme operates to allay the fears of commercial banks and other financial
institutions with regards to inherent risks in agricultural lending by embarking on an
incentive-based risk sharing formula pertaining the credit extension to farmers by the
financial institutions.

• Anchor Borrower Scheme currently under review provided low interest credit to
small and medium scale producers, processors and marketers of agricultural
commodities. In Jigawa State the benefitting farmers were given credit for them to
repay back after harvest.

• Commercial Agricultural Credit Scheme (CACS). This scheme supports large

scale investment in agriculture. The Jigawa State government should engage the
scheme to provide funding for our large-scale farmers for proper investment in
agricultural value chains.

The Private Sector

Much of agricultural production, processing, storage and marketing are essentially private
sector activities. The role of the private sector will be to take advantage of the improved
enabling environment provided by the public sector for profitable agricultural investment. In
particular, the private sector is expected to play a leading role with respect to:

• Investment in all aspects of upstream and downstream agricultural enterprises and

agro businesses, including agricultural commodity storage, processing, marketing,
and animal feed production across the value chains.
• Agricultural input supply and distribution for effective service delivery.
• The production of commercial seeds, seedlings, brood stock and fingerlings.
• Agricultural mechanisation.
• Participation in out-grower schemes for enhanced farming activities
• Provision of enterprise-specific rural infrastructure, and support for research in all
aspects of agriculture.
• Provision of private extension services to complement government efforts in
agricultural development.
• Collaborate with Government and other stakeholders in policy articulation and
facilitation of agricultural initiatives across the agricultural value chain.
• Participate in agriculture governance, bringing in innovation and Good Agricultural
Practices (GAP).

Development Partners and Stakeholder Involvement

Development partners comprise of regional cooperation organizations, bi-lateral and
multilateral donors, various regional agricultural research organizations, United Nations’
(UN) organizations, private philanthropy and foundations, and various other funding
agencies. Some of these partners include FCDO, the UN, World Bank, African Development
Bank (AfDB), Organization of Petroleum Exporting Countries (OPEC), BMGF, ECOWAS,
USAID and Islamic Development Bank. While many are funding agencies or donor agencies,
regional cooperative organizations such as ECOWAS provide opportunities for expanding
markets for goods and services. The main role of Development Partners and donors is to

62
provide all necessary support required to fill funding gaps that the government cannot
otherwise cover. Development Partners have assumed special significance as they help
overcome obstacles to socio-economic progress. They not only provide financial support,
but a wide range of technical and administrative facilities. They also help in building
capacities, support innovations and infrastructural development in agriculture. They also
participate in M&E and the development of databases for effective planning.

• Development Partners/Organizations: Support governance reforms to increase

agricultural production, reduce rural poverty, and grow farmers’ incomes; provide
technical cooperation for developing value chains for agricultural products in rural
communities; supporting small-holder farmers through the supply of agricultural
inputs and technical cooperation for developing livestock/meat and dairy value chains
and collaborate in research and capacity building. Notable among them are:

• FCDO /Propcom+
Propcom+as a programme of the UK-based Foreign, Commonwealth and
Development Office (FCDO). It is a global leader in the design, development and
delivery of positive impacts – the international creation of enduring social and
economic values. It works with governments, businesses, and investors to solve the
world’s most pressing challenges. It helps improve economies, societies and most
importantly, people’s lives within the context of advancing the long-standing reforms
and support relationship between the Jigawa State Government and the FCDO in
Nigeria.
• This activity responds to specific request from the State for the agriculture policy
review and development process. The request for support informed the Propcom+
offer in the recent Jigawa state Mutual Accountability Framework (MAF) Strategic
Dialogue to support a private sector led approach to agriculture in line with the
Jigawa vision for “Agriculture as a Business”. It is particularly a fit under Pillar 3 of
Propcom+ which focuses on a strengthened policy environment for sustainable land
and agricultural systems and improved enabling conditions for sustainable climate
smart agriculture and agribusinesses. Hence, Propcom+ is expected to oversee the
proper implementation of the Agriculture Policy.

