chapter 2: the strategy
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UNITED REPUBLIC OF TANZANIA MINISTRY OF INDUSTRY AND TRADE AGRICULTURAL MARKETING STRATEGY FINAL DRAFT 2 DAR ES SALAAM JANUARY 2011 EXECUTIVE SUMMARY Tanzania got her independence in 1961, and in the development process, has implemented various reforms to accelerate economic growth and development. During that period, the overall agricultural policy was characterized by market based interventions as the major instrument for policy implementation. It embarked on a wide range of rural and agricultural development initiatives including resettlement schemes, introduction of communal systems through Ujamaa Village Programmes, price control mechanism and granting subsidies, promotion of marketing cooperatives and the establishment of commodity marketing boards and authorities. In the mid 1980s, market oriented policy reforms in agricultural sector progressed from free pricing and procurement of major crops, elimination of export taxes, considerable reduction in domestic taxes to stimulate investment in agriculture and provision of subsidies on agricultural inputs. The national policies in place continue to accord agriculture a significant role to play in economic growth and food security due to the fact that 80% of Tanzanians depends on agriculture. For the past ten years (2000-2010), macro-economic management in Tanzania geared towards improving the public finance management, keeping public spending in line with the national development priorities and instituting supportive monetary policy to ensure macroeconomic stability. The achieved macro-economic stability has not only led to enhanced economic growth but also to an improved business environment for private sector participation in the national economy. Since 2005, Tanzania’s GDP annual growth rate averaged 7%, which is in line with the NSGRP target of 6-8% per annum. However, in 2009, the GDP growth rate was 6.0%, the decline being partly due to the global financial crisis. The agricultural sector growth rate between 2005 and 2008 averaged at 4%. In the course of implementing various policies, strategies and programmes related to the agricultural sector especially in agricultural marketing, a number of bottlenecks were encountered. These bottlenecks include: poor marketing infrastructure, inadequate marketing information systems, limited capital and access to financial services, inadequate entrepreneurship skills, lack of appropriate value adding and packaging technologies and marketing skills. The hindrances experienced in the agricultural sector necessitated the formulation of the Agricultural Marketing Policy (AMP) of 2008 and subsequently formulation of the Agricultural Marketing Strategy (AMS) as an instrument for implementing the AMP to address the above mentioned bottlenecks. The process of preparing the AMS started in March 2009 as a consultative and participatory process involving a wide range of stakeholders. In addition reference was made to various sectoral policies, strategies and programmes. These documents include the National Development Vision (NDV) - 2025; National Strategy for Growth and Reduction of Poverty (NSGRP) - 2005; Agricultural Sector Development Strategy (ASDS) - 2001; Sustainable Industrial Development Policy (SIDP) - 1996; National Trade Policy (NTP) - 2003; Small and Medium Enterprises (SME) Policy - 2003; Agricultural Sector Development Programme (ASDP) - 2005; Agricultural Marketing Policy (AMP) - 2008; National Export Strategy (NES) – 2007; National Livestock Policy (NLP) - 2006, KILIMO KWANZA – 2009 and National Irrigation Policy (NIP) - 2010. The AMS is an operational tool for the AMP constituting of strategic interventions geared towards ensuring fair returns to all stakeholders based on competitive, efficient and equitable agricultural marketing systems. The strategic interventions areas include value addition; i agricultural products quality and standards; legal and regulatory framework; institutional framework; entrepreneurial and marketing skills; agricultural marketing infrastructure; agricultural marketing information, research and intelligence; agricultural marketing risk management; regional and international commodity marketing; and cross cutting issues. The interventions focused, among others, on capacity building, financing issues and a wider participatory framework. Since there are policies and strategies covering forestry and fisheries, this strategy focuses exclusively on crops and livestock marketing aspects. The operational plan of the AMS will be of 5 years commencing 2010/11-2015/16 and its implementation will be a joint institutional task. This will include both directly and indirectly institutions involved in Agricultural Marketing activities, which are Public Sector, Private Sector and Civil Society Organizations. The Monitoring and Evaluation (M&E) system for the AMS will be linked to the M&E framework laid down in the NSGRP, the AMP and to M&E systems of each participating sectoral ministry. The Directorate of Policy and Planning of the MIT will be responsible for overall coordination and the review of M&E. Furthermore, an Inter-ministerial Coordination Committee (ICC) composed of Permanent Secretaries of the lead and collaborating Ministries and representatives of the private sector will be constituted. At regional level, the Regional Secretariats will monitor implementation of the AMS in their respective regions while at district level the relevant Standing Committees will be responsible for monitoring the implementation of AMS. ii TABLE OF CONTENT EXECUTIVE SUMMARY .................................................................................................................................. I TABLE OF CONTENT................................................................................................................................... III ABBREVIATIONS ........................................................................................................................................... IV CHAPTER 1: INTRODUCTION ..................................................................................................................... 1 1.1 BACKGROUND ........................................................................................................................... 1 1.2 RATIONALE ................................................................................................................................ 1 1.3 PERFORMANCE OF THE AGRICULTURAL SECTOR ............................................................ 2 1.4 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND CHALLENGES (SWOC) ANALYSIS FOR AGRICULTURAL MARKETING......................................................................................................................................... 3 1.5. THE AGRICULTURAL MARKETING STRATEGY FORMULATION PROCESS ................... 4 CHAPTER 2: THE STRATEGY ....................................................................................................................... 5 2.3.1 VALUE ADDITION ............................................................................................................ 6 2.3.2. AGRICULTURAL PRODUCTS QUALITY AND STANDARDS .................................................. 7 2. 3.3. LEGAL AND REGULATORY FRAMEWORK ......................................................................... 9 2.3.4. INSTITUTIONAL FRAMEWORK .........................................................................................10 2.3.5. ENTREPRENEURIAL AND MARKETING SKILLS .................................................................11 2.3.6 AGRICULTURAL MARKETING INFRASTRUCTURE..............................................................12 2.3.7 AGRICULTURAL MARKETING INFORMATION, RESEARCH AND INTELLIGENCE ................13 2.3.8 AGRICULTURAL MARKETING RISKS MANAGEMENT ........................................................15 2.3.9 ACCESS TO FINANCE IN AGRICULTURAL MARKETING.....................................................16 2.3.10 REGIONAL AND INTERNATIONAL AGRICULTURAL COMMODITY MARKETING ................17 2.3.11 CROSS-CUTTING ISSUES ...................................................................................................19 3.1. IMPLEMENTATION ARRANGEMENT.................................................................................21 3.2 ROLES AND RESPONSIBILITIES ......................................................................................................21 3.3 PRIORITY AREAS IN IMPLEMENTATION ..........................................................................................21 3.4 COORDINATION ...........................................................................................................................22 3.4.1 National Level ...................................................................................................................22 3.4.2 Regional Level ...................................................................................................................23 3.4.3 District Level .....................................................................................................................23 3.5 COST ............................................................................................................................................23 3.6 BENEFITS .....................................................................................................................................23 CHAPTER 4: MONITORING AND EVALUATION SYSTEM ................................................................. 24 ANNEX 1: MATRIX OF OUTPUTS, STRATEGIC INTERVENTIONS AND RESPONSIBLE INSTITUTIONS ................................................................................................................................................ 45 iii ABBREVIATIONS AGOA AIDS ALP AMP ASDP ASDS ASLMs BOT CDP CMSA CSO DSE DTO EAC EBA EU FCC FCT GDP GS-1 HIV ISO MAFC MDAs MDGs MEAC MEVT MFI MHSW MIT MJCA MLDF MLHHSD MoF NCAC NDV NEMC NES NGOs NIP NLP NSGRP NTP PMO-RALG PPP PRSP RDP R&D RTO Africa Growth Opportunity Act Acquired Immune Deficiency Syndrome Agriculture and Livestock Policy Agricultural Marketing Policy Agricultural Sector Development Programme Agricultural Sector Development Strategy Agricultural Sector Lead Ministries Bank of Tanzania Cooperative Development Policy Capital Markets and Security Authority Civil Society Organization Dar es Salaam Stock Exchange District Trade Officer East African Community Everything But Arms European Union Fair Competition Commission Fair Competition Tribunal Gross Domestic Product Global Traceability Standards 1 Human Immuno-deficiency Virus Industrial Support Organisations Ministry of Agriculture, Food Security and Cooperatives Ministries, Departments and Agencies Millennium Development Goals Ministry of East Africa Cooperation Ministry of Education and Vocational Training Micro Financial Institution Ministry of Health and Social Welfare Ministry of Industry and Trade Ministry of Justice and Constitutional Affairs Ministry of Livestock Development and Fisheries Ministry of Lands, Housing and Human Settlements Development Ministry of Finance and Economic Affairs National Consumer Advocacy Council National Development Vision 2025 National Environment Management Council National Export Strategy Non-Governmental Organizations National Irrigation Policy National Livestock Policy National Strategy for Growth and Reduction of Poverty National Trade Policy Prime Minister’s Office - Regional Administration and Local Government Public-Private Partnership Poverty Reduction Strategy Paper Rural Development Policy Research and Development Regional Trade Officer iv SACCOS SADC SIDP SMEDP TACAIDS TBS TCCIA TFDA TIRDO USA VPO WMA WRS WTO Savings and Credit Cooperative Societies Southern Africa Development Community Sustainable Industrial Development Policy Small and Medium Enterprises Development Policy Tanzania Commission for AIDS Tanzania Bureau of Standards Tanzania Chamber of Commerce, Industry and Agriculture Tanzania Food and Drug Authority Tanzania Industrial Research Development Organization United States of America Vice President’s Office Weights and Measures Agency Warehouse Receipts System World Trade Organization v CHAPTER 1: INTRODUCTION 1.1 BACKGROUND Since her independence in 1961, Tanzania has embarked on a wide range of rural and agricultural development initiatives. These initiatives include resettlement schemes, introduction of communal systems through Ujamaa Village Programmes, price control mechanism and granting subsidies, promotion of marketing cooperatives and the establishment of commodity marketing boards and authorities to accelerate economic growth and hence economic development. During that period, the overall agricultural policy was characterized by market based interventions and the major instrument for policy implementation was the first five year development plans. Within these plans, the transformation strategies led to the establishment of several resettlement schemes, extensive promotion and development of agricultural marketing cooperatives in the country. In the mid 1980s, market oriented policy reforms in agricultural sector progressed from freeing pricing and procurement of major crops, elimination of export taxes, considerable reduction in domestic taxes to stimulate investment in agriculture and variable provision of subsidies on agricultural inputs. This was triggered by the fact that majority of the population in Tanzania live in rural areas and are engaged in smallholder farming predominantly subsistence agriculture and non–farm enterprises. According to the Agricultural Sector Development Strategy (ASDS), Tanzanian agriculture is dominated by small scale subsistence farming, taking up about 85% of the arable land where smallholder operate between 0.2ha and 2.0ha and traditional agropastoralists keep an average of 50 head of cattle. In addition, most households have low income and face risks such as unreliable markets and price fluctuations that create sense of insecurity. The national policies in place continue to accord agriculture a significant role to play in economic growth and food security. Various sectoral policies, strategies and programmes are based on the National Development Vision (NDV) 2025 and National Strategy for Growth and Reduction of Poverty (NSGRP), 2005 which, resulted into the preparation of Agriculture Sector Development Strategy 2001. Others includes Sustainable Industrial Development Policy (SIDP) – 1996; National Trade Policy – 2003; Small and Medium Enterprises (SME) Policy – 2003; Agriculture Sector Development Programme – 2005; Agriculture Marketing Policy - 2008; National Export Strategy – 2007; National Livestock Policy-2006, KILIMO KWANZA – 2009 and National Irrigation Policy 2010. In the course of implementing various policies, strategies and programmes related to the agricultural marketing, a number of challenges are encountered. These challenges include: poor marketing infrastructure; inadequate marketing information systems; limited access to financial services; inadequate entrepreneurship and marketing skills; inappropriate packaging; and value adding technologies. These challenges necessitated the formulation of the Agriculture Marketing Policy and subsequently Agricultural Marketing Strategy (AMS), which focuses exclusively on crops and livestock subsectors. This is because marketing issues related to fisheries and forestry sub-sectors have already been addressed in respective policies and strategies. In this document therefore, wherever agricultural marketing is referred to it means both crops and livestock husbandry. 