Strategy and Results Framework

Flowing from the NARI Vision and Mission, the NARI institutional Goal and Strategic Objective (SO) as stated in the NARI Act 1996 were reaffirmed during the strategic planning process.

Goal
Improved welfare of rural families and communities who depend wholly or partly on agriculture for their livelihood

Strategic Objective
Enhanced productivity, efficiency, stability and sustainability of the smallholder agriculture sector.

NARI is focussing on enhanced food and nutritional security, increased cash income generation, increased gainful rural employment and a sustainable resource base as the desired development impacts so as to contribute to improved welfare of rural families and communities. Based on the range of constraints and threats impacting on productivity and efficiency of the agriculture sector and smallholder communities in the different ADD clusters as well as consideration of opportunities, the programme level strategies have been defined. It is expected that the Institute Strategic Objective will be accomplished through the major strategies represented as programmes and sub-programmes.

The NARI Goal and Strategic objective are well aligned with the sector and national long-term development objectives.

The role and potential of agriculture in overall national development and the various broad-level constraints and opportunities faced by farming communities in PNG are recognized in the SRF. In this context, NARI is focussing on enhanced food and nutritional security, increased cash incomes, increased gainful rural employment and a sustainable resource base as desired development impacts so as to contribute to improved welfare of rural families and communities. The key driver to achieve this will be the enhancement of productivity, efficiency, stability and sustainability of the smallholder agriculture sector as stated in the Institute’s SO.

Development of Institute Strategies

The institutional goal and SO constitute the first and second level of planning in the SRF. At these levels the Institute expects to generate important development outcomes for the sector contributing to the expected development impacts. Indicators of success for such outcomes and impacts at these levels are shown in Figure 6.

A key to enhancing productivity and efficiency of the sector and improving food security, income generation and employment in a sustainable manner requires a good understanding and recognition of the challenges and opportunities in the sector, especially those faced by smallholder farming communities. Major constraints, threats and opportunities affecting productivity of the sector were identified as part of the strategic planning process and are summarized below.