• Transforming Irrigation Management in Nigeria (TRIMING)

TRIMING aims to strengthen the quality of and access to productivity-enhancing and
market access services across irrigation schemes in the state. The project provided
technical assistance to establish a Farmers’ Management Center (FMC) at each
irrigation scheme and to initiate strong forward and backward linkages along the
value chains, using the productive alliance model. The project is aimed at
empowering the irrigation stakeholders in the state and opens more avenues for
increased welfare and livelihoods of the agriculture value chain actors in the state.
• IFAD – Climate Change Adaptation and Agribusiness Support Programme
(CASP)
The interventions under CASP strengthen the capacity of farmers to use climate
information for the planning and promotion of climate-resilient farming techniques.
This will promote the adoption of climate smart agricultural practices to ensure
resilience for improved livelihoods.
• Jigawa Covid-19 Action Recovery and Economic Stimulus (J-CARES)
This programme seeks to mitigate the impact of the COVID-19 crisis on the
livelihoods of poor individuals, farmers, vulnerable households, communities and
owners of micro and small enterprises.

63
 • Rural Access and Mobility Project (RAMP)
The objectives of the Rural Access and Mobility Project in Nigeria are to improve
road access for rural communities in Jigawa state and improve management of the
state road network in a sustainable manner.

Professional Bodies
• Support stakeholders with technical updates on Best Agricultural Practices
• Collaborate in the capacity building of farmers including co-operative groups.
• Participate in M&E and to advice Government on GAP
• Carry out policy advocacy to encourage policy implementation and consistency.

Farmer-Based Organizations (FBOs)

• Mobilize farmers (Men and Women) and create awareness on opportunities in
projects and programmes.
• Advise Government and serve as a link between farmers and other stakeholders.
• Mobilize funds in support of farmers related activities.
• Collaborate in the capacity building of (Men and Women) farmers.
• Collaborate with other stakeholders in M&E activities.
• Network with other organizations for the improvement of Agricultural Practices.

Civil Society Organizations (CSOs)

• Support the capacity building of staff and farmers including behavior change
communication.
• Participate in Monitoring and Evaluation activities.
• Provide advisories to stakeholders.
• Create public awareness on agribusiness development.
• Mount advocacy for Good Agriculture Governance (GAG), for increased budgetary
allocations.

RESULTS FRAMEWORK

64
 Table 4: Results Framework for the 2024-2030 Jigawa State Agriculture Policy

Expected Outcome KPIs Outcome 2025 2026 2027 2028 2029 2030 Primary Responsible
Outcomes Baseline Contributing
Objectives

1.0 Enhanced Number of Number of processing facilities 1, 2, 3,

value addition medium to
of agricultural large scale 20 MANR/ Min.
produce value adding processing of
processing facilities Commerce/
facilities established InvestJigawa
25 30 35 40 45 50
established in 2023

Number of Number of registered companies committed to implementing value addition operations 1, 2, 3,

companies and
private sector MANR/ Min.
partners with of
signed Commerce/
commitments InvestJigawa
72 registered 80 85 90 95 100 120
to implement companies in
value addition 2023
operations
within the
State

2.0 Improved Crop yield Crop yield in Estimated Percentage increase in yield (%) 1,4,5,8,10 MANR/JAR
agricultural (metric ton per 2022 (mt/ha) DA/
productivity for hectare) JASCO
key staples, i.Maize: 1.79 20 25 30 35 40 45
fruits and
vegetables ii. Rice: 1.53 10 20 40 50 60 70

iii. Millet: 10 15 20 25 30 35
1.02

65
 iv. Wheat 10 20 25 30 35 40
:1.1

v. Sorghum: 10 15 20 25 30 35
1.12

vi. G/nut: 20 30 40 50 60 70
1.58

vii. Sesame: 20 30 40 50 60 70
1.22

viii. Cowpea: 20 30 40 50 60 70
0.40

ix. Mango: 5 10 15 20 25 30
0.98

x. Tomato: 20 30 40 50 60 70
2.21

xi. 10 15 20 25 30 35
Hibiscus:1.0

xii. Dates 5 10 15 20 25 30
:1.0

Expected Outcome KPIs Outcome 2025 2026 2027 2028 2029 2030 Contributing Responsible
Outcomes Baseline Objectives

2.0 Improved Annual total 1, 4, 5, 6 MANR/

agricultural production JARDA/
productivity for output(mt) Percentage increase in total output (metric tons)
JASCO
key staples, 2022
fruits and i. Maize: 5 10 15 20 25 30
vegetables
340,810

66
ii. Rice 10 15 20 25 30 40

205, 450

iii. Millet: 40 45 50 60 65 70

99, 430

iv. Wheat 5 10 15 20 25 30
(2021)