1.2 RATIONALE In most developing countries including Tanzania, agricultural marketing has not been given its due consideration in the value chain of the agricultural produce to reflect its significant role in 1 the country’s economic development. In view of the importance of marketing in recent years, the government commissioned preparation of the agricultural marketing policy (APM) of 2008. While the policy identifies issues affecting and impacting upon the country’s agricultural sector, and gives policy statements that provide guidance for the achievements of the policy objectives and institutional framework for implementing the policy, a strategy was deemed necessary to translate the identified issues and policy statements of the AMP into priority areas to guide the development of implementable actions. The formulation of the Agricultural Marketing Strategy (AMS) has recognized the existence of ASDS of 2001 which was based on the Agricultural and Livestock Policy of 1997. The formulation of the AMS was deemed important to address new avenues and emerging marketing challenges that are not fully addressed in the ASDP. The formulation and implementation of the AMS are envisaged as vital components of the ongoing process of structural and macroeconomic adjustments reforms. These are intended to improve the overall performance of agricultural sector in the short, medium and long term basis. The formulation of AMS embeds the implementation of recently formulated Agricultural Marketing Policy (AMP) 2008, which aims at ensuring fair returns to all stakeholders, thus contributing positively to poverty reduction in Tanzania. In the preparation of AMS, the Government has taken into consideration the existing initiatives such as: a) Re-defined roles for the public and private sector where the later is entrusted with commercial and productive activities including agricultural marketing as an engine for economic growth; b) Ever changing regional and international agricultural marketing conditions as a result of world financial crisis, EAC Common Market and EPA among others ; and, c) Subsequent formulation of macroeconomic and sectoral policies including but not limited to National Export Strategy (NES), Tanzania Trade Integration Strategy (TTIS), KILIMO KWANZA and Information, Communication and Technology (ICT). The presence of AMP and implementation of its strategy would therefore be a cornerstone to the meaningful economic development in Tanzania. 1.3 PERFORMANCE OF THE AGRICULTURAL SECTOR In mid 1980s, market oriented policy reforms in agricultural sector progressed from free pricing and procurement of major crops (formerly vested in Crop Boards), elimination of export taxes and considerable reduction in domestic taxes on agricultural crops and varying implementation of subsidies on inputs. Also the cooperatives have gone through various re-organization episodes while the sector now has a number of farmers’ associations which reflect various levels of success and failures, although success cases are more promising if given adequate institutional support. In the past ten years (2000-2010), macro-economic management in Tanzania was geared towards improving the public finance management, keeping public spending in line with the national development priorities and instituting supportive monetary policy to ensure macroeconomic stability. The achieved macro-economic stability has not only led to enhanced economic growth but also to an improved business environment for private sector participation in the national economy. Since 2005, Tanzania’s GDP annual growth rate averaged 7%, which is in line with NSGPR target of 6-8% per annum. However, in 2009, the GDP growth rate declined to 6.0%, partly due to the global financial crisis. The agricultural sector growth rate between 2005 and 2008 averaged at 4%. The agricultural sector’s modest growth is a result of a combination of many challenges. These challenges include limited access to markets, poor marketing infrastructures, inadequate extension services, low application of appropriate 2 technologies, low investment in agro-processing (value addition), limited access to finance and inadequate market information. Major constraints to the marketing of rural agricultural produce have widely been researched and numerous findings point out the need for investment in infrastructure, particularly the transport infrastructure, research and development, extension services and market information systems. The marketing constraints include adherence to appropriate product standards/quality, regularity of supply and strict adherence to delivery schedules. The livestock industry is constrained by inadequate infrastructure for processing and marketing of livestock products, low genetic potential of existing livestock to meet demand from niche markets and non commercial animal husbandry. Likewise, the sector faces stiff competition on account of highly subsidized products from outside the country that discourage investments and create unfair competition. 1.4 Strengths, Weaknesses, Opportunities and Challenges (SWOC) Analysis for Agricultural Marketing Strengths Availability of trunk roads/highways, ports (Dar es Salaam, Tanga & Mtwara), two internationals airports, railway systems; A greater demand for agricultural marketing services by stakeholders; Availability of arable and fertile land for commercial farming through irrigation scheme; Presence of potential sources of power; Presence of policies and legislations to guide and facilitate/promote agricultural marketing activities; Availability of incentives/modalities for agro-processing investors; Abundant sources of water for agricultural activities; Availability of an internationally accredited laboratories for appropriate quality standards verification; Availability of legal and regulatory reforms; Determined Government decision on Private Sector as an engine for economic growth; Diverse agricultural commodities for local/international markets; and Availability of best practices in contract farming schemes in cash crops. Opportunities Access to Regional Economic Markets such as SADC , EAC and IOR; Favourable business environment for local and foreign investors; 3 Weaknesses Inadequate rural infrastructure to facilitate import and exports of agricultural goods; Inadequate skilled manpower to man effectively agricultural marketing activities; Inadequate incentive schemes for agricultural marketing investors; Limited working facilities and equipment; Lack of an integrated agricultural marketing information system; Inadequate enforcement of legislations on agricultural marketing; Weak institutional coordination on agricultural marketing; Inadequate awareness on relevant policies by some stakeholders in rural areas; Inability to meet international consumer (market) standards; Inadequate private sector participation in policy formulation and implementation; and Inadequate strategic planning in agricultural sector development, resource mobilisation and implementation. Challenges Inadequate value addition in agricultural produce; Underdeveloped and poorly managed agricultural marketing infrastructures; 1.5. Existence of human and financial resources windows particularly agricultural farming activities through Tanzania Investment Bank; Prevalence of bilateral, regional and international preferential market access opportunities such as EU (EBA), USA (AGOA), Canada, South Korea, Japan and China; Traditional good relations with many foreign countries which could be translated into an economic market; Growing international debate on market access by developing countries; Strategic geographical location that can be exploited as a hub of transport for Eastern, Central and Southern Africa region; A growing telecommunication infrastructure; Globalization and liberalization trends in industry and market activities enhancing factor mobility and market access; and Utilisation of value chain model approach for commercial farming. Inadequate marketing information, research and intelligence????; Limited use of marketing risk management approaches; Limited access to financial services for agricultural marketing activities; Inadequate marketing and entrepreneurial skills linkages; Unfair global business environment; Lack of reliable power supply; Weak and small domestic market; Climate change affecting predictability of quantity and quality of agricultural commodities produced for the market; Changing global economic trends Inability to utilise water resource(s) for irrigation; and Inadequate farmers’ education to facilitate change from subsistence to commercial farming. THE AGRICULTURAL MARKETING STRATEGY FORMULATION PROCESS The Agriculture Marketing Policy was approved by the Government in August 2008, and formulation of the AMS started in March 2009. The formulation process adopted a step wise consultative and participatory approach, involving a wide range of stakeholders in the agricultural sector through workshops, interviews amd meeting. The stakeholders include, among others, representatives from the Government Ministries, Departments and Agencies; Private Sector Organizations; Civil Societies and Non-Governmental Organizations; Development Partners; farmers and representatives from organised groups in the agricultural value chains. Apart from stakeholder consultations, the formulations involved a review of various sectoral policies, strategies and programmes. These documents include the National Development Vision (NDV) - 2025; National Strategy for Growth and Reduction of Poverty (NSGRP) - 2005; Agricultural Sector Development Strategy (ASDS) - 2001; Sustainable Industrial Development Policy (SIDP) - 1996; National Trade Policy (NTP) - 2003; Small and Medium Enterprises (SME) Policy - 2003; Agricultural Sector Development Programme (ASDP) - 2005; Agricultural Marketing Policy (AMP) - 2008; National Export Strategy (NES) – 2007; National Livestock Policy (NLP) - 2006, KILIMO KWANZA – 2009 and National Irrigation Policy (NIP) - 2010. 4 CHAPTER 2: THE STRATEGY 2.1 The Goal of AMS The overall goal of the AMS is to contribute to the AGDP growth, overall GDP growth, national and household incomes and growth in export earnings. The Strategy is part of the ongoing structural reforms and macroeconomic adjustments, which are implemented by the Government in partnership with development partners. The strategy is envisaged to contribute towards attaining the National Development Vision (NDV) 2025; National Strategy for Growth and Reduction of Poverty (NSGRP-II); Kilimo Kwanza; Millennium Development Goals (MDGs) and Government’s objective of transforming the agricultural sector to be commercialised and market oriented in order to generate steady and sustainable economic growth, which will only be achieved by putting in place an effective and efficient agricultural marketing system. The formulation of the agricultural marketing strategy is based on the Vision and Mission of the Agricultural Marketing Policy. The Vision is: “To have a competitive and efficient marketing system for the agricultural commodities leading to a rapid and broad based economic growth.” The Mission is: “To develop agricultural marketing systems that influence agricultural production plans which respond to domestic and foreign market dynamics.” 