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Hawassa univErsity

collEgE of BusinEss and Economics

Southern Agricultural research Institute

Strategic Plan Review


By Hailemariam Tesfaye

Course Title:
Stratteegic Management
Instructor:
Dr. Tesfaye Debela
January 20, 2016

Strategic Plan Review

1. Executive Summary
1.1. Introduction
As the student of MBA I have taking Strategic Management course. Following The Nature of
Strategic Management & Its Importance lecture the Instructor was outlined a key point into
Strategic plan review. It is required for overseeing the Strategic Plan of an organization and critically
review it to apply the knowledge of Strategic Planning Process.
Based on these I have been select to review the strategic plan of Southern Agricultural Research
Institute (SARI). To achieve its mission the institute identified the three strategic themes,
constituting the pillars of the research processes and institutional management. Those Strategic
themes are Increasing availability of suitable agricultural technologies, information and knowledge.
Increasing agricultural technology multiplication, promotion and transfer and, Enhancing research
management and institutional capacity. To address the duties and responsibilities of the Institute it
is developed a strategic plan for the coming five years.
This document is a result of Strategic plan review by the student of MBA through Hawassa
university to provide guidance for five years strategic plan of SARI. The purpose of this Strategic plan
review is student's able to know core elements of Strategic Plans and to understand how strategic
priorities vary by level: corporate, business and operational. For purposes of this SARI's five years
strategic plan reviewed, report prepared and presented in accordance with an applicable strategic
plan framework.
The document consists or four parts: the first part is Executive summary (Introduction,
background of the institute and the methodology used). The second part deals highlighting and
describing the major points of the strategic plan of the Institute. Third part shows critical review of
the strategic plan. and fourth part contains annexes.
1.2. Background
SARI is one of the seven regional agricultural research institutes, and one of the eight (including the
federal agricultural research institute) in Ethiopia. SARI is an active partner of the National
Agricultural Research System (NARS), operating in the Southern Nations, Nationalities and Peoples
Regional State (SNNPRS). Its head quarter is located in Hawassa the capital of a region that is home
to about 56 ethnic groups, hosting almost all the 85 nations and nationalities of the country, and a
touristic city of love and beauty.
SARI was established in 2001 as a regional research institute under the then Bureau of Agriculture
and Rural Development (BoARD) by the proclamation of the regional government (Proc. No.
37/1994) following the federal political arrangement involving decentralization of major
government institutions of the country. At establishment the institute was comprised of two
research centers that were transferred from the then Institute of Agricultural Research (IAR) of the

Strategic Plan Review


Federal Democratic Republic of Ethiopia (FDRE). In 2007, up on the governments initiative for reengineering the business processes (BPR) of public institutions the institute was dissolved and restructured to become a Sub-Work Process of the Agricultural Extension Main Work Process under
the regional Bureau of Agriculture (BoA). However, this new arrangement resulted in serious
confusions over the management and leadership of the research system owing to certain peculiar
features inherent in the nature of the latter and failed to deliver the anticipated outcomes. The
regional government was fast to recognize the situation and soon reconsidered its decision and reestablished the institute as an autonomous entity under the BoA by the proclamation of the SNNPRS
in 2009.
The duties and responsibilities bestowed upon the institute in the proclamation establishing the
SARI in 2001 were adopted from that of the Ethiopian Institute of Agricultural Research (EIAR), with
slight modifications made in the context of the federal constitutional arrangement. Accordingly, the
institute was given responsibilities for introducing and adapting as well as developing suitable
agricultural technologies, and testing, packaging and disseminating to users in different agroecologies of the region. The institute was given two additional duties during its re-establishment in
2009. As per these provisions, SARI is responsible of multiplying pre-basic and basic seeds and
foundation technologies of improved crop varieties, livestock breeds and other agricultural
technologies and playing greater role in transfer of research technologies in the region.
1.3. Methodology
As a person and student I have been used two case study method chosen for the Strategic plan
review. One personal interviews with executive Director of the SARI in five different points regarding
to the strategic plan. Those are about the establishment of SARI, The duties and responsibilities
bestowed upon the institute, Strategic Plan of the Institute, Mission and Vision of the Institute and
Strategic goals. In addition, tried to take a copy Strategic plan of the Institute, in order to avoid oneside view.
I have been doing my analysis of the plan after reading it. this is under Strategic plan concept
analysis and I have been interpreted regarding to PESTEL Five Forces model, and stakeholders
analysis to identify the threats and opportunities of the Institute. By Using value chain analysis I
would identify the weaknesses and strengths of the Institute. And evaluate to what extent the
Mission, Vision and Goals of SARI are clear and to what extent they are related to the environmental
and internal analysis. Details of plan analysis set out according to the criteria indicated.
A summary of the Institutes Strengths, Weaknesses, Opportunities and Threats (SWOT) and
Political, Economic, Social, Technological, Legislative, Environmental and Governance (PESTLEG)
assessment is presented.