5,855

v. Sorghum: 10 15 20 30 40 50

349, 760

vi. G/nut: 10 20 30 35 45 50

240, 420

vii. Sesame: 15 20 25 30 40 45

24,460

viii. Cowpea: 10 15 20 30 35 40

195,360

ix. Mango: 15 20 25 35 40 45

225,000

x. Tomato: 20 25 30 35 40 50

89,010

xi. Hibiscus: 5 10 20 30 45 50

11, 898

67
 xii. Date: 5 10 15 20 25 30

10,000

Expected Outcome KPIs Outcome 2025 2026 2027 2028 2029 2030 Contributing Responsibilit
Outcomes Baseline Objectives y

2.0 Improved Percentage of Percentage increase in participating farming households/farmers (%) 1,4,5,6
agricultural farming
productivity for households A total of
3,822
key staples, participating in 10 15 20 25 30 35
Clusters with
fruits and the Cluster
74,953
vegetables Farming
farmers on
Initiatives 58,914 ha by
adopting 2021
climate smart
crop varieties
(better yields
with drought
and pest
resistance)

3.0 Enhanced Number of Slaughtered 2, 3

value addition livestock & processed
in livestock processed or livestock in Percentage increase in Number of livestock processed (%)
transformed 2022:
into higher
value-added MANR/ Min
products in the of Health/
State i. Cattle: 15 20 25 30 40 50 Min. of
34,578 Environment
ii. Sheep:
48,598 20 30 40 50 60 70

iii. Goats: 20 30 40 50 60 70
218,573

iv Camels:
10 15 20 25 30 35
829

68
4.0 Enhanced Annual 2,3,4,8
Livestock Percentage
Production increase in Livestock Percentage increase in Livestock output (%)
livestock Output in
output 2022

I Cattle: 10 20 30 40 50 60
2,437,153

ii. Sheep: 15 30 45 60 75 85
5,729,653

iii. Goats: 15 30 45 60 75 85
6,611,749

iv. Poultry 40 50 60 70 80 90
9,160,879:

Increase in Number of MANR

annual animal livestock
vaccination vaccinated Percentage increase in annual animal vaccination coverage (%)
coverage in 2023

Cattle: 20 30 40 50 60 70
465,698

Sheep: 30 40 50 60 70 80
93,127

Goats: 30 40 50 60 70 80
139,690

Poultry: 40 50 60 70 80 90
23,844
Expected Outcome KPIs Outcome 2025 2026 2027 2028 2029 2030 Contributing Responsibility
Outcomes Baseline Objectives

Percentage Increase in Outputs (%)

5.0 Enhanced Annual Artisanal/ 2,4,8,10 MANR

Fisheries fisheries output captured
fisheries in 10 15 20 25 30 35

69
Production 2023 (Metric
tons):
123,849

6.0 Increased Number of Increase in number of cattle artifically inseminated 1,8

Adoption of cattle
Climate-Smart subjected to MANR/JRI
and improved
livestock 3,000 cows
Sustainable
breeding and were
Livestock 1,000 1,500 2,500 3,000 4,000 5,000
upgrading artificially
Development
initiatives inseminated
Principles and
implemented in 2015, with
Practices within the 71% calving
State. rate,

Increase in Number of MANR/ Min.

number of grazing of
gazetted reserves Environment
grazing gazetted in / Min. of
60 70 100 120 125 130
reserves and 2021: 57 Budget &
ranches Planning

Expected Outcome KPIs Outcome 2025 2026 2027 2028 2029 2030 Contributing Responsibility
Outcomes Baseline Objectives

7.0 Increased Value of private investment 3,7,10 MANR/Min.

private sector sector size in 2022: of
20% 30% 40% 50% 60% 70% Commerce/
investment in investment
$153 million increase increase increase increase increase increase InvestJigawa
agriculture

8.0 Direct jobs Number of In 2023: 3,7,10 Min.of

created through agribusiness Commerce/
direct jobs 500 750 1000 1250 1500 2000 2500 InvestJigawa
attracted and
supported created. / Economic/
private sector Empowerme
nt

70
Investments Directorate

9.0 Improved Jigawa state Jigawa State 3,7,10 Min. of

investment ranking in key was ranked Commerce/
environment for ease of doing second in InvestJigawa
climate-smart business. the ease of
agribusiness doing
initiatives business: EoDB= 2 EoDB= 2 EoDB= 1 EoDB= 1 EoDB= 1 EoDB= 1
EoDB= 2