2.2 Objective of the AMS The overall objective of the strategy is to facilitate strategic marketing of agricultural products while ensuring fair returns to all stakeholders based on competitive, efficient and equitable marketing systems. The specific objectives of the AMS as stated in the agricultural marketing policy shall be to: (i) Stimulate diversification and value addition in agricultural commodities in response to increasing and changing market demand; (ii) Promote adherence to quality, standards and grade in agricultural products to start with the domestic market; (iii) Reform the legal and regulatory framework that guides the agricultural marketing systems and harmonization to obligations and rights emerging from the multilateral trading system and regional trading arrangements; (iv) Empower, promote and support the formation and development of agricultural marketing institutions; (v) Promoting investments in agricultural marketing infrastructure and agrobusiness; 5 (vi) (vii) (viii) (ix) 2.3 Stimulate and facilitate the development of efficient and effective agricultural marketing information, research and intelligence systems for the development of existing and new agricultural markets; Promote development, adoption and use of risk management strategies in agricultural marketing; Enhance access to agricultural marketing finance; Identify and promote niche markets as way of addressing agricultural commodity markets facing mature global markets; and, Strategic Interventions The strategy has considered the policy issues and challenges envisaged in the Agricultural Marketing Policy (2008) and other policies relevant to the designing of strategic interventions to implement the specified objectives. All policy statements in the AMP have been highlighted in the process of formulating this strategy. The AMP highlights the following areas that have been used in developing the AMS: 2.3.1 Value Addition The main constraints facing the agro-processing industry in Tanzania include inadequate skills; competition; unavailability of appropriate processing machines, spare parts, and limited knowledge in operation of the machines; and high operational costs arising mainly from high prices of imported fuel and spare parts, prohibitive policies and taxes for imported raw materials. The objective of the Policy is to have value addition in agricultural produce supported and promoted. In order to implement the above objective, the following policy statements and their respective interventions have been stipulated: Policy Statement 1 Primary agro-processing and value addition will be promoted and strengthened. Strategic Interventions a) b) c) d) e) f) g) h) Encourage and motivate formation of producer groups, societies and cooperatives involved in small and medium scale agro-processing; Build capacity of small scale farmers and producer groups to process agricultural produce; Enhance capacity on grading and packaging of agricultural produce through introduction of packaging development incentives; Build capacity of public institutions whose functions have a direct link with agroprocessing; Facilitate creation of sustainable industrial cluster infrastructure; Promote and enhance rural industrialization to support agro – processing, Discourage export of unprocessed (raw) agricultural commodities and control importation of subsidised finished agricultural commodities, Reduce utility (electricity, water) tariffs and ensure adequate/constant supply of utilities for industrial use 6 Policy Statement 2 The Government will put in place special programmes and incentives to investors in agroprocessing firms. Strategic Interventions a) Review and enforce favourable fiscal measures (tax and non-tax) that are supportive to domestic agro-processing investment; b) Establish and promote Economic Development Zones (EDZ) in agricultural sector; c) Support programmes that promote Small and Medium Enterprises (SMEs) activities in agro-processing; and d) Promote/support the One District One Product programme. Policy Statement 3 Consumption of locally processed agricultural products in the domestic market will be promoted. Strategic Interventions a) Build capacity of local processors to produce commodities at the required quantity and quality to meet domestic market demand; b) Enhance production of affordable locally processed agricultural products by promoting production of appropriate and low cost packaging materials; c) Enhance consumption of quality locally processed agricultural produce through regular promotion and sensitization programmes. Policy Statement 4 Investment in research and development for agro-processing will be promoted. Strategic Interventions a) Facilitate invention and dissemination of appropriate technologies and research findings for agro-processing; b) Build capacity of R&D institutions on agro processing technologies; c) Monitor & Evaluate (output and outcome) of R&D on agro - processing; d) Promote agro- processing technology acquisition, adoption and transfer; and e) Encourage demand driven participatory research on agro processing. 2.3.2. Agricultural Products Quality and Standards Agricultural products in Tanzania, to a large extent, are characterized by inadequate adherence to the set product quality standards, grades and inadequate post harvest management. This limits access to the domestic, regional and international markets for the locally produced agricultural produces. Also, there is inadequate product quality and standards inspectorate mechanism at various levels, including buying posts where some market actors violate set standard units of weights and product grades. The objective of the policy is to have quality and standard of agricultural products produced and marketed improved. 7 In order to implement the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 Capacities of the agricultural marketing actors will be enhanced in meeting required product quality, grades and standards for the domestic, regional and international markets. Strategic Interventions a) Build capacity of marketing actors on domestic and international agricultural products quality; standards and grades; and b) Strengthen the capacity of institutions dealing with grading, safety and quality control and setting of standards along the agriculture value chains. Policy Statement 2 The Government, in collaboration with the private sector, will strengthen mechanisms for accreditation, testing, monitoring the quality, grades and standards of locally produced and imported agricultural products: Strategic Interventions a) Sensitise private sector on the use of national accredited laboratories; testing equipment and methods; b) Enhance capacity of institutions responsible for safety and quality standards for agro-products at national, regional and district levels; c) Promote the use of quality packaging material that conforms to national and international standards; d) Strengthen the National Packaging Centre and promote the establishment of packaging centres at regional and district level; e) Establish and implement traceability systems for agro-products (crops and livestock) value chains for market accessibility, quality and safety assurance demands of consumers; and f) Support accreditation of private and public laboratories to increase accessibility to accredited laboratories and affordability of their services. Policy Statement 3 The Government, in collaboration with farmers, groups, associations and cooperative societies, will enforce the regulations governing utilization of designated buying posts and centres for agro-products. Strategic Interventions a) Strengthening collaboration among Central Ministries; Sectoral Ministries; and Local Government Authorities through Decentralization by Devolution (D by D) and Public Private Partnership (PPP) framework in enforcing regulations governing utilisation of designated crop buying posts; b) Equip and develop human resource capacity at all buying/collection centres to facilitate enforcement of regulations governing quality and standards at crop buying centres; 8 c) Promote and strengthen formation of farmer’s groups, societies and cooperatives that use designated buying posts and centres for agro-products; and d) Promote development of buying/collection posts and centres for agro-products to facilitate enforcement of safety and quality standards. Policy Statement 4 The Government, in collaboration with other stakeholders, will develop and harmonize standards, quality and grades in agricultural marketing. Strategic Interventions a) Harmonise national standards and quality legislations with regional and international standards; b) Create awareness to stakeholders on the harmonized quality and standards of agricultural products; c) Create awareness on the benefits of quality and standards on agro-products for trust and sustainability of markets for agro-products and d) Enforce standard, quality and grades regulations 2. 3.3. Legal and Regulatory Framework The changing roles and functions of the public and private sector call for the Government to rationalise and harmonise legislations in different sectors dealing with agricultural marketing with a focus on ensuring fair play among stakeholders, increasing consumers’ confidence, protecting farmers/consumers against health risks and maintaining food and food-related safety. The objective is to have legal and regulatory framework for efficient, effective and transparent performance of the agricultural marketing systems for enhancing competitiveness in the local and external markets improved. In order to implement the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 The Government, in collaboration with key stakeholders, will put in place legal and regulatory framework for efficient, effective, profitable and transparent system governing agricultural marketing at different levels. Strategic Interventions a) Institute a participatory legal and regulatory framework for agricultural marketing at all levels; b) Assess adequacy and relevancy of existing legislation governing agricultural marketing with a view of amending, repealing and/or making new laws where necessary; and c) Develop and institute M & E framework for agricultural marketing at all levels. Policy Statement 2 The Government will facilitate and encourage private sector participation in the development and management of legal and regulatory reforms. Strategic Interventions 9 a) Promote establishment and strengthen stakeholders fora to participate in legal and regulatory reforms for agricultural marketing; b) Encourage law enforcers to involve private sector in the decision making of legal and regulatory reforms; c) Build capacity of the private sector to effectively participate in the development and management of agricultural marketing legal and regulatory reforms; and d) Sensitize the public on legal and regulatory reforms related to agricultural marketing. 2.3.4. Institutional Framework There are several Government Ministries, Departments and Agencies that are involved in agricultural marketing systems. However, these public institutions face challenges in dealing with agricultural marketing that include: inadequate coordination among public institutions responsible for agricultural marketing systems; lags in institutional reform process; inadequate financial resources; low institutional capacities in terms of staffing, technical and managerial skills and lags in adapting to changing policy and economic environment. Generally, producers’ organizations are weak and not well developed. Key stakeholders, particularly smallholder farmers are not well organised in associations, cooperative societies and groups that provide fora for discussion, negotiations, and strengthening bargaining power. The policy objective is to have an effective and harmonized institutional framework that will enhance the performance of various stakeholders in agricultural marketing developed. In order to implement the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 The Government will review legislation for development of farmers’ organisations particularly member based cooperative societies, association and groups. Strategic Interventions a) Review and amend legislations in view of improving coordination of marketing functions among different actors; b) Establish other relevant bodies to complement agricultural marketing activities; c) Build capacity of Ministries, Departments and Agencies responsible for agricultural marketing; and d) Ensure that institutions responsible for agricultural marketing are adequately financed. Policy Statement 2 The Government, in collaboration with other stakeholders, will put in place a framework to address anti-competitive practices, including cartels and monopolistic tendencies. Strategic Interventions a) Strengthen enforcement of legislations governing fair competition in agricultural marketing; b) Create awareness to the general public on anti-competitive practices and legislations governing fair competition in agricultural marketing; 10 c) Strengthen institutions responsible for combating anti-competitive practices in agricultural marketing; d) Strengthen access to affordable marketing information system to all stakeholders in agricultural marketing; and e) Strengthen monitoring and evaluation of anti-competitive practices in agricultural trade and marketing. Policy Statement 3 Consumers’ cooperatives development, advocacy, lobbying and negotiation skills for the private sector will be strengthened. Strategic Interventions a) Establish and strengthen consumers societies for Advocacy, lobbying and negotiation in agricultural trade and marketing; b) Build Capacity on advocacy, lobbying and negotiation skills to consumers groups and associations; c) Provide support to NGOs, CBOs, and non-state actors to undertake advocacy, lobbying and negotiation; and d) Provide and strengthen consumers’ advocacy platforms and dialogue at all levels 2.3.5. Entrepreneurial and Marketing Skills Smallholder farmers are characterized by inadequate levels of entrepreneurial skills and inability to cope with the market dynamics. Policy changes have left farmers with the mammoth task of transforming subsistence farming to commercial undertaking. Many smallholder farmers produce crops which they have been producing traditionally, and subsequently continue searching for markets of these products, even when the market requires improved or entirely different products. Marketing concerns usually appear later when the output has already been realized due to inadequate agricultural marketing extension services. Entrepreneurial and marketing skills are also inadequate among other actors, including traders and processors. Since markets are highly competitive now than before, proper business skills are prerequisite for survival and growth. The policy objective is to have entrepreneurial and marketing skills of agricultural marketing actors enhanced. In order to implement the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 The Government will support and promote training in entrepreneurial and marketing skills for agricultural marketing stakeholders. Strategic Interventions a) Enhance capacity of training institutions in entrepreneurship and marketing skills; b) Establish a sustainable incentive and reward scheme to graduate and other trained entrepreneurs to venture into agribusiness. Policy Statement 2 11 Private sector will be encouraged and supported to participate in the training on entrepreneurial and marketing skills. Strategic Interventions a) Facilitate entrepreneurship development and marketing programmes for farmers’ groups, cooperatives and societies; and b) Identify, coordinate and promote private sector participation in conducting entrepreneurship training to farmer’ groups, cooperatives and societies Policy Statement 3 Entrepreneurship and marketing curricula in vocational training centres, colleges and learning institutions will be reviewed and strengthened. Strategic Interventions a) Support review of curricula for agricultural training institutions to adequately address aspects of marketing and entrepreneurship; b) Introduce and support entrepreneurship and marketing skills curricula at primary and secondary schools, and c) Support development of training modules on entrepreneurship and marketing skills for different marketing stakeholders Policy Statement 4 Agricultural marketing extension services will be strengthened. Strategic Interventions a) Strengthen the capacity of agricultural training institutions on training agricultural marketing; b) Promote and facilitate provision of agricultural marketing extension services in rural areas by retooling extension staff with marketing knowledge and skills; c) Put in place a framework to facilitate participation of private sector to provide marketing extension services ; and d) Reorient Trade Officers to effectively disseminate marketing extension services to stakeholders and promote entrepreneurship skills. 