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Questions
1. Using PESTEL Five Forces model, and stakeholders analysis (including the power interest
Matrix) to carry out a full analysis and to identify the threats and opportunities of the
organization.
2. Using value chain analysis to identify the weaknesses and strengths of the organization.
Prepare a SWOT analysis for the organization (see Illustration 3.5 of the e-book).

2. Situational Analysis
According to Fred R. David "Porters Five-Forces Model of competitive analysis is a widely used
approach for developing strategies in many industries. The intensity of competition among firms
varies widely across industries." According to Porter, the nature of competitiveness in a given
industry can be viewed as a composite of five forces:
1.
2.
3.
4.
5.

Rivalry among competing firms


Potential entry of new competitors
Potential development of substitute products
Bargaining power of suppliers
Bargaining power of consumers

The following three steps for using Porters Five-Forces Model can indicate whether competition in
the institution is such that the it can make an acceptable product.
1. Identify key aspects or elements of each competitive force that impact the institute.
2. Evaluate how strong and important each element is for the institute.
3. Decide whether the collective strength of the elements is worth the institute entering or
staying in it.
Generally, three tools are usually applied in undertaking a situational analysis often known as a
environmental scan. These include: PESTLE, SWOT and Stakeholders Analysis. They are important in
informing the deliberations on the strategic interventions that SARI is expected to address within its
strategic duration.
In formulating the institute's strategic plan an assessment of both internal and external operating
environment was made. This involved assessing internal strengths and weaknesses to ascertain the
capabilities of SARI, as well as assessing external opportunities and threats in the political,
economic, social, technological, legal, environmental and governance setting.
Since SARI is a knowledge, information and technologies producing institute, the most relevant
aspects are not analyzed in the plan. Those are related to availability, utilization and management
of inputs (human, financial and physical/infrastructural resources), the processes carried out to
transform the available inputs into outputs and products (knowledge information and technology).

Strategic Plan Review


With respect to SARIs plan external and internal environment, a situational analysis was carried out
by student to:
Study the relationships between the Institute and its relevant external environment in terms
of current and emerging opportunities and threats.
Provide the Institutes management with the capacity to respond to critical questions from
the external environment.
Explore future scenarios of the external environment so as to include them in the decision
making process.
Identify and prioritize emerging opportunities and threats to effectively devise strategies to
address them.
The analysis of the opportunities and threats was guided by the principal dimensions of the
Institutes general and operational external environments that include Political, Economic, Sociocultural, Technological, Legal and Environment (PESTLE) dimensions. In my view the Institute is must
to include in its plan the following strengths, weaknesses, opportunities and threats (SWOT) analysis
that listed below.

2.1. External and internal factors evaluation


SARI is mandated to play the critical role of providing knowledge, information and technologies
needed to growth and development of the agricultural sector. In order to identify the institutes
capability in fulfilling this set mandate, the institutes internal and external environment analysis
was carried out. External (opportunities and threats) and internal (strengths and weaknesses)
factors that affected SARI's strategic plan implementation were evaluated. Based on the SARI's
strategic plan and executive director's idea. Those factors are evaluated as following.
External factor evaluation: The analysis of the opportunities and threats was guided by the principal
dimensions of the institutes general and operational external environments that include Political,
Economic, Socio-cultural, Technological, Legal and Environment (PESTLE) dimensions. But institute's
SWOT exercise can generate very short lists of apparent opportunities threats, strengths and
weaknesses, where as what matters is to be clear about what is really important and what is less
important. In my view it is must to analyze and include in the plan the following opportunities and
threats that listed below.