Percentage anual increase in hectarage cultivated under irrigation 1,4,8, 10

10.0 Increase Percentage of 150,000 MANR/

in proportion of hectarage hectares of JARDA/
land under cultivated land JASCO
irrigation in under irrigation cultivated
35% 50% 60% 70% 80% 100%
Jigawa State under
irrigation in
2021

11.0 Progress Annual Average 1,4,8 MANR/

with all year- estimates of number of JARDA/
round number of months in JASCO
agricultural months 2022: 9
9 9 10 10 10 11
production subjected to
agricultural
production
(rainfed
+irrigation)

12.0 Increase Number of A total of Percentage annual increase in solar-powered irrigation facilities (%) 1,4,8
in irrigation Solar powered 1,100 solar
facilities equipment pumps MANR/
distributed to distributed to JARDA/
powered
farmers for farmers for JASCO
through solar/
renewable irrigation irrigation in 20 30 40 50 60 70
energy sources 2024
for sustainable
agricultural
production

71
13.0 Improved 5,6, 10,11 MANR/
accessibility of JASCO/
Number of Increase in number of tractors available to farmers every year
agricultural Economic
machineries for available and Empowerme
functional
increased nt
tractors leased
output Directorate
to farmers
60 tractors in 90 110 130 150 180 200
2023

14.0 Reduction Percentage of Percentage anual reduction in postharvest losses (%) 1,3,5,8,10
in the levels of post-harvest
postharvest losses MANR/ Min.
losses (PHL) especially of of
vegetables like Commerce/
tomato InvestJigawa
50% of PHL 15 10 10 10 5 5
in tomato
Expected Outcome KPIs Outcome 2025 2026 2027 2028 2029 2030 Contributing Responsibility
Outcomes Baseline Objectives

15.0 Increased Number of 67,140 10% 20% 30% 40% 50% 60% 1,2,6,8 MANR/
adoption of farmers who farmers increas increase increase increase increase increase JARDA/
appropriate received received the e JASCO/
technologies extension training as at Economic
across the services. 2024 Empowerme
value chain nt
Directorate

Number of 46, 545 20% 30% 40% 50% 60% 70%

farmers who farmers increas increase increase increase increase increase
adopted adopted e
improved improved
technologies tech
(disaggregated
by Value chain
and LGAs)
across the
value chains

72
16.0 Increased Volumes of Estimated 7,3,4,11
volume of traded qty. of
traded Hibiscus Percentage annual increase in traded agricultural commodity
agricultural
agricultural commodities traded in
commodities (metric tons) 2023
linked to sourced from
Jigawa State the state

Hibiscus: MANR/ Min.

of
12,000 25 30 40 50 55 60 Commerce/
metric tons InvestJigawa

17.0 Enhanced Annual change 9,10, 11

gender- in number of
responsive and women 2024 MANR/
sensitive engaged with estímate of JARDA
the Women in WIA 35 40 50 60 70 80
government
systems and Agriculture members: 29
Unit
strengthened
Annual Estímated
institutional
Change in Score for
capacity Women 10% 20% 25% 30% 35% 40% MANR/
2024 :0-5%
Empowerment JARDA
in Agriculture
Index (WEAI)

Number of A total of 41 MANR/

women women were JARDA/
employed in employed in 50 60 80 90 120 150 JASCO/ JRI/
agriculture agriculture FHB
related MDAs related
MDAs in
2024.

Percentage of 30 40 50 60 70 75
female farmers
accessing
credit, input,
facilities by

73
 type in the
state or within
the cluster
farming model

18.0 Increase Annual Percentage annual increase (%) 10,11

government budgetary
budget allocation for Budgetary MANR/
allocation and agriculture allocation for JARDA/
release for across major Min of Agric JASCO/ JRI/
agricultural contributing & its FHB/ Min. of
development sectors and agencies in Finance/
across the agencies 2024: 50 65 80 100 110 120 Min. of
value chains Budget &
N16, 618, Planning
764, 000

Percentage Budgetary MANR/

change in Performance JARDA/
annual for Min. of JASCO/ JRI/
cumulative Agric in FHB/ Min. of
budget 2023: Finance/
performance of Min. of
key agriculture 57 85 90 95 100 100
N4,140,786, Budget &
related sectors 276 Planning