2.3.6 Agricultural Marketing Infrastructure Rural infrastructure in the country is still inadequate to effectively and efficiently support agricultural marketing. Poor rural roads limit farmers' access to markets, increase time and cost of transport and often result in deterioration of produce quality. Agricultural marketing is also adversely affected by lack of marketing structures, poor linkages along the marketing chains, poor market-orientation and inadequate processing facilities leading to high levels of produce wastage. The whole set of supportive infrastructure from production – harvest – post-harvest operations– processing (small/large scale) – transport – storage – marketing is vital in enhancing agricultural marketing. The policy objective is to have agricultural marketing infrastructure improved and developed. 12 In order to implement the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 Key and strategic agricultural marketing infrastructure will be developed. Strategic Interventions a) Develop reliable rural infrastructure network (roads/railways/ferries) to link key production areas to market outlets; b) Promote the use of appropriate technology in developing rural road infrastructure. c) Facilitate construction of economically viable warehouses, cold rooms, re-export centres and other storage facilities to cater for domestic, regional and international markets; d) Develop strategic border markets to facilitate agricultural trade across borders; and e) Link rural markets with regional and border agricultural market centres Policy Statement 2 The Government will put in place enabling and conducive environment for private sector and other stakeholders’ investment in the agricultural marketing infrastructures. Strategic Interventions a) Review marketing related legislation to encourage private sector investment in agricultural marketing infrastructure to facilitate value addition; b) Create awareness on PPP policy and legislation to facilitate private sector participation in developing agricultural marketing infrastructure; c) Support local authorities to set aside suitable areas for agricultural infrastructure development; d) Identify and link private sector to sources of finance for agricultural marketing infrastructure investments; e) Review regional investment profiles to accommodate investment opportunities for agricultural marketing infrastructure; and Policy Statement 3 Communities’ involvement in developing, operating and maintaining agricultural marketing infrastructure will be promoted. Strategic Interventions a) Implement PPP policy and strategy in developing, operating and maintaining agricultural marketing infrastructures; b) Develop a sensitisation programme on effective participation of the private sector in developing, operating and maintaining agricultural marketing infrastructure; c) Relocate privatised agricultural marketing infrastructures that are not effectively utilised, and d) Develop a database and network, and monitor performance of agricultural marketing infrastructure. 2.3.7 Agricultural Marketing Information, Research and Intelligence The system of collection, analysis, storage and dissemination of agricultural marketing 13 information for planning purposes on production, consumption, exports and imports at national level is inadequate and highly fragmented. Further, costs for information acquisition and dissemination as well as general access and sharing of information within and outside the sector are high, which inhibits better and informed decision making in production, harvesting and processing. At the local level, data and information collection process rarely allows full participation of local communities and communities hardly use these data for planning purposes. The policy objective is to have adequate, quality and timely agricultural marketing information services to facilitate marketing functions. In order to implement the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 Farmers’ organisations, groups and cooperative societies’ capacities in data collection, analysis, storage and dissemination will be promoted. Strategic Interventions a) Promote and strengthen formation of farmers’ groups, societies and cooperatives that will be involved in data collection, analysis and dissemination of market information to group members; b) Build capacity for organized groups in collection, storage, processing, analysis and dissemination of marketing information; and c) Provide backstopping and support to farmers’ groups, associations and cooperative societies on collection, analysis and dissemination of market information. Policy Statement 2 Public-Private-Partnership in undertaking market research and information systems will be strengthened. Strategic Interventions a) Sensitize the general public on PPP Policy and implementation of AMS; and ensure private sector participation in market research and information system; and b) Prepare guidelines to involve private sector in agricultural marketing, research and information system. Policy Statement 3 Collection, analysis, storage and dissemination of agricultural marketing data will be strengthened at all levels. Strategic Interventions a) Build capacity at district, regional and national levels on collection, analysis, storage and dissemination of marketing data; b) Develop an integrated marketing information system for development of domestic and export of agricultural markets; 14 c) Provide guidelines to support and sustaining an integrated marketing information system at different levels; d) Encourage and support private sector initiative in collection, processing and dissemination of marketing information; e) Build capacity of Trade Officers to effectively collect, analyse and disseminate agricultural marketing information; and f) Facilitate establishment of agricultural products market information centres at village, ward, district, regional and national levels. g) Build broad and integrated marketing information system (MIS) Policy Statement 4 Use of ICT in agricultural marketing will be promoted. Strategic Interventions a) Develop and implement wider and interlinked MIS programme with ICT retooling at national, regional and district level; b) Support Local Government Authorities in acquiring and building capacity in the use of ICT in collection, processing, storage and dissemination of market information; c) Support private sector in the adoption and use of ICT; and d) Develop capacity of agricultural marketing stakeholders on ICT use. 2.3.8 Agricultural Marketing Risks Management The agricultural sector is characterized by unique features that distinguish it from other sectors. These features have invariably deterred private sector investment in agricultural marketing in the absence of adequate safeguards and, in turn, have adversely affected productivity and performance of agricultural markets. These features include low profitability and higher risks of on-farm investments such as weather and pest infestations; uncertainty in input and output prices in the liberalized and globalized markets; and limited availability of conventional bank loan collateral that farm households can offer. The objective is to have use of risks management strategies in agricultural marketing promoted. In order to implement the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 Market and non-market led risk management strategies (contract farming, insurance schemes, franchise, joint-venture, forward selling, futures markets, price hedging and warehouse receipt system) in agricultural marketing will be identified, promoted and developed. Strategic Interventions a) Develop commodity exchange market in agricultural products; b) Upscale the use of Warehouse Receipt System (WRS) to all possible crops and apply other risk management schemes to other commodities; c) Promote contract farming, processing and marketing; d) Facilitate agro-processing using warehouse receipt system and other risk management schemes; and e) Promote insurance schemes in agricultural commodities. 15 Policy Statement 2 Private sector capacities to apply various marketing risks management strategies will be promoted. Strategic Interventions a) Train and sensitise farmers’ groups, societies and cooperatives to participate in risk management schemes in agricultural marketing including use of Warehouse Receipt System, contract farming, contract marketing and processing; b) Review legislations to support effective involvement of stakeholders in agricultural marketing risk management schemes; c) Promote private sector to develop storage structures/warehouses to facilitate WRS; d) Develop incentives for the private sector to construct warehouse facilities to facilitate the agricultural marketing system. and e) Promote private sector investments in abattoirs that can process and preserve meat. 2.3.9 Access to Finance in Agricultural Marketing The unique features of the agricultural sector are the inherent risks which make it unattractive to lending by commercial banks and other financial institutions. Arguably, it remains tricky and risky for the existing financial institutions to extend financial services to the agricultural sector and more so in agricultural marketing. Lack of collateral, limited knowledge on sustainable and development oriented borrowing practices and insurance schemes compounds the inadequate financing in the sector. Moreover, it is rather expensive for lenders to manage loans scattered across to a multitude of small-scale farmers over large areas with little or no collateral and identification. The objective is to have access to financial services for agricultural marketing improved. In order to implement the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 The Government, in collaboration with other players, will devise and support mechanisms that will enhance financing of agricultural marketing: Strategic Interventions a) Promote financing of agricultural marketing through WRS; b) Formulate a legislation that will guide commercial banks to set aside a percent of their loan portfolio for agricultural marketing; c) Expedite the process of land formalisation and title deeds to serve as collateral for farmers; d) Expedite and promote the utilisation of Export and Import Credit Guarantee Scheme for agricultural marketing; e) Sensitise stakeholders to utilise the Second Generation Financial Sector Reform Programme; and f) Facilitate viable agricultural companies to be registered at Dar es Salaam Stock Exchange (DSE); g) Collaborate with related institutions in establishing agricultural development bank and appropriate agricultural financing policy, regulation and strategy; and h) Promote use of livestock as collateral for credit acquisitions from financial institutions. 16 Policy Statement 2 Establishment of agricultural trade and marketing financing institutions will be promoted and supported. Strategic Interventions a) Collaborate with related institutions in establishing legal and regulatory system to sustain the trade and marketing financing in agriculture; b) Revitalize financing for agricultural marketing; c) Facilitate formation of bank and non bank institutions for financing agricultural trade and marketing; and d) Promote Micro Finance Institutions (MFIs), community banks and other grassroots level agricultural marketing groups. Policy Statement 2 Viable financial agricultural marketing risks management tools will be promoted. Strategic Interventions a) Promote, deepen and scale up use of risks management tools across the country b) Establish Commodity Exchange market 2.3.10 Regional and International Agricultural Commodity Marketing Tanzania is currently a member of the Southern African Development Community (SADC) and East African Community (EAC) as well as a signatory to the World Trade Organization (WTO). In addition, Tanzania is eligible for special and differential treatment providing concessions and/or lesser obligations in market access, tariff and other areas. There are also preferential opportunities such as AGOA, EBA and others in bilateral arrangements. Tanzania has yet to benefit adequately from these arrangements mainly due to a number of factors, namely: supplyside constraints, unfair competition despite measures taken by WTO and meeting markets requirements, including sanitary and Phytosanitary measures. The objective is to have agricultural exports increased. In order to achieve the above objective, the following policy statements and their respective interventions have been stipulated. Policy Statement 1 Farmers and agricultural marketing actors will be supported to negotiate and compete effectively in regional and international markets. Strategic Interventions a) Disseminate information on national, regional and international markets; b) Build capacity to farmers’ groups, societies and cooperatives on negotiation skills for effective trading at regional and international markets; and c) Encourage and motivate farmers’ groups, societies and cooperatives to exploit effectively the opportunities in regional and international markets. d) Encourage and support participation in agricultural products promotion activities both domestically and internationally 17 Policy Statement 2 The Government will protect agricultural marketing stakeholders against unfair trade practices. Strategic Interventions a) Review the fair competition legislation; b) Enhance the capacity of institutions responsible for effective trade competition; and c) Create awareness and sensitise marketing stakeholders on issues concerning effective competition. Policy Statement 3 Transparent application and predictability of tariffs on agricultural products will be promoted. Strategic Interventions a) Disseminate and sensitise on applicable tariffs to stakeholders; and b) Put in place enforceable mechanism for agricultural tariff system. Policy Statement 4 The Government, in collaboration with other stakeholders, will ensure that trade policies, rules and regulations in regional markets are harmonized: Strategic Interventions a) Review and harmonise trade policies, rules and regulations in regional markets; and b) Disseminate and sensitise on trade policies, rules and regulations in regional markets to stakeholders. Policy Statement 5 The Government, in collaboration with other stakeholders, will raise awareness on the opportunities inherent in bilateral, regional and multilateral trading systems: Strategic Interventions a) Promote and strategically organise trade fairs and exhibitions b) Disseminate information on trade opportunities under bilateral, regional and multilateral arrangements to stakeholders Policy Statement 6 The Government will encourage producers to directly enter the markets instead of using middlemen: Strategic Interventions a) Encourage formation and build capacity producers groups, associations and cooperatives to undertake joint agricultural marketing; b) Sensitise and retool farmers’ groups, associations and cooperatives; c) Facilitate establishment of linkages between producers/producer groups/associations with buyers of agricultural products, d) Sensitise financial institutions in pre-financing of agricultural marketing for producer groups; and 18 e) Rebuild/restore trust on cooperatives by improving good governance. 