Strategic Plan Review


Table 1. External factor evaluation matrix

External factor

Weight

Rating

Supportive government policy


Expanding domestic market
Opportunities
Availability of natural resource
Existence of technological gaps:
Emerging partnerships and collaboration
The environment and climate change
Farming as part of the national culture
Potential for development partners funding
Potential for use of Information and Technology
Total
Economic liberalization
Weak coordination
Threats
High cost of farm inputs
Climate change
Brain drain due to competition
Total
Total Weighted score

0.09
0.06
0.06
0.06
0.08
0.05
0.08
0.06
0.06
0.6
0.06
0.09
0.07
0.09
0.09
0.4
1

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

Weighted
score
0.36
0.18
0.24
0.18
0.24
0.15
0.32
0.18
0.24
2.09
0.12
0.09
0.14
0.09
0.09
0.53
2.62

The first part of the SWOT analysis requires looking outside at issues that we cannot control but
can manage to enhance or reduce their impact on the Institute. External factor evaluation matrix
is a strategic management tool often used for assessment of the current conditions. It is a good tool
used to visualize and prioritize the opportunities and threats that an institute's is facing. The
benefits of external analysis include:
1)
2)
3)
4)
5)

Increasing managerial awareness of environmental changes.


Improving resources allocation decisions.
Facilitating risk management.
Acting as an early warning system.
Focusing on the primary influences of strategic change.

The external factor evaluating matrix process uses the following five steps:
A. List factors: The first step is to gather a list of external factors and divide them into two
groups: opportunities and threats.
B. Assign weights: Weight is assigned to each factor. The value of each weight should be
between 0 and 1 if the 0.00 to 1.00 scale is used. Zero means the factor is not important,
while one means the factor is the most influential and critical. However, the total value
of all weights put together should equal 1.
C. Rate factors: Rating is assigned to each factor, and is between 1 and 4. Rating indicates how
effective the institutes current strategies respond to the factor. Rating captures whether
the factor represents a major threat (rating = 1), a minor threat (rating = 2), a minor

Strategic Plan Review


opportunity (rating = 3), or a major opportunity (rating = 4). If rating scale 1 to 4 is used,
then strengths must receive a 4 or 3 rating and weaknesses must receive a 1or 2 rating.
D. Multiply weights by ratings: Multiply each factor weight with its rating in order to calculate
its weighted score.
E. Total all weighted scores: Add all the weighted scores of each factor, in order to calculate
the institutes total weighted score.

Internal analysis
Using value chain analysis to identify the weaknesses and strengths of the organization. Prepare a
SWOT analysis for the Institution. "A value chain describes the categories of activities within and
around an organization, which together create a product or service." Gerry Johnson, Kevan Scholes,
Richard Whittington.
Internal factors evaluation : Internal factor evaluation matrix is a strategic management tool used
for evaluating strengths and weaknesses in functional areas of an institute.
Table 2. Internal factor evaluation matrix

Internal factor
Strengths

Weaknesses

Human capacity
Financial support
Physical and infrastructural capacity
Institutional capacity:
Partnerships and collaboration
Political goodwill
Existence of strong community support
Total
Poor resource flow
Inadequate human resource capacity
Inadequate market and policy expertise
Lack of clear HRM and Dev. strategies
Limited ability to access modern technologies
Weak coordination
Total
Total Weighted score

Weight

Rating

0.07
0.10
0.10
0.06
0.05
0.10
0.09
0.57
0.06
0.11
0.11
0.09

3
4
4
3
3
4
4

0.06
0.43
1

2
1
2
1

Weighted
score
0.21
0.40
0.40
0.18
0.15
0.40
0.36
2.10
0.12
0.11
0.22
0.09
0.06
0.50
2.60

The internal factors evaluation matrix can be created by using the following 3 steps:
A. Key internal factors: The first step is to identify strengths and weaknesses.
B. Weights: internal factors evaluation matrix assigns a weight that ranges from 0.00 to 1.00
for each factor. The weight assigned to a given factor indicates the relative importance
of the factor. Zero means not important, while one indicates very important.

