Strategy for agricultural marketing and agro-processing ... - Foodnet

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5. OPERATIONALISATION OF THE MARKETING AND AGRO-PROCESSING STRATEGY 5.1 Institutional arrangements The operationalisation of the MAPS will be through already-existing institutions and the current modalities of the PMA. The PMA Steering Committee (SC), supported by its Secretariat, will be responsible for providing the policy guidance and sourcing the finance necessary for the implementation of the components of the Strategy. However, the interventions outlined in Section 4 that are the responsibility of the public sector, will be incorporated into the 2003/04 Sector Budget Framework Papers of the relevant lead agencies, where they have not already been planned for. They will subsequently be reflected in the government’s Medium-Term Expenditure Framework. The Marketing and Agro-Processing sub-Committee of the PMA will be responsible for: (a) ensuring that the programmes detailed in the Strategy are implemented by the relevant bodies in a manner consistent with the principles of the PMA; (b) monitoring progress made with the ongoing components of the strategy; (c) ensuring the flow and sharing of information between the implementing units of the different programmes (both ongoing and those that are planned); (d) providing technical inputs to the implementation process, if required, through the expertise contained in the sub-Committee or contracted by it; and (e) producing quarterly progress reports for consideration by the PMA SC. 5.2 Implementation of the MAPS’s components The implementation of the various programmes under the Strategy will be carried out by the relevant public sector institutions (see Table 3). However, in line with the partnership principles and the need to maintain broad stakeholder ownership and participation in the process, a stakeholders’ forum will be established to assist the planning and management of each programme. 5.3 Financing the MAPS The MAPS will be financed through the existing financing modalities for the PMA priority areas. Specifically, public resources (which include support provided by development partners through the budget) will be channelled through the MTTI, for the trade policy and trade negotiations programme. (It is most important that the capacity of the Ministry, itself, be adequate to enable it effectively to fulfil its role in the implementation of the MAPS. To this end a functional analysis of the Ministry will be carried out, as a matter of urgency, to define clearly the functions and associated resource requirements of the institution). For the market information component, resources will, during the pilot phase at least, be channelled through the NAADS programme. However, the component will have a strong link with the private sector, since it will also involve an extensive network of radio and TV stations, newspapers and a telephone network. The role of the public sector, on the other hand, will be to focus on the: • collection and synthesis of information; • quality control; and • promotional activities. The promotion of farmers’ associations, co-operative societies and trade/exporter associations is being led at the grass-roots level by the NAADS programme, as well as by apex private sector associations, such as the Uganda Cooperative Alliance, the UNFF, the Private Sector 18
Foundation, the ACU, the Uganda Chamber of Commerce & Industry and the Uganda Manufacturers’ Association. Table 3 Key institutions involved in implementing the components of the PMA Marketing & Agro-Processing Strategy MAPS Intervention Area Timing/Action Lead Agency Participating Partners 1. Trade Policy/Negotiations - trade policy formulation & research WTO/Cotonou/NEPAD/ EAC/COMESA - representation and negotiations - market research 2. Market Information - information collection and dissemination - market intelligence and analysis - training 3. Farmers’ Associations - group mobilisation - agricultural inputs - agricultural outputs 4. Export Competitiveness - strategic exports development - value addition/new product development - promotion, domestic, regional and international 5. Infrastructure - rural roads - rural electrification - post-harvest research/ext. • approved • ongoing • immediate • approved • approved • approved • early-2003 (proposal to be formulated immediately) • ongoing • ongoing • ongoing • ongoing • approved • ongoing MTTI/Trade Dept. PSF, CSO, MFA, MFPED & MAAIF MAAIF/MTTI FOODNET, NAADS, FEWSNET, UNFF MAAIF (&NAADS) UNFF, ACU, PSF UEPB/UIA, MTTI/MFPED Private sector, MAAIF (and its semi-autonomous agencies) MTTI/local govt’s/ MWTC/MEMD/NARO Private sector, DPS, UEB, NAADS A number of the components of the ongoing export competitiveness and market infrastructure programmes are already underway. Additional resources will be channelled through the responsible agencies detailed in Table 3. Details of the principal interventions in each of the programme areas under the MAPS, are shown in Table 4. Table 4 MAPS: public funds already committed for the short term (1-3 years) 4 4 This Table excludes initiatives being supported under the Government’s Medium-Term Competitiveness Strategy and the strategic exports’ programme. 19
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