2.3.11 Cross-cutting Issues Agricultural marketing is critically influenced by several factors that are outside the jurisdiction of the Ministry of Industry, Trade and Marketing. These cross-cutting issues need to be mainstreamed at planning and implementation stages. The most important are: Human Immune-deficiency Virus and Acquired Immune Deficiency Syndrome (HIV and AIDS); Gender; and Environment. These issues already have specific policies in place, including the National HIV Policy, 2001; Gender Policy, 2000; and National Environment Policy, 1997. The challenges in these issues are proper coordination and mainstreaming to foster synergies and ultimately minimise their adverse effects in agricultural marketing. The objective of this policy issue has been aligned with HIV/AIDS, gender mainstreaming and environment issues. On HIV/AIDS, the objective is to reduce further spread of HIV and AIDS pandemic and mitigate its effects on agricultural marketing. To meet this objective, the following statements have been issued: Policy Statement 1 Awareness on HIV and AIDS pandemic among agricultural marketing stakeholders at high risk will be created. Strategic Interventions a) Sensitise agricultural marketing stakeholders on HIV/AIDS pandemic. Policy Statement 2 The Government will continue to mainstream HIV and AIDS in all agricultural marketing strategies, plans and programmes. Strategic Interventions a) Integrate HIV/AIDS programmes in agricultural marketing plans and programmes b) Streamline HIV/AIDS issues on agricultural marketing. On gender, the objective is to have disadvantaged group involvement in all agricultural marketing related interventions mainstreamed. To meet this objective, the following policy statements have been issued: Policy Statement 3 The Government, in collaboration with other key stakeholders, will develop special programmes for women and youths empowerment: Strategic Interventions a) Build capacity to disadvantaged groups on how to exploit available opportunities in agricultural marketing activities. b) Develop special empowerment programmes for disadvantaged groups. 19 Policy Statement 4 Women’s agricultural marketing Co-operatives, associations and groups will be supported, promoted and facilitated: Strategic Interventions a) Encourage and facilitate development of women and disadvantaged agricultural cooperatives, associations and groups. Policy Statement 5 Participation of the youths in cooperative societies, associations and groups will be supported. Strategic Interventions a) Develop special schemes to attract youth and disadvantaged groups participation in agricultural marketing co-operative societies, associations and groups. Policy Statement 6 Agricultural marketing related projects/programmes for both women and youths will be established and implemented: Strategic Interventions a) Provide conducive environment for agricultural marketing related projects/programmes for women , youths and disadvantaged groups On Environment, the objective is to have environmental matters mainstreamed in all agricultural marketing related interventions. To meet this objective, the following policy statements have been issued: Policy Statement 7 The Government will ensure that, the policy and legal framework for environmental conservation and management is implemented by all stakeholders accordingly. Strategic Interventions a) Deepen the implementation of existing legal and regulatory arrangement on environmental conservation and management, b) Sensitise marketing stakeholders on the issues related to climate change and mitigation strategies for the different actors in the sector; 20 CHAPTER 3: INSTITUTIONAL FRAMEWORK 3.1. Implementation Arrangement Implementation of the AMS will be a joint Institutional task. This will include institutions both directly and indirectly involved in agricultural marketing activities including Public and Private sector. The public sector institutions include Agricultural Sector Lead Ministries (ASLMs) - Ministry of Livestock Development and Fisheries (MLDF), Ministry of Industry and Trade (MIT), Ministry of Agriculture, Food Security and Cooperatives (MAFC), Ministry of Water (MoW), and Prime Minister’s Office-Regional Administration and Local Government Authorities (PMO-RALG). Other Ministries and Institutions are Vice Presidents Office – Division of Environment, Ministry of Health and Social Welfare (MHSW), Ministry of Lands Housing and Human Settlement Development (MLHHSD), Ministry of Finance and Economic Affairs (MoF), Ministry of Works (MoW), Ministry of Communication, Science and Technology (MCST), Ministry of Justice and Constitutional Affairs (MJCA), Ministry of East African Cooperation (MEAC), Tanzania Trade Development Authority (TanTrade), Tanzania Bureau of Standards (TBS), Tanzania Food and Drug Authority (TFDA), Weights and Measures Agency (WMA), Bank of Tanzania (BoT), Capital Markets and Security Authority (CMSA), Dar es Salaam Stock Exchange (DSE), National Consumer Advocacy Council (NCAC) and Small Industries Development Organisation (SIDO). In addition, the framework also includes private sector and civil society organisations such as farmers, livestock keepers, processors, transporters, Tanzania Private Sector Foundation (TPSF), NGOs and Community Based Organizations (CBOs). 3.2 Roles and Responsibilities As the lead Ministry in Agricultural Marketing issues, the Ministry of Industry and Trade in collaboration with other stakeholders will: (i) (ii) (iii) Ensure participation by key Ministries and relevant stakeholders in the implementation of the strategy and related issues; Review the strategy on a regular basis, depending on changes in the environment; and Monitor and evaluate the implementation of the strategy and provide feedback to other public and private sector stakeholders. The roles and responsibilities of each Institution/Ministry are stipulated under each specific strategic intervention as indicated in Annex 1. The Strategy will be implemented over the next ten (10) years through the budget allocated to respective Ministry/Institutions depending on the tasks assigned to them. The implementation of AMS is expected to draw resources from various stakeholders including Government own sources and Development Partners. 3.3 Priority areas in implementation Though the implementation of the AMS as proposed is equally important, there is a need to have priority interventions to start with in order to fast track and improve agricultural marketing environment. The guiding criteria to the selection of priority within the priorities are: Multiplier effect to the targeted rural majority; convergence of indicative priorities by different policies and strategies; national priorities as enshrined in NSGRP, Vision 2025, Kilimo Kwanza and MDGs. Capitalizing on the above guiding stick, the priority areas are as follows:21 (i) Value Addition It is important to have an immediate action on the interventions under value addition issue because that will secure markets for processed Agricultural products. (ii) Agricultural Marketing Infrastructure Poor rural roads, water supply, transport, communication and electrification limits farmers access to markets, increase time and cost of transportation and often result in deterioration of produce quality. Immediate action to address this will create favourable environment to producers. (iii) Access to Finance in Agriculture Markets In order for farmers/agricultural marketing stakeholders to gain access to financial services, strategic interventions proposed under this pillar need to have an immediate attention. (iv) Agricultural Marketing, Information, Research and Intelligence Immediate action is needed on interventions proposed under this policy issue. Implementation of the proposed interventions will save the purpose of providing signals to stakeholders to maximize their efforts and help them on how best to allocate resources. (v) Agricultural Marketing Risk Management Risk Management strategies identified under this (policy issue) pillar is important tools for Agricultural Market. Immediate implementation of the proposed interventions will encourage private sector to invest in Agriculture. (vi) Agricultural Products Quality and Standards Inadequate adherence to the set product quality standards, grades and inadequate post harvest management, as well as inability to adhere to food hygiene and Sanitary and Phytosanitary requirements, limits on participation not only in global markets but also regional as well as domestic niche markets. Immediate implementation of the proposed interventions will lead to exploitation of the market opportunities available 3.4 Coordination The existing government framework will be used for implementation and coordination of the AMS strategic interventions. 3.4.1 National Level At National level, the coordination function for the implementation of AMS will be under the Lead Ministries. However, the Ministry of Industry and Trade will be the overall coordinator as stipulated in the policy. There will be National Steering Committee, comprised of representatives of all relevant ministries, representatives from other relevant public institutions, international agencies, higher learning institutions, the private sector (farmers, livestock keepers and agribusinesses) as well as representatives from the CSO. The committee will be chaired by the Permanent Secretary MIT. 22 The National Agricultural Marketing Technical Committee comprised of technical selected members will support National Steering Committee to review, analyse, monitor and evaluate projects that will be geared towards implementation of the policy. 3.4.2 Regional Level At Regional level the coordination function will be under the Regional Agricultural Marketing Committee chaired by the Regional Administrative Secretary. The committee will comprise of the relevant regional technical experts including Regional Trade Officers (RTOs). . 3.4.3 District Level At District level, the coordination function will be under the PMO-RALG whereby there will be District Agricultural Marketing Committee chaired by the District Administrative Secretary (DAS). The Committee will comprise of relevant district technical experts including District Trade Officers (DTOs) and District Agriculture and Livestock Officers (DALDOs). 3.5 Cost The AMS covers eleven strategic areas which are considered the major pillars for agriculture marketing development. Budgetary allocations between MIT and other key Ministries and Institutions will depend on roles of which each will play in the implementation of AMS. The total indicative budget will have to be worked out during the preparation of the Action Plan/Programme. A detailed Agricultural Marketing programme which covers five (5) years should be able to show that there will be a positive return on the investment in the strategic areas elaborated in the AMS and significant contribution to the overall goals of Vision 2025, NSGRP and KILIMO KWANZA. 3.6 Benefits The implementation of this strategy will lead to the increase of agricultural sector contribution to the national cake. Among other benefits this contribution is attributable to the following advantages a) Stirring-up improvement in marketing infrastructure (such as port facilities, storage facilities, rural roads, marketing information system); b) Increased quality of human resources to man effectively agricultural marketing activities; and c) Revival of Agricultural Marketing activities will catalyse production and service provision of related sectoral activities. This will include value addition in agriculture produce; improvement in grades, standards and quality in agricultural production marketing. 23 CHAPTER 4: MONITORING AND EVALUATION SYSTEM The Monitoring and Evaluation (M&E) system for the AMS will be linked to the M&E framework laid down in the NSGRP, and to M&E systems of each participating sectoral ministry. The Directorate of Policy and Planning of the MIT will be responsible for the development and review of M&E. At the national level, the Directorate of Policy and Planning of the MIT will ensure compliance with national poverty monitoring system indicators and therefore contribute to the harmonization and prioritization of the poverty monitoring master plan indicators. The log frame shows the indicators that will be used to monitor progress in the implementation of the AMS. An Inter-ministerial Coordination Committee (ICC) composed of Permanent Secretaries of the lead and collaborating Ministries and representatives of the private sector will be constituted. The committee will be responsible for coordination and monitoring implementation of AMS and ensure that the goals are being achieved. At regional level, the regional secretariats will monitor implementation of the AMS in their respective regions while at district level; the relevant standing committee will be responsible for monitoring the implementation of AMS. The monitoring of the AMS will be guided by five fundamentals criteria: Implementation schedule: Adherence to the implementation schedule that will be set out in the AMS in respect of time frame, financial requirements, attainment of objectives; Standards. Observation and fulfilment of set national standards where these are applicable; Consistency with national development goals; Adherence to the national policies as stipulated either in the constitution or relevant pieces of legislation; Cohesiveness. Attention to linkage between the priority areas in the strategy and specific actions within each area to ensure consistency; and Stakeholder’s performance. Performance of various actors at the district in relation to fulfilling their mandate, execute their roles and responsibilities and the effectiveness of their plans and activities, i.e. delivering services and attaining the stated goals and objectives. 