19.0 Increased Value of 2022 MANR/ Min.

private sector investments cumulative of
investment attracted to estímate: Commerce/
attracted to agriculture and InvestJigawa
agriculture related light
across the manufacturing $ 300, $400,000 $450,000 $500,000 $550,000 $6000,0
$180,000
value chains and renewable 000 00
energy
initiatives
Expected Outcome KPIs Outcome 2025 2026 2027 2028 2029 2030 Contributing Responsibility

74
Outcomes Baseline Objectives

20.0 Increased Number of Percentage annual increase in farmers benefitting from credit facilities (%) 10, 11
Access to farmers and
credit facilities agricultural 55, 000 MANR/
and support by value chain farmers & Economic
agricultural actors other Empowerme
value chain benefiting from agricultural nt
10 15 20 30 40 50
actors one credit VCAs Directorate
facility or the benefitted
other. from the
credit facility
in 2023

21.0 Effective Number of Percentage increase in annual estimated level of policy implementation (%) 11
policy reviews agricultural
and policy MANR/
implementation JARDA/
recommendati
JASCO/ JRI/
ons that have
FHB/ Min. of
commenced 30% in 2023 50 70 80 90 95 100
Finance/
implementation Min. of
Budget &
Planning

Number of MANR
collaborative
annual sector
review
convened by
the Executive
Governor of
1 in 2024 1 1 1 2 2 2
Jigawa State.

75
5.6 Policy Review, Monitoring and Evaluation
5.6.1 M&E Framework for the Policy
The M&E Unit of the Ministry of Agriculture and Natural Resources will lead the monitoring
and evaluation activities in respect of the implementation of the agricultural policy. In doing
this, the Unit will be guided by the Results Framework. The results of the M&E activities will
indicate the level of achievements of policy targets and the results will also be used to revise
the policy targets when necessary.
These monitoring an evaluation activity should be done in close collaboration with key
contributing MDAs such as InvestJigawa, Ministry of Budget and Economic, Ministry of
Water Resources, Youths Employment and Empowerment Agency and with the MDAs in
Infrastructure, and Renewable Energy.
5.6.2 Annual Sector Planning and Review
Given the high profile of agriculture in Jigawa State, the Annual Sector Planning and Review
Sessions will be convened by the Executive Governor of Jigawa State. The Ministry of
Agriculture, its agencies and strategic allied organizations will supply the necessary data for
planning and review of this policy. This can also be designed as Joint Annual Sector
Reviews with a broader scope of partners that includes international development partners
at country, regional and continental levels.
The set targets in the Agriculture Policy will be reviewed annually in order to:

• Assess their level of achievement by the sector.

• Identify the enabling factors that need to be strengthened going forward.
• Determine possible solutions to the factors that may have impeded achievement of any
of the objectives and policy targets; and
• Determine the changes that are necessary in the set policy objectives and targets based
on the findings from the annual review.

This will involve the design of a framework for gathering and analysing data from various
sources to provide management and main stakeholders indications of the progress or
absence thereof in the achievement of the specified results. Specifically, the review process
will involve the following:
• Assessment of the level of achievement of the set targets.
• Assessment of the level of achievement of the specified outcomes.
• Assessment of the level of achievement of the specified objectives.
• Funding of the policy projects; and
• Implementation constraints and possible solutions.

5.7 Resource mobilization, funding and financing of the policy

Adequate statutory budgetary allocation shall be provided by the State Government for the
implementation of this policy. All stakeholders are encouraged to participate in mobilizing all
resources towards the implementation of this policy. As government prioritizes to effectively
fund the implementation of this policy through timely release of adequate budgets, it must
fully leverage its partnership potential with private sector, multilateral and bilaterial
international development, private foundations and the Federal Government through
strategic partnership frameworks that will yield significant resources to help drive progress at
a transformative scale.

76
5.8 Legal and Legislative Recommendations

In order to establish a sustainable framework in line with the objectives of this policy, critical
and mandatory provisions of the document shall be legislated so as to ensure policy
continuity and stability.