Strategic Plan Review


C. Rating: Practitioners usually use rating on a scale from 1 to 4. Rating captures whether the
factor represents a major weakness (rating, 1), a minor weakness (rating, 2), a minor
strength (rating, 3), or a major strength (rating, 4).
The internal factors evaluation matrix together with the external factors evaluation matrix is a
strategy formulation tool that can be utilized to evaluate the performance of a institute with
regards to the identified internal strengths and weaknesses of institute.
Based on Executive Directors idea, each item was ranked and the importance ratio coefficient
was identified. More so , based on the results, the score of the external and internal factors was
2.62 and 2.60 respectively.

2.2. Strengths, weaknesses, opportunities and threats (SWOT) matrix


"SWOT is summarizing the key issues from the business environment and the strategic capability of
an organization that are most likely to impact of strategy development." Gerry Johnson, Kevan
Scholes, Richard Whittington. SWOT is the first step of planning and it helps planners to focus on key
subjects. SWOT method is a key tool used in any organization to formulate strategic plans. SWOT
matrix comprises four strategic groups:

How strengths are used to take advantage of opportunities.


How weaknesses are reduced by taking advantage of opportunities.
How strengths are used to reduce the impact of threats.
How weaknesses that will make these threats a reality are addressed.

N.B: The explanation of the above factors are annexed.


Figure 1. SWOT matrix
4
3.5

External factors score

II

Conservative

Aggressive

2.5

Suggested strategies type

2
1.5

III

IV

1 Defensive
0

1.5

Competitive
2

2.5

3.5

Internal factors score

Strategic Plan Review


Based on SWOT matrix, group II strategies (Aggressive) are the suggested strategies to play
the critical role of providing knowledge, information and technologies needed to growth and
development of the agricultural sector.
3. Stakeholder Analysis
According to Nile Reston "Stakeholders are groups or individuals that have an interest in the well of
being of the company (organization) are affected by the goals, operations or activities of the
organization or the behavior of its members." In carrying out its functional obligations, SARI
interacts with a number of internal and external stakeholders. These stakeholders can either
provide opportunities for the Institution to enhance its efficiency and effectiveness or present
threats that are likely to have a significant negative impact on the implementation of the Strategic
Plan. In the institute's plan these stockholders are described but doesn't show potential contribution
to the implementation of the Strategic Plan.
In my review of SARI's Strategic plan there is lake of explanation of stakeholders contribution to the
implementation of the Strategic Plan. I have interest to suggest that in preparing the Strategic Plan,
a stakeholder analysis was conducted to identify the interests, roles/responsibilities, comparative
advantages and contribution of the various stakeholders in its development and implementation.
This review report are involved an analysis of the stakeholder categories that have a complementary
role or synergy to SARIs effort in the development and implementation of the strategic plan, taking
into considerations the various ways they may influence the implementation of the strategic plan.
The result of this analysis is shown in Table below.
Table 3. Stockholders analysis
Stakeholders

Potential contribution to the implementation of the Strategic Plan

Executive director and are like to have a particular interest, and concern for the size and growth of
directors
the institute and its productivity, job security, status and power.
Professional bodies
Assurance of professionalism and best practices in agricultural research,
provision of technical expertise, ethics and standards.
Agricultural and Natural Collaboration in programme development, implementation, coordination
recourse Sector other
and provision of quality and efficient extension services, capacity building,
related bureau.
market information and access.
Formulation of collective action strategies, community mobilization for
collective action, agricultural products input and output markets, access to
credit and other financial arrangements.
National and regional Provision of expertise, professionalism, capacity building and promotion of
Agricultural
sector science, technology and innovations and collaboration/partnerships in the
research
institutions development and implementation of research programmes.
and universities.