24 CHAPTER 5: LOGICAL FRAMEWORK FOR AGRICULTURAL MARKETING STRATEGY (AMS) 2010-2015 NARRATIVE DESCRIPTION OBJECTIVELY MEANS OF ASSUMPTIONS OF GOAL, PURPOSE, VERIFIABLE VERIFICATION OBJECTIVES, OUTPUTS AND INDICATORS INTERVENTIONS OVERALL GOAL: Agricultural growth Political will and Annual economic Reduce income poverty through increased from 2.7% in economic stability Review reports promoting inclusive sustainable 2010 to 6.3% per annum by National Bureau of sustained, promising and employment enhancing 2015 weather conditions Statistics reports growth PURPOSE: Facilitate strategic marketing of Agricultural growth Political will and Annual economic agricultural products while increased from 2.7% in economic stability Review reports ensuring fair return to all 2010 to 6.3% per annum by National Bureau of sustained, promising stakeholders based on a 2015 weather conditions Statistics reports competitive, efficient and equitable marketing system STRATEGIC OBJECTIVE: Stimulate diversification and value addition in agricultural products in response to increasing and changing market demand OUTPUTS AND INTERVENTIONS STRATEGIC AREA 1.0: Value addition in agricultural produce supported and promoted Output 1.1 Primary agro-processing and value addition promoted and strengthened INTERVENTIONS: Number of producer MAFC Reports, Political will and 1.1.1 Encourage and motivate groups, societies and MLDF Reports, individual formation of producer cooperatives formed Regional Secretariat preparedness exist groups, societies and Reports cooperatives involved in Resource (Human, small and medium scale financial, equipment) processing availability 1.1.2 Build capacity of small scale farmer and producer groups to process agricultural produce. Number of small scale farmers and producer groups trained, Number of small scale farmers and producer groups facilitated 1.1.3 Enhance capacity on grading and packaging of agricultural products through introducing packaging development incentives Grades for different agricultural products established Number of firms that obtained packaging development incentives which have grading and packaging facilities MIT Reports, MAFC Reports, MLDF Reports, Regional Secretariat Reports, TanTrade Report,SUA project reports SIDO annual reports MIT Industrial survey report/ TanTrade Survey TPSF, CTI, TCCIA NBS reports Demand by individual and producer group exists Farmers have effective demand to purchase packaging technology High demand of quality packed products exist Economic survey 1.1.4 Build capacity of Public Institutions whose functions have a direct link with agro-processing Number of public institutions facilitated to build capacity for agro processing Performance of institutions supporting agro-processing 1.1.5 Provide special incentives to investors in agro- Number of new investments in packaging 25 ASLM annual implementation reports Political will and institutions preparedness exist TanTrade,TBS, WMA, SIDO, TFDA, TIRDO, and SUA reports MIT reports TanTrade Reports Incentives to investors appeals to NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS processing and packaging industries OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS industries packaging investment 1.1.6 Facilitate creation of sustainable industrial cluster infrastructure Number of industrial cluster infrastructure facilitated TIC reports SIDO reports TBS reports EPZA reports MIT annual implementation report 1.1.7 Promote and enhance rural industrialization to support agro – processing Number of rural agroprocessing industries supported Number of existing and emerging rural agroprocessing industries Rules & regulations in place to discourage export of unprocessed agricultural raw materials and control importation of subsidized finished agricultural commodities Volume/value of exported raw materials Volume of imported agricultural finished goods Trend of tariff bills SIDO report MIT reports PMO-RALG Reports Political will and institutions preparedness exist ASLM annual implementation reports TRA reports BOT reports Political will exist MIT annual reports BOT reports TRA reports Political will exists 1.1.8 Discourage export of unprocessed (raw) agricultural commodities and control importation of subsidized finished agricultural commodities. 1.1.9 Reduce utility (electricity, water) tariffs and ensure adequate supply of utilities for industrial use Number of existing and emerging agro-processing industries Volume of agro- processed products Political will and institutions preparedness exist Output 1.2: Special programmes and incentives to investors in agro-processing firms put in place INTERVENTIONS: Number of tax and nonASLM reports 1.2.1 Review and enforce tax legislations and MOF reports Political will exist favourable fiscal measures regulations supportive to TIC (tax and non-tax) that are agro-processing reviewed PMO-RALG Competent staff supportive to domestic Parliament Hansard available agro-processing investment 1.2.2 Establish and promote Economic Development Zones (EDZ) in agricultural sector Number of EPZ/SEZ established MIT reports EPZA reports 1.2.3 Support programmes that promote Small and Medium Enterprises (SMEs) activities in agro-processing. Number of SMEs involved in agro-processing Number of SMEs supported by agroprocessing programmes TanTrade Report SIDO reports TIC Reports MIT report Agro-processing Programmes exists 1.2.4 Promote/support the One District One Product programme Number of districts with One District One Product programme TanTrade Report,SIDO reports PMO-RALG Reports MAFC Reports Political will exist Political will exist Land allocated according to requirements 26 Financial resource availability Financial resource availability NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS Cooperation with Local Government exist Output 1.3: Consumption of locally processed agricultural products in the domestic market promoted 1.3.1 Build capacity of local Number of local Tan Trade reports, processors to produce processors trained and SIDO reports, TBS Preparedness of Local commodities at the required produce at the required reports, processors exists quantity and quality to meet quantity and quality to MIT reports domestic market demands meet domestic demand. Political will exist 1.3.2 Enhance production of affordable locally processed agricultural products by promoting production of appropriate and low cost packaging materials, branding and product innovation. Number of local industries producing packaging materials for processed agricultural products MIT reports SIDO reports WMA Reports Tan Trade reports TBS Reports BRELA Reports TCCIA reports, CTI reports 1.3.3 Enhance consumption of quality locally processed agro-products through regular promotion and sensitisation programmes. Number of events promoting locally processed products TANTRADE reports SIDO reports MIT reports Consumer survey reports Capacity exists Political will exist Political will and individual preparedness exist Trend in domestic demand for locally processed agroproducts established OUTPUT 1.4: Investment in research and development for agro-processing promoted 1.4.1 Facilitate invention and Number and type of SIDO reports Market availability dissemination of technologies in agroTIRDO reports appropriate technologies processing tested and CAMARTEC reports Resource availability and research findings for promoted TEMDO reports agro-processing COSTECH report Academic research reports (e.g SUA, UDSM, UDOM) 1.4.2 Build capacity of R&D Number of R&D Ministries R&D will be institutions on agro institutions established and Implementation facilitated as processing technologies /or facilitated reports, National envisaged Budget Speech Share of budget spent by MHES Reports Expertise available R&D institutions 1.4.3 Monitor and evaluate (output and outcome) of R&D on agro-processing 1.4.4 Promote agro processing technology acquisition, adoption and transfer Number of R&D training programmes in place M & E assessment to R&D institutions undertaken Number of agro processing technologies acquired, M&E framework exist R&D institutions supported MIT Reports Number of transferred technologies adopted 1.4.5 Encourage demand driven COSTECH Reports MIT Reports Higher learning Institutions reports (Universities) COSTECH Reports Number of participatory 27 MCST Reports Agricultural census reports TIRDO Reports Expertise available Political will exist R&D institutions NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS participatory research on agro processing OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS agro processing research undertaken COSTECH Reports Academic institutions research reports (e.g SUA, UDSM, UDOM) supported Expertise available STRATEGIC AREA 2.0: Quality and standard of agricultural products produced and marketed improved OUTPUT 2.1 Capacities of the agricultural marketing actors in meeting quality, grades and standards for the domestic, regional and international markets enhanced 2.1.1 Build capacity of marketing Number of marketing MIT reports Political will and actors on domestic and actors trained on products TBS Reports individual international agricultural safety and quality, preparedness exist products quality, standards standards grades CBE Reports and grades SUA Reports 2.1.2 Strengthen the capacity of Number of institutions TBS reports Political will exist institutions dealing with capacitated on safety and TFDA grading, safety and quality quality standards setting SIDO reports Financial resources control and setting of Number of institutions SUA reports available standards along the trained on safety and agriculture value chain. quality standards setting Output 2.2 Mechanisms for accreditation, testing, monitoring the quality, grades and standards of locally produced and imported agricultural products strengthened 2.2.1 Sensitise private sector on Number of private sector MITM Reports Sensitization the use of national employees sensitized on TBS report programme exists accredited laboratories, the use of accredited TFDA testing equipment and laboratories, testing TIRDO Willingness of private methods equipment and methods. sector actors exists 2.2.2 Enhance capacity of institutions responsible for safety and quality standards for agro-products at national, regional and district levels. 2.2.3 Promote the use of quality packaging material that conforms to national and international standards Number of private sector organizations sensitized on the use of accredited laboratories, testing equipment and methods Proportion of Ministry’s budget to regulatory authorities Number of institutions capacitated to oversee safety and quality standards for agro products at national, regional and district levels Number of promotions events on packaging National Budget Political will exist Financial resources available MIT implementation reports Tan trade reports Standardization frame work exists Promotion programme exists TBS reports 2.2.4 Strengthen the National Packaging Centre and promote the establishment of packaging centres at regional and district level Number of functional packaging centers established and strengthened at national, regional and district levels LGAs reports LGAs motivated TBS reports National Packaging Centre exists 2.2.5 Establish and implement traceability systems for agro Traceability System Databases for the agro TIRDO Reports MAFC Reports Political will exist 28 NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS products (crops and livestock) value chains for market accessibility, quality and safety assurance to meet consumer demands 2.2.6 Support accreditation of private and public laboratories to increase accessibility to accredited laboratories and affordability of their services OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS products (crops and livestock) value chains in place and operational MLDF Reports Financial resources available Number of functional private and public laboratories accredited Number and type of accredited equipment and testing methods in functional private and public laboratories TBS Reports TFDA Reports TIRDO Reports MITM Reports Accreditation programme exists OUPUT 2.3: The regulations governing utilization of designated buying posts and centres for agro-products by farmers’ groups, associations and cooperative societies enforced 2.3.1 Strengthening collaboration Number of fora established PMO-RALG reports All MDAs implement among Central Ministries, to strengthen collaboration LGAs Reports D by D on Sectoral Ministries and among Central Ministries, D by D sustainable basis Local Government Sectoral Ministries and implementation plans Authorities through Local Government Decentralization by Authorities to enforce Devolution (D by D) and regulations governing Public Private Partnership utilisation of designated (PPP) framework in crop buying posts enforcing regulations governing utilisation of designated crop buying posts. 2.3.2 Equip and develop human resource capacity at all buying/collection centres to facilitate enforcement of regulations governing quality and standards at crop buying centres Number of buying post and centers capacitated to enforce regulations governing quality and standards LGAs reports Buying posts and centers operates 2.3.3 Promote and strengthen formation of farmer’s groups, societies and cooperatives that use designated buying posts and centres for agro-products Number of farmers groups, societies and cooperatives supported/formed LGAs report ASLM reports Budget is supportive to such activities 2.3.4 Promote development of buying/collection posts and centres for agro-products to facilitate enforcement of safety and quality standards Number of operational buying posts and centres for agro-products developed LGAs report Adequate budgets at LGAs levels MIT Reports Number of staff at buying post and centers trained to enforce regulations governing quality and standards MIT Reports ASLM reports Buying posts and centers operates OUTPUT 2.4: Standards, quality and grades in agricultural marketing developed and harmonised 2.4.1 Harmonise national Number of national Law Reform Political will exist 29 NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS standards and quality legislations with regional and international standards; 2.4.2 Create awareness to stakeholders on the harmonized standards of agro products. 