5.9 Framework for the new Investment Strategy

The potential for transformative growth in Jigawa State's largely agrarian economy, with a
population of approximately 7 million people, is immense. His Excellency, Mallam Umar
Namadi, the Executive Governor, envisions a revolution in the agricultural sector as pivotal
for the state's sustainable socio-economic development. His administration's 12-point
Agenda prioritizes food security, job creation, and private-sector investments as the
cornerstones of agricultural policy. The Government of Jigawa State is determined to craft
an inclusive, robust, and investment-focused agricultural policy conducive to sustainable and
resilient agribusiness-based economic growth.
Central to this endeavor is the revision of the 2016 agriculture policy and the development of
a framework for an Investment Strategy tailored to the current administration's priorities.
While the previous policy addressed challenges of its time and emphasized food security
and productivity, the revised policy must align with the present administration's focus on job
creation, food security, and investment promotion.
The purpose of the investment framework is to strategically guide and mobilize resources for
transformative agricultural development in Jigawa State. It aims to facilitate inclusive,
market-oriented, and sustainable practices, drive private sector investments, enhance
productivity, and value addition, ensure climate resilience, and promote equitable growth for
farmers and stakeholders across the value chain.
Key Objectives:
▪ Enhancing agricultural productivity and increasing yields and efficiency through
improved farming practices, facilitating access to modern inputs, and the adoption of
innovative technologies.
▪ Promoting value addition to develop agribusiness opportunities in processing and
value chain infrastructure to create higher-income opportunities.
▪ Ensuring food and nutrition security by strengthening the state’s food production
systems to promote diverse cropping patterns and enhance storage and distribution
networks to ensure stable and accessible food supplies.
▪ Facilitating economic diversification that will encourage investment in non-traditional
agricultural sectors, agro-processing industries and prioritize and value-added
services that will diversify the economy and create employment opportunities beyond
farming.
Essential elements of the framework:
A new investment strategy should begin with a comprehensive assessment of the current
situation in the state: analysis of the current state of agriculture in the region, including
existing infrastructure, resources, key players, and challenges. Identification of areas of
strength and weakness within the agricultural sector, value addition processes, and job
creation potential would also be useful.

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Other key elements of the framework include:
▪ Infrastructure Development: Investing in irrigation systems, storage facilities, roads,
and market access points to enhance productivity and reduce post-harvest losses.
▪ Technology Growth: Promoting the use of modern farming techniques,
mechanization, digital tools, and climate-smart practices to boost efficiency and
resilience.
▪ Value Chain Enhancement: Strengthening value addition activities such as
processing, packaging, and marketing to increase the value of agricultural products
and attract higher prices.
▪ Capacity Building: Providing training, knowledge sharing, and skill development
programs for farmers, extension workers, and agribusinesses to improve agricultural
practices and business management.
▪ Private Sector Partnerships: Facilitating partnerships with private investors,
agribusinesses, and financial institutions to mobilize capital, expertise, and market
linkages for sustainable agricultural development.
▪ Research and Innovation: Supporting research institutions, universities, and startups
to innovate in crop breeding, pest control, soil health management, and sustainable
agricultural technologies.
▪ Policy Alignment: Ensuring that investment strategies align with national and state
agricultural policies, regulatory frameworks, and development priorities to create an
enabling environment for investment and grow.
▪ Stakeholder engagement: The investment strategy for Jigawa State prioritizes an all-
inclusive stakeholder engagement that includes consultations with farmers,
community leaders, and local stakeholders to identify investment priorities and
ensure that they are involved. Collaboration with agricultural cooperatives,
associations, and traditional institutions is further emphasized to insert diverse
perspectives and promote local ownership.
▪ Flexibility and adaptation: the framework emphasizes flexibility and adaptability by
facilitating investment projects that can respond to changing market conditions,
climate variability, and technological advancements.
▪ Feedback and Monitoring: It incorporates feedback mechanisms and monitoring
systems for continuous improvement and course correction.

5.10 Critical Success Factors

5.10.1 Investing in the States Agricultural Data Systems: It will be difficult to drive
transformation in Jigawa’s state agricultural sector with the current state of its data system.
Just as unavailability of accurate and useful data made the implementation and evaluation of
the 2016 Agricultural Policy very challenging, it would be difficult to effectively implement this
policy if concerted efforts are not made to address the state of agricultural data in the State.
There are issues around indicators definition, and for many suitable indicators, data is not
available. How data is collected across all relevant MDAs needs be overhauled and
harmonized. A minimum mandatory set of agricultural data necessary to support the
ambition and drive for transformation in the sector must be agreed and resourced within the