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Continental
and
International research
and
development
organizations
Non-governmental
organizations.
Local government and
Farmer organizations
Farmers
Regulatory bodies.
Regional council
SARI Council.

Cooperation in the areas affecting agricultural research, implementation of


agreements and treaties, capacity building, resource mobilization,
international lobbying and technical support.
Mobilization of resources, communities and up-scaling technologies.
Collaboration and partnership in the development and implementation of
research programmes and projects.
Community empowerment, awareness creation, capacity building, resource
mobilization, advocacy networking, linkages and technology dissemination,
lobbying and assistance in farmer production and marketing groups.
Local knowledge, resource ownership like land, good will, technology
development, adaptation and uptake.
Provision of quality advisory and regulatory services and setting of standards.
Enactment of agricultural policies and legislations and approval of budgets and
bills
Overall supervision and coordination of the Institutes administration and
research functions.

4. Strategic Analysis
I have been supporting the strategic analysis of the institute. Because SARI determines its strategic
issues based on its vision and mission within the framework of environmental and other analyses.
Strategic issues are the fundamental issues the Institute has to address to achieve its mission and
move towards its desired future. Strategic plan of SARI's encompasses clear definition of Vision,
Mission, Core Values and Strategic Objectives from which activities for the entire strategic duration
are derived.
Mission
The mission of SARI is to adapt, generate, popularize & disseminate technologies that enhance rapid
& sustainable growth of agricultural production & productivity and promote market competence of
farmers & pastoralists of the region.
Vision
SARI envisions to see that market oriented, modern agricultural technologies are widely used,
natural resources conserved and developed & the livelihood of farmers & pastoralists in the region
improved sustainably.
Strategic goals
Carrying out the above core functions deriving from the pillar themes the institute strives to achieve
the following strategic goals.

Strategic Plan Review


1) Sustained growth of agricultural production and productivity as a result of increased
availability of alternative agricultural technologies, information and knowledge suitable for
different agro-ecologies and users.
2) Improved income and livelihood of farmers, pastoralists and other clients through improved
use of modern technologies as a result of increased supply of, and access to improved
agricultural technologies and, enhanced awareness and knowledge on modern agricultural
practices
3) Increased capability and capacity of research to effect timely and high quality service
delivery to the clients
To achieve its mission the institute identified the following three strategic themes, constituting the
pillars of the research processes and institutional management.
1. Increasing availability of suitable agricultural technologies, information and knowledge,
2. Increasing agricultural technology multiplication, promotion and transfer and,
3. Enhancing research management and institutional capacity.
Question 5
Classifying the strategies into corporate level strategies; Business Level Strategies and Functional
Level Strategies
As Corporate-level strategy
To address the duties and responsibilities provided in its (re)establishment more effectively and
efficiently, and provide timely and high quality services to its clients the institute revisited its
organizational setup and management system that existed since its establishment and developed a
strategic plan lasting for the five years of the strategic plan.
Mission
The mission of SARI is to adapt, generate, popularize & disseminate technologies that enhance rapid
& sustainable growth of agricultural production & productivity and promote market competence of
farmers & pastoralists of the region.
Vision
SARI envisions to see that market oriented, modern agricultural technologies are widely used,
natural resources conserved and developed & the livelihood of farmers & pastoralists in the region
improved sustainably.
Key institutional values

Farmers and Pastoralists First!

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Efficient & Effective use of Resources!
High Ethical Standards of Research!
Equity, Accountability & Transparency!
Timely and High Quality Services!
Transformational Attitude, Initiative and Leadership at All Levels!

Clients

Farmers and pastoralists


Governmental and Non-Governmental Institutions engaged in agricultural R&D
Investors (producers, agro-Industries, technology multipliers, exporters)
Communities engaged in urban agriculture

Strategic themes
To achieve its mission the institute identified the following three strategic themes, constituting the
pillars of the research processes and institutional management.

Increasing availability of suitable agricultural technologies, information and knowledge,


Increasing agricultural technology multiplication, promotion and transfer and,
Enhancing research management and institutional capacity.