2.4.3 Create awareness on the benefits of quality and standards on agro-products for trust and sustainability of market for agro products 2.4.4 Enforce standard, quality and grades regulations OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION legislations on safety and quality, standards, and grades harmonised with regional and international legislations on safety and quality standards, and grades. Commission Report Number of national standards for agro products harmonized with regional and international standards Number of stakeholders trained on harmonized national, regional and international standards for agro products Number of events conducted to create awareness on the benefits of quality and standards on agro-products for trust and sustainability of market for agro products Volume of sub standard agro products impounded Number of consumer complaints on substandard of agro products MIT implementation report Bunge Hansard ASSUMPTIONS Harmonization procedures exist TBS reports Harmonized standards on agro products in use TBS reports TPSF Reports MIT Reports TBS Reports Political will and individual willingness exist TBS report TFDA reports FCT Reports FCC reports Resource availability Political will exists STRATEGIC AREA 3.0: Legal and regulatory framework for efficient, effective and transparent system governing agricultural marketing at different levels OUTPUT 3.1. Legal and regulatory framework for efficient, effective and transparent system governing agricultural marketing at different levels put in place 3.1.1 Institute a participatory Number of private and MJCA Reports Unfriendly laws and legal and regulatory legal enforcers MIT Reports regulations exists framework for agricultural representatives in legal and PMO-RALG Reports marketing at all levels regulatory reviews for Political will and agricultural products individual willingness exist 3.1.2 Assess adequacy and Number of legislations MJCA Reports Unfriendly laws and relevancy of existing governing agricultural regulations exists legislation governing marketing MIT Reports agricultural marketing with reviewed/amended Political will and a view of amending, LGAs Reports individual willingness repealing and/or making exist new laws where necessary 3.1.3 Develop and institute/ Existence of M&E MDAs and LGAs M&E framework M&E framework for framework for Agricultural reports developed agricultural marketing at all Marketing M&E reports for levels agricultural marketing OUTPUT 3.2: Private sector participation in the development and management of legal and regulatory reforms facilitated and encouraged 3.2.1 Promote establishment and strengthening of stakeholders fora to Number of stakeholders fora for legal and regulatory reforms for 30 MDAs reports Law Reform Political will and individual willingness exist NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS participate in legal and regulatory reforms for agricultural marketing; OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION agricultural marketing in place Commission Report 3.2.2 Number of private sector actors involved in legal and regulatory reforms ASLMs reports Number of members of private sector participating in development and management of legal and regulatory reforms ASLMs reports Number of events for public sensitization on legal and regulatory reforms related to agricultural marketing, and Number of people trained on regulatory reforms related to agricultural marketing ASLMs reports Encourage law enforcers to involve private sector in the decision making of legal and regulatory reforms 3.2.3 Build capacity of the private sector to effectively participate in the development and management of agricultural marketing legal and regulatory reforms 3.2.4 Sensitise the public on legal and regulatory reforms related to the agricultural marketing Law Reform Commission Report Law Reform Commission Report Law Reform Commission Report ASSUMPTIONS Political will and individual willingness exist Political will and individual willingness exist Political will and individual willingness exist STRATEGIC AREA 4.0: An effective and harmonized institutional framework that will enhance the performance of various stakeholders in agricultural marketing activities developed OUTPUT 4.1: Legislations for development of farmers’ organizations, particularly member based cooperative societies, association and groups reviewed 4.1.1 Review and amend Number of Agricultural ASLM reports Demand of changes legislations in view of marketing legislations from stakeholders improving coordination of reviewed and amended Parliamentary exist marketing functions among Number of Agricultural (Bunge) Hansard different actors Marketing supportive Political will exists legislations formulated 4.1.2 Establish other relevant ASLM reports Demand of changes bodies to complement Number of relevant bodies from stakeholders agricultural marketing established to complement Bunge Hansard exist activities agricultural marketing activities Political will exists 4.1.3 Build capacity of Ministries, Number of Ministries, Departments and Agencies Departments and Agencies ASLM reports Political will exists responsible for agricultural responsible for agricultural marketing marketing with improved capacity 4.1.4 Ensure that institutions Proportion of budget in BOT, MoF, Political will exists responsible for agricultural relevant ministries MAFC,MIT Reports marketing are adequately allocated to support financed agricultural marketing increased Number of institutions responsible for agricultural marketing financed OUTPUT 4.2: A framework to address anti-competitive practices, including cartels and monopolistic tendencies put in place in collaboration of other stakehold 4.2.1 Strengthen enforcement Number of Fair ASLM reports of legislations governing Competition enforcement Political will exists 31 NARRATIVE DESCRIPTION OBJECTIVELY MEANS OF ASSUMPTIONS OF GOAL, PURPOSE, VERIFIABLE VERIFICATION OBJECTIVES, OUTPUTS AND INDICATORS INTERVENTIONS fair competition in measures put in place FCC Reports agricultural marketing 4.2.2 Create awareness to the Number of sensitization general public on antievents in Regions/districts FCC Reports Capacity at FCC competitive practices and on anti-competitive exists legislations governing fair practices and legislations competition in governing fair competition Anti-competitive agricultural marketing in agricultural marketing practices exists 4.2.3 Strengthen institutions Number of Institutions ASLM Reports Institutional demand responsible for responsible for fair for training exist combating anticompetition in agricultural FCC Reports competitive practices in marketing strengthened agricultural marketing 2.2.4 Strengthen access to Affordable marketing MIT,MAFC,MCST Adequate budget marketing information system to information system Reports all stakeholders in agricultural available to all stakeholders marketing in agricultural marketing 2.2.5 Strengthen monitoring and M & E Reports on antiMIT,MAFC,MLDF Adequate budget evaluation of anti-competitive competitive practices in Reports practices in agricultural trade and agricultural trade and marketing marketing OUTPUT 4.3: Consumers’ cooperatives development, advocacy, lobbying and negotiation skills for the private sector strengthened 4.3.1 4.3.2 Establish and strengthen consumers’ societies for advocacy , lobbying and negotiation in agricultural trade and marketing Number of consumers’ Rights Societies/fora established and strengthened in agricultural trade and marketing Build capacity on advocacy, lobbying and negotiation skills to consumers groups and associations. Consumers groups and associations trained on advocacy, lobbying and negotiation skills Provide support to NGOs, CBOs, and nonstate actors to undertake advocacy, lobbying and negotiation Share of Government budget supporting NGOs, CBOs, and non-state actors to undertake advocacy, lobbying and negotiation in agricultural trade and marketing MIT Reports ASLM Reports Political will exists Capacity to consumers groups and associations do not exist. Political will exists 4.3.3 4.3.4 Provide and strengthen consumers’ advocacy platforms and dialogue at all levels Number of NGOs, CBOs, non-state actors supported to undertake advocacy, lobbying and negotiation in agricultural trade and marketing Number of consumers’platforms and fora conducted Number of registered Consumers’ Rights Societies/for a 32 Annual Government Budget Political will exists ASLM Reports ASLMs Reports Register of Consumer rights societies Resource availability Political will exists Political will and individual willingness exist NARRATIVE DESCRIPTION OBJECTIVELY MEANS OF ASSUMPTIONS OF GOAL, PURPOSE, VERIFIABLE VERIFICATION OBJECTIVES, OUTPUTS AND INDICATORS INTERVENTIONS STRATEGIC AREA 5: Entrepreneurial and marketing skills of agricultural marketing actors enhanced OUTPUT 5.1: Training in entrepreneurial and marketing skills for agricultural marketing stakeholders supported and promoted 5.1.1 Enhance capacity of Number and capacity of ASLM Reports Political will exist training institutions in training institutions entrepreneurship and supporting MEVT marketing skills entrepreneurship and Higher learning and marketing skills other learning institutions reports (e.g SUA, UDSM, UDOM) 5.1.2 Establish a sustainable Number of incentive and MIT Reports Political will exist incentive and reward reward schemes to support schemes to support graduate and other trained ASLM Reports graduate and other trained entrepreneurs to venture entrepreneurs to venture into agribusiness MOF Reports into agribusiness established Number of graduates and other trained entrepreneurs benefited from incentive and reward schemes venturing into agribusiness OUTPUT 5.2: Private sector participation in the training on entrepreneurial and marketing skills encouraged and supported 5.2.1 Facilitate Number of marketing ASLM Report Public willingness entrepreneurship programmes for farmers’ exist development and groups, cooperatives and MIT Report marketing programmes societies established and Higher learning Political will exist for farmers’ groups, facilitated institutions (e.g SUA cooperatives and , UDSM and societies. associated colleges reports) 5.2.2 Identify, coordinate and Number of private sector promote private sector institutions conducting ASLM Reports Political will exist participation in entrepreneurship training conducting to farmer’ groups, TPSF Reports Individual group entrepreneurship training cooperatives and societies demand exist to farmer’ groups, Number of farmer’ groups, cooperatives and societies cooperatives and societies trained in entrepreneurship by private sector institutions OUTPUT 5.3: Entrepreneurship and marketing curricula in vocational training centres, colleges and learning institutions reviewed and strengthened 5.3.1 Support review of Number of curricula for agricultural university/college courses MEVT Reports College willingness training institutions to accommodate Curricular reviews of exist adequately address entrepreneurship agricultural training aspects of marketing and development institutions, colleges College/University entrepreneurship and universities curricula does not development include entrepreneurship development 5.3.2 Introduce and supporting entrepreneurship and Number of courses at primary and secondary 33 MEVT Reports Primary/secondary school curricular does NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS marketing skills curricula at primary and secondary schools 5.3.3 OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION schools levels incorporating entrepreneurship and marketing skills Number of training modules developed ASSUMPTIONS not include entrepreneurship development Support development of MEVT Reports training modules on entrepreneurship and marketing skills for different agricultural marketing stakeholders OUTPUT 5.4: Agricultural marketing extension services strengthened 5.4.1 Strengthen the capacity of Number of trainers in ASLM Reports agricultural training agricultural training institutions on training institutions training agricultural marketing agricultural marketing to Adequate budget 5.4.2 Promote and facilitate provision of agricultural marketing extension services in rural areas by retooling existing extension staff with marketing knowledge and skills Number of agricultural extension staff able to provide agricultural marketing extension services in rural areas ASLM Reports Inadequate extension services in rural areas 5.4.3 Put in place a framework to facilitate participation of private sector to provide marketing extension services Number of private sector institutions providing marketing extension services ASLM Reports No private provider of extension services 5.4.4 Reorient Trade Officers to effectively disseminate marketing extension services to stakeholders and promote entrepreneurship skills Number of Trade Officers disseminating marketing extension services to stakeholders and promoting entrepreneurship skills MIT/PMORALG/MAFC Reports Adequate budget Capacity of Extension Services institutions is inadequate STRATEGIC AREA 6: Agricultural marketing infrastructure improved and developed OUTPUT 6.1: Key and strategic agricultural marketing infrastructure developed 6.1.1 Develop reliable rural % of Tanzania rural roads MID Reports Political will exist infrastructure network (railways/ferries) in Master (roads/railways/ferries) Plan implemented TANROADS to link key production Reports areas to market outlets 6.1.2 6.1.3 Promote the use of appropriate technology in developing rural road infrastructure. Rural roads (km) constructed using the rural technology MID Reports PMO-RALG Reports TANROAD Reports Facilitate construction of economically viable warehouses, cold rooms, re-export centres and other storage facilities to Number of storage facilities (e.g Warehouses and cold rooms) constructed ; MIT Reports 34 ASLM Reports Political will exist Private sector are ready to invest in Agricultural Marketing Infrastructure Political will exist NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS cater for domestic, regional and international markets OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS MIT Reports Political will exist Number of functional agricultural product storage facilities (Warehouses and cold rooms) Number of farmers and consumers of agricultural products benefiting from storage facilities 6.1.4 Develop strategic border markets to facilitate agricultural trade across borders Number of re-export centers established Number of developed physical market infrastructure at the boarders ASLM Reports 6.1.5 Link rural markets with Number of zonal/regional MIT Reports Political will exist regional and border markets for produced ASLM Reports Financial resources agricultural market agricultural products PMO-RALG Reports available centres established OUTPUT 6.2: The Government will put in place enabling and conducive environment for private sector and other stakeholders’ investment in the agricultural marketing infrastructures. 6.2.1 Review marketing related Number of laws and Mow Reports Political will exist legislations to encourage regulations reviewed private sector investment ASLM Reports Financial resources in agricultural marketing available infrastructure Bunge Hansard 6.2.2 6.2.3 6.2.4 6.2.5 Create awareness on PPP policy and legislation to facilitate private sector participation in developing agricultural marketing infrastructure Number of Private Sector Organizations, Associations sensitized PMO Report Political will exist MIT Reports Support local Authorities to set aside suitable areas for agricultural infrastructure development Number of reserved sites for agricultural marketing infrastructure development PMO Report Private sector are ready to invest in Agricultural Marketing Infrastructure Political will exist MIT Reports Financial resources available Identify and link private sector to sources of finance for agricultural marketing infrastructure investments Number of banks and nonbank financial institutions willing to finance Agricultural Marketing Infrastructure Number of Regional Investment Profiles reviewed MOF Reports Political will exist Resource availability Review regional investment profiles to accommodate investment opportunities for agricultural marketing infrastructure. MIT Reports TIC Reports Political will exist PMO Reports Regional Profiles exist OUTPUT 6.3: Communities’ involvement in developing, operating and maintaining agricultural marketing infrastructure will be promoted 6.3.1 Implement PPP policy Number of Agricultural ASLM Reports Private sector and strategy in Marketing Infrastructure willingness exist developing, operating and constructed under PublicMIT Reports maintaining agricultural Private partnership PMO Reports Financial resources 35 NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS marketing infrastructures 6.3.2 Develop a sensitisation programme on effective participation of the private sector in developing, operating and maintaining agricultural marketing infrastructure 6.3.3 Relocate privatised agricultural marketing infrastructures that are not effectively utilised. OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION Number of sensitization Programmes conducted PMO Reports Number of privatised agricultural marketing infrastructures relocate MIT/MAFC Political will exist Financial resources available 6.3.4 Marketing infrastructure database MIT Reports Ministry of Works reports Ministry of Transportation and communication reports. Resource availability Develop a database and network, and monitor performance of agricultural marketing infrastructure MIT Reports ASSUMPTIONS available Political will exist Financial resources available ASLM Reports STRATEGIC AREA 7: Adequate, quality and timely agricultural marketing information services to facilitate marketing functions availed OUTPUT 7.1: Farmers’ organizations, groups and cooperative societies capacities in data collection, analysis, storage and dissemination promoted 7.1.1 Promote and strengthen Number of farmers’ ASLM Reports farmers’ groups, formation of farmers’ groups, societies and MVIWATA Reports societies and groups, societies and cooperatives involved in cooperatives cooperatives that will be data collection, analysis and willingness exist involved in data collection, dissemination of market analysis and dissemination information. of market information to group members 7.1.2 Build capacity for organized groups in collection, storage, processing, analysis and dissemination of marketing information. Number of groups/associations capacitated in collection, storage, processing, analysis and dissemination of marketing information. MIT Reports MVIWATA Reports ASLM reports Organized groups/associations have enough staff 7.1.3 Provide backstopping and support to farmers’ groups, associations and cooperative societies on collection, analysis and dissemination of market information. Number of farmers groups supported on collection, analysis and dissemination of market information. MIT Reports ASLM reports MVIWATA Reports Organized groups in place and willing to deal with MIS OUTPUT 7.2: Public-Private-Partnership in undertaking marketing research and information systems strengthened 7.2.1 Sensitize the general public Number of sensitization ASLM Reports Key Players on PPP Policy and Programme conducted PMO Reports willingness implementation of AMS, Exist and ensure private sector participation in market Financial resources research and information available system 7.2.2 Prepare guidelines to Guidelines to involve MITM Guidelines Key players 36 NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS involve private sector in agricultural marketing, research and information system OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS private sector in agricultural marketing, research and information system in place documents willingness exist OUTPUT 7.3: Collection, analysis, storage and dissemination of agricultural marketing data at all levels strengthened 7.3.1 Build Capacity at district, Number of staff trained on regional and national MIS MIT Reports Staff for data levels on collection, ASLM Reports collection, analysis, analysis, storage and storage and dissemination of dissemination exist marketing data 7.3.2 Develop an integrated Integrated marketing MIT, MCST Reports Adequate budgets marketing information information system system for development developed of domestic and export of agricultural markets 7.3.3 Provide guidelines to support and sustaining an integrated marketing information system at different levels; 7.3.4 Number of policy guidelines to support and sustaining an integrated marketing information system at different levels established Number of private sector initiative in MIS supported MIT Reports ASLM Reports Staff for data collection, analysis, storage and dissemination exist Encourage and support private sector initiative in collection, processing and dissemination of marketing information 7.3.5 Build capacity of Trade Number of trade officers Officers to effectively trained collect, analyse and disseminate agricultural marketing information 7.3.6 Facilitate establishment of Number of information agricultural product Centers established market information centres at village, ward, district, regional and national levels 7.3.7 Build broad and Marketing Information integrated marketing System (MIS) developed information system (MIS) OUTPUT 7.4: Use of ICT in agricultural marketing promoted 7.4.1 Develop and implement Number of MIS wider and interlinked MIS Programmes interlinked programme with ICT with ICT developed retooling at national, regional and district level MIT Reports 7.4.2 PMO-RALG Reports Political will exist ASLM Reports Financial resources available Support Local Government Authorities in acquiring and building capacity in the use of ICT in collection, processing, storage and dissemination Number of Local Government Authorities using ICT in collection, processing, storage and dissemination of market information 37 ASLM Reports Private sector initiative in MIS exist MIT/PMO-RALG Reports Adequate budgets at LGAs levels PMO-RALG Reports MVIWATA Reports Adequate budgets at LGAs levels MIT Reports TanTrade Report Competent staff available MIT Reports Political will exist ASLM Reports NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS of market information 7.4.3 Support private sector in the adoption and use of ICT OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS Number of Private Sector institutions using ICT on MIS MIT Reports Private Sector adopted ICT on MIS 7.4.4 Number of ICT literate agricultural marketing stakeholders MCST Reports PMO-RALG Reports Develop capacity of agricultural marketing stakeholders on ICT use ASLM Reports Private Sector adopted ICT on MIS STRATEGIC AREA 8.0: Use of risks management strategies in agricultural marketing promoted OUTPUT 8.1: Market and non-market led risk management strategies (contract farming, insurance schemes, franchise, joint-venture, forward selling, futures markets, price hedging and warehouse receipt system) in agricultural marketing identified, promoted and developed 8.1.1 Develop commodity Number of market and MIT Reports High risk in exchange market in non-market risk Agricultural agricultural products management tools ASLM Reports Production exist developed 8.1.2 Upscale the use of Number of regions where MIT Reports Warehouse Receipt Warehouse Receipt warehouse receipt system system operates in System (WRS) to all and other risk management ASLM Reports few regions possible crops and apply schemes operates other risk management Political will exist schemes to other Tonnage and type of crops commodities and other agricultural products sold through WRS other risk management schemes 8.1.3 8.1.4 8.1.5 Promote contract farming, processing and marketing Facilitate agro-processing using warehouse receipt system and other risk management schemes Promote insurance schemes in agricultural commodities Number of farmers groups using WRS and other risk management schemes Number of established farmers’ & farmers group complementing Agricultural Marketing Number of farmers groups using WRS and other risk management schemes Number of agro processing firms facilitated and other risk management schemes Insurance schemes in agricultural commodities marketing established MIT Reports ASLM Reports Political will exist MIT Reports TWLB Reports SIDO Reports Willingness and supportive budget exists MoF Reports ASLM reports Positive response from insurance companies OUTPUT 8.2: Private sector capacities to apply various marketing risks management strategies promoted 8.2.1 Train and sensitise Number of farmers’ MIT Reports farmers’ groups, farmers’ groups, societies groups, societies and societies and and cooperatives to cooperatives sensitized in ASLM Reports cooperatives exist participate in risk risk management strategies farmers’ groups, management schemes in societies and agricultural marketing cooperatives including use of willingness exist Warehouse Receipt System, contract farming, contract marketing and processing 38 NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS 8.2.2 MIT Reports Political will exists MIT,MAFC Reports Adequate budgets Review legislations to support effective involvement of stakeholders in agricultural marketing risk management schemes 8.2.3 Promote private sector to develop storage structures/warehouses to facilitate WRS Number of legislations to support effective involvement of stakeholders in agricultural marketing risk management schemes reviewed Number of private sector storage facilities for agro products developed and utilized 8.2.4 Develop incentives for the private sector to construct warehouse facilities to facilitate agricultural marketing system Incentive package for the private sector to construct warehouse facilities to facilitate agricultural marketing system established MoF, TIC, MIT,MAFC Reports Political will exists 8.2.5 Promote private sector investments in abattoirs that can process and preserve meat. Number of private sector abattoirs that can process and preserve meat. MELD reports Political will exists ASLM Reports STRATEGIC OBJECTIVE 9: Access to financial services for agricultural marketing improved OUTPUT 9.1: The Government in collaboration with other players will device and support mechanisms that will enhance financing of agricultural marketing 9.1.1 Promote financing of Number of commercial MOF Reports Investor’s willing ness agricultural marketing and non-commercial bank BOT Reports to invest in through WRS branches financing TIB Reports Agricultural agricultural marketing in Production exist the country 9.1.2 Formulate a legislation Number of legislations MOF Reports Competent staff exist that will guide enacted that guide BOT Reports commercial banks to set commercial banks to set Bunge Hansard aside a percent of their aside a percent of their loan portfolio for loan portfolio for agricultural marketing agricultural marketing 9.1.3 9.1.4 9.1.5 9.1.6 Expedite the process of land formalisation and title deeds to serve as collateral for farmers Number of titles deeds and certificate of occupancy issued in rural areas annually MLHHSD Expedite and promote the utilisation of Export and Import Credit Guarantee Scheme for agricultural products. Number of Businessmen and women benefiting from Export and Import Credit Guarantee Scheme for agricultural products BoT Reports Sensitise stakeholders to utilise the Second Generation Financial Sector Reform Programme Declining trend of interest rates for agricultural marketing financing BoT Reports MOF Reports Bankers Association Reports Political will exist Number of Agricultural DSE Reports Agricultural Facilitate viable 39 Political will exist Individual willingness to use land as collateral Competent staff exist Political will exist Private operators willingness exist Borrowers willingness exist NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS agricultural companies to be registered at Dar es Salaam Stock Exchange (DSE) OBJECTIVELY VERIFIABLE INDICATORS 9.1.7 Collaborate with related institutions in establishing agricultural development bank and appropriate agricultural financing policy, regulation and strategy Agricultural Development Bank developed Promote