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context of an appropriate utilization framework. The current results framework can serve as
a guide as well as other suggested indicators that are aligned with the policy objectives that
were not included in the results framework. Adopting digital innovations in all aspects of the
agricultural data system has become imperative. Data must be adequately budgeted for and
executed to ensure that the right quality of data is available to support the annual reviews of
the Results Framework and guide further facilitative actions. An improved agricultural data
environment in the state would also have implications for improved partnership and resource
mobilization.
5.10.2 Commitment to Invest in the Full Policy Development and Implementation
Cycle: It is important that the State and its partners invest in a full policy development and
implementation cycle. Building on the current policy that benefited from robust stakeholder
engagement and review of the previous policy instruments and environment, it will be
important that a comprehensive strategic plan with annual costed action plans that fits into
the annual budgeting and execution process is immediately developed and operationalized.
These would all fit into an annual policy review culture, grounded in sound data that enables
sustained support from all levels of government and partners.
5.10.3 Youths, Women and Technology: The policy recognizes the transformative potential
of empowering youths and women in agriculture. The new policy will encourage the
emergence of initiatives like the Youth in Agribusiness Program, which will provide training,
mentorship, and access to resources for young farmers. Similarly, women's cooperatives will
be supported with technology-enabled tools and training programs to enhance their
participation in value chains. Rigorous commitment to the minimum set of gender-responsive
indicators for the state’s agricultural sector remains critical. Leveraging digital platforms and
precision agriculture technologies ensures inclusivity and boosts productivity, allowing
youths and women to thrive as pivotal stakeholders in sustainable agricultural development.
5.10.4 Food Systems and Climate Change Considerations: In response to climate
change challenges, the policy adopts a comprehensive approach to ensure food and
nutrition security, resilience, and sustainability. In Jigawa State, climate-smart agriculture
practices such as conservation agriculture, crop diversification, agroforestry, enhanced value
addition and increased investment in food systems infrastructures across the value chain
should be effectively promoted to mitigate environmental impacts and enhance resilience.
Additionally, the policy implementation support must prioritize the adoption of resilient and
nutrient dense crop varieties and more sustainable animal breeds and practices that are
better adapted to changing climatic conditions, ensuring the continuity of agricultural
productivity in the face of climate uncertainty.
5.10.5 Innovative Financing, Investment and Partnership Framework: To drive
agricultural transformation, the policy promotes innovative financing mechanisms and
strategic partnerships. Financing mechanisms facilitate access to capital for smallholder
farmers and agribusinesses. Strategic partnerships with private sector entities, development
organizations, and financial institutions are forged to catalyze investments in agribusiness
development, value chain enhancement, and infrastructure. This collaborative framework
fosters a conducive environment for sustainable agricultural growth and economic prosperity.
5.10.6 Leadership and Accountability: Strong leadership and accountability mechanisms
are paramount for effective policy implementation. This new Jigawa State Agricultural policy
emphasizes transparent governance and effective monitoring and evaluation frameworks to
ensure accountability. Regulatory enforcement is strengthened to uphold standards and
promote stakeholder trust. Leadership commitment is demonstrated through proactive

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engagement with stakeholders, fostering a culture of transparency and accountability in the
agricultural sector.
5.10.7 Coordination and Collaborative Reforms: Recognizing the importance of
coordinated efforts, the policy promotes collaborative reforms across government agencies,
private sector actors, civil society organizations, and research institutions. In Jigawa State,
multi-stakeholder platforms will continue to facilitate dialogue and coordination to address
systemic challenges and optimize resource utilization. Streamlining coordination
mechanisms enhances efficiency and effectiveness in policy implementation, driving
collective action towards sustainable agricultural development.
5.10.8 Sustained Markets and Business Philosophy and Practices: The policy
underscores the importance of creating vibrant and sustainable markets to support
agricultural growth. Entrepreneurship is encouraged through new initiatives, which provides
capacity-building and market access opportunities for aspiring entrepreneurs especially
youth and women. Market-driven value chains and value addition strategies are promoted to
enhance competitiveness and profitability. Ethical business practices and resilience-building
measures ensure the long-term viability and sustainability of agricultural markets, fostering a
conducive environment for economic growth and development.
5.10.9 Building Critical Capacities: The State must work with its partners to prioritize
learning, skills development and capacity building for farmers, actors in systems and
institutions supporting farmers and public sector delivery leaders. This will entrench a culture
of learning and skill building for sustained agricultural transformation. Women and Youths
must be at the center of this endeavour.

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