Core functions
The core functions of the institute are:
1. Availing agricultural technologies by adapting from elsewhere and generating locally
2. Meeting the demand for foundation technologies of the region: Multiplying pre-basic &
basic seeds of improved crop varieties & livestock breeds.
3. Testing, packaging & disseminating suitable technologies for users under different agroecological set-ups and production systems.
4. Supporting the ongoing efforts of the agricultural extension system to promote utilization of
modern technologies by farmers: Strengthen farmers-research extension linkages
establishing councils & FREGs.

As business level
At the business level, the managers of each division create a business-level plan that details long-term goals
that will allow the division to meet corporate goals and the divisions business-level strategy and structure.
Business-level strategy states the methods a division or business intends to use to compete against its rivals
in an industry.

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Crop technologies (2015-2020)

Technology/Method/Practice
adapted or developed
Variety
Varieties introduced & adapted

New varieties developed

No.

3
4

Remark

28

Local releases of 12 crops


tested for
suitability under different ecologies of the
region & recommended
New varieties for 6 crops

17
Sub-total 41

Disease & Pest Control


Disease control strategies/ options /
protocol adaptation
Pest control methods/options
Sub-total
Agronomy & Post-harvest
Agronomic practices developed and
adapted

3
2
5
4

Post-harvest technologies adapted


2
Sub-total 6
Total
56

Livestock technologies (2015-2020)


Technology/Method/Practice
No. adapted or developed
Genetic Improvement
1
Dairy cattle
2

Quantity

Remark

Synchronizing breeding in local cows: adapted


for large scale application
Dorper sheep & Boer goat breeds introduced &
adapted to wide ecologies
25% & 50% Dorper crosses: superior
performance to locals on farmer management
Improved Bonga sheep (breeding rams)
through community based selection program

3
4

Improved local sheep breed

Sub-total
Feed Technologies
Feed conservation & utilization
Management of grazing land
Integration of forage crops into
cropping systems
Selection of forage crop varieties
Sub-total
Apiary
Bee hives
Bee forages for dry season
Sub-total
Total

9
10

12

Pineapple sucker multiplication & fertilizer


rate, Banana planting method, Suitable
conservation agriculture practices
Cassava peeler, Mango harvester

Quantity

Small ruminant breeds introduced & 2


adapted
Sheep cross breeds
2

5
6
7

Enset Bacterial Wilt, Hot pepper disease,


Sweet potato virus cleaning
Mole rat, Enset leaf aphid control

1
1
1
1
4
1
1
2
12

Conserving feed resources for dry seasons


Controlling toxic & undesired plants
Intercropping desmodium-guatemala grass with
coffee
4 high yielding Napier grass varieties

Chefeka beehives more profitable for Bonga


3 forage species suitable for dry season

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Technologies in natural resources management (2015-2020)

4
5

Technology/Method/Practice adapted
or developed
Soil-Crop based artificial fertilizer
N & P rate determined
P-Calibration / Critical P level determined
Sub-total
Integrated soil fertility management
NP + Farm yard manure
NPK + Farm yard manure

6
7

Acid soils management


NP + Lime
NPK + Lime

No.
1
2

Qty

Remark

6
3
9

For maize, tef, fababean, enset in 8 weredas


Determined for maize, wheat, tef in14 weredas

1
1

Higher yield for barley in Geta wereda


Higher yield for barley, wheat & potato in
Hulla & Chencha weredas

Sub-total 2
1
1

Higher yield for maize in Areka wereda


Higher yield for barley & potato in Hulla and
Chencha weredas

Sub-total 2
8
9

Soil & water conservation


Erosion assessment
Multipurpose plants identified

10

Forestry/Agro-forestry
Tree species adapted

11
12

13

1
1
Sub-total 2

Indigenous N fixing trees & shrubs


Degraded land rehabilitation
Sub-total
Model integrated sub-watershed
development
Adaptation of different technologies in
the model sub-watersheds
Total

2
1
1
4

Soil loss per hectare assessed around Bonga


Desho grass most preferred

Neem: for moisture stress & poor soils;


Moringa/both exotic & indigenous: wide adapt
Different Spp. of albizia, accasia, erythrina
G.robusta, A.saligna, A.polycanta best spp.

