By Doris Esa
Abuja, Dec. 18, 2025 (NAN) – In a decisive move signaling a major shift in agricultural governance, the Minister of Agriculture and Food Security, Sen. Abubakar Kyari, has announced a new era of stringent, results-based oversight for the sector. The announcement, made at the Combined National Project Steering Committee (NPSC) Meeting in Abuja, frames this shift as critical to achieving national food security and inclusive economic prosperity under the Renewed Hope Agenda.
The Minister’s message was unequivocal: the Federal Government is moving beyond rhetoric to enforce a culture of accountability and measurable outcomes. This article delves into the key announcements, their practical implications, and the challenges and opportunities this new direction presents.
The Strategic Mandate of the National Project Steering Committee
Minister Kyari described the NPSC as “a strategic committee that sits at the intersection of policy authority, development financing, and the national imperative to secure the nation’s food systems.” This positioning is crucial. It elevates the committee from a mere administrative body to the central nervous system for all agricultural development projects, particularly those funded by international partners like the World Bank, IFAD, and AfDB. Its role is to ensure that billions of dollars in development aid are not just spent, but are spent effectively on priorities that directly benefit Nigerian farmers and consumers.
A New Doctrine: “Zero Tolerance for Inefficiency”
The core of the Minister’s speech was a declaration that “the era of business-as-usual is over.” He stated the ministry would exercise oversight with “renewed firmness, zero tolerance for inefficiency, and uncompromising accountability.” This represents a clear break from past practices where project continuation was often routine, regardless of performance.
Practical Implications: This doctrine means projects will face regular, rigorous performance audits. Key Performance Indicators (KPIs) will likely shift from tracking funds disbursed or trainings held, to tangible metrics like:
– Increase in smallholder farmer yields (e.g., tons of maize per hectare).
– Reduction in post-harvest losses for specific value chains.
– Number of agro-processing facilities established and operational.
– Measurable income growth for participating farmers.
Institutional Restructuring for Greater Impact
A key operational change announced was the elevation of the Projects Coordinating Unit (PCU) to a full-fledged Department of Development Partnership Projects. Minister Kyari emphasized this was “not a cosmetic adjustment,” but a “deliberate restructuring to strengthen supervision, tighten coordination, enforce standards, and entrench results-based management.”
Why This Matters: Giving the PCU departmental status grants it greater authority, a dedicated budget, and more skilled personnel. It transforms it from a passive coordinator to an active enforcer of standards across all partner-funded projects. This centralizes oversight, preventing projects from operating in silos and ensuring they align with a unified national strategy.
Budget Approvals Tied to Strategic Alignment
In one of the most significant policy shifts, the Minister warned that Annual Workplan and Budget (AWPB) approvals “would no longer be routine.” He laid out non-negotiable criteria for funding:
– Clear alignment with national priorities (e.g., the National Agricultural Technology and Innovation Plan).
– Direct contribution to food security and productivity enhancement.
– Focus on value chain development (from farm to market, not just production).
– Demonstrable plans for youth engagement and inclusive economic growth.
“Budgets must speak to impact, not intentions. Activities must deliver value, not volume,” Kyari stated. This moves the focus from input-based budgeting (how much money is spent) to output and outcome-based budgeting (what that money actually achieves).
The Road Ahead: Challenges and Opportunities
While this new direction is promising, its success hinges on execution. Key challenges include:
1. Data & Monitoring: Effective results-based management requires robust, real-time data collection systems, which are often weak at the grassroots level.
2. Capacity: The new department and implementing partners will need significant capacity building to design, monitor, and evaluate projects for outcomes.
3. Political Will: Sustaining this “firm” approach may require difficult decisions, such as halting or restructuring underperforming but politically connected projects.
The opportunity, however, is transformative. If consistently applied, this framework could:
– Dramatically improve the return on investment for development funds.
– Attract more responsible private sector investment by demonstrating a serious, accountable public sector partner.
– Build genuine trust with the farming population by delivering visible, tangible improvements in their livelihoods.
In his closing remarks, Permanent Secretary Dr. Marcus Ogunbiyi affirmed the committee’s role as the “apex oversight platform” and thanked the Minister for his strategic direction. The reiterated commitment from the Federal Government positions agriculture not as a social welfare sector, but as a rigorous, performance-driven engine for national development. The coming months will be critical in observing how these strong pronouncements translate into on-the-ground action and results for the Nigerian people.
(NAN) (www.nannews.ng)
Edited by Tosin Kolade
