Agricultural and Rural Development Authority (ARDA) Strategic Plan 2021-2025.

The Agricultural and Rural Development Authority (ARDA) Strategic Plan 2021-2025 (the Plan) is a results-based Strategic Plan and covers ARDA’s Vision, Mission, Stakeholder Analysis including Client Needs and Problems, Key Result Areas, Policies and Strategies. It also includes a Performance Management Framework for results at different levels which include the Impacts, Outcomes and Outputs as well as a Results-based Budget. The Plan shall be used as a basis for the Authority’s Results Based Budgeting (RBB), Programmes and Subprogrammes Strategic Plans, Staff Performance Contracts and Annual Work Plan. The Plan seeks to: Foster and inculcate results-oriented culture in the management of the Authority as well as well as Government’s Business in pursuit of the National Vision of becoming an Upper Middle-Income Economy by 2030; Enhance Food, Feed, Fibre, Bio-fuels and Seed Security for Zimbabwe through leading by farming at our own Estates and Rural Development Schemes; and Take on Board the key agricultural, rural development and industrialisation components of the National Development Strategy 1 (NDS 1) aimed at guaranteeing National Food, Feed, Fibre, Bio-fuels and Seed Security and reducing poverty to the general Zimbabwean Populace and ensure achievement of the Sustainable Development Goal on ending hunger and poverty by 2030.
Strategic directions follow: Strategy 1: Adoption of the V-30 accelerator model + Industrialization (ARDA shall ensure rural irrigation schemes to farm as a business and be profitable through the provision of a scheme business manager whose role is to provide all technical support, manage finances, facilitate profit sharing and ensure all debts are paid). Strategy 2: Reviving ARDA Estates leading to maximum utilization of land and productivity for the attainment of ARDA mandate. Strategy 3: Value Addition and Beneficiation Centres The establishment of Agro-processing plants in strategic locations ensure development and industrialization of marginalized rural communities. Strategy 4: Acquisition of Capital Equipment and Machinery. Strategy 5: Strategic Inputs Reserve - the creation of a revolving fund will guarantee procurement of inputs and sustenance of on the ground operations Strategy 6: Rebranding. Strategy 7: Introduction of Commercial Services Division. Strategy 8: Cost Leadership. Strategy 9: Recruitment and Retention of Skilled Human Capital. Strategy 10: Manage Synergies (ZINWA, Department of Irrigation etc). Strategy 11: Technology Deployment. Strategy 12: Exports. Strategy 13: Vertical integration.