Technologies in crops, livestock & NRM


integrated: Doyogena and Siliti weredas

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As Functional level
The planning that is made to ensure smooth working of the organization taking into account the needs
of each and every department. The purpose of functional planning is to promote standardized
management practices for corporate functions in the departments decentralized corporate
management structure.
Strategic goals
Carrying out the above core functions deriving from the pillar themes the institute strives to achieve
the following strategic goals.

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Strategic Plan Review


1. Sustained growth of agricultural production and productivity as a result of increased
availability of alternative agricultural technologies, information and knowledge suitable for
different agro-ecologies and users
2. Improved income and livelihood of farmers, pastoralists and other clients through improved
use of modern technologies as a result of increased supply of, and access to improved
agricultural technologies and, enhanced awareness and knowledge on modern agricultural
practices
3. Increased capability and capacity of research to effect timely and high quality service delivery
to the clients
Functional Assessments:
In order to achieve the above strategic goals and contribute towards the realization of the Growth and
Transformation Plan (GTP) goals of the agricultural sector of the region, the institute endeavors to
meet the following specific targets in the GTP period (2015-2020).
1. The number of available technologies increased from 13 (in 2015) to 69 by end of 2020
2. Production of pre-basic and basic seeds and livestock breeds to meet the demand of the region
substantially increased by end of 2020
3. The number of suitable technologies tested, packaged and disseminated to end users in
different agro-ecologies progressively and significantly increased compared to the base year
by the end of 2020
4. Support to the on-going efforts of the extension system to promote utilization of modern
technologies by farmers substantially and progressively improved as a result of strengthened
farmers-research-extension linkages through Agricultural Development Liaison Councils, and
increased involvement of farmers through Farmers Research Groups (FRGs), Farmers
development groups and Farmers Training centers (FTCs)
To implement the strategic themes, achieve the strategic goals and specific targets set in the GTP and
realize its mission, SARIs research system is organized under three research directorates/main work
processes (Crop Research Directorate, Livestock Research Directorate and Natural Resources
Management Research Directorate), two coordination offices (Technology Multiplication, and Socioeconomic Research and Technology Transfer) and eleven support work processes and units.
Substantiation:
Research activities in each directorate were designed on project basis, each for a period of 5 years.
1. Currently, there are 12 projects under crop research directorate comprising of research
activities for improving productivity of cereal crops, pulses, oil and fiber crops, enset and
other root crops, coffee and spices, fruits and vegetables, agronomy and cropping systems,
plant pathology and crop pests, crop socio-economics, forage crops, irrigation agronomy, and
crop biotechnology and post-harvest.

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Strategic Plan Review


2. Research activities in livestock were organized under 8 projects, namely research projects for
improving productivity of cattle, small ruminants, poultry, apiary, fisheries and aquaculture,
sericulture, livestock socio-economics, and food science and post harvest technologies.
3. Research in natural resources management is being under 7 projects which include research
on soil fertility, soil and water conservation, agro-forestry and plantation forestry, natural
forestry, non-timber forest products, wood land management and utilization, and natural
resources socio-economics.
4. The socio-economic research activities are embedded within the crops, livestock and natural
resources research projects. Overall more than 500 research activities (surveys, experiments
and trials) are being by the research institute.

Conclusion and recommendation


SWOT analysis indicates a framework for helping the planners to identify the strategies of
achieving goals. It is a technique used to analyze the strengths, weaknesses, opportunities and
threats of institute. In a country agricultural practices play a vital role in food security.
Population growth is the major reason for increased food demands and it puts additional
pressure on the natural resource. Based on the results, the considered identified strategies play a
vital role in knowledge, information and technologies producing in the development of agricultural
sector. The important strategies that must be considered are:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.

Increase the number of suitable agricultural technologies.


Active engagement in the multiplication of pre-basic & basic seeds of improved crop
varieties.
Producing and adaptation of post-harvest technologies.
Development of poor local market opportunities and infrastructure.
Development of governmental supports.
Preparing strategic plans for development of research farming.
Considering the quality of crops.
Development of extension programs based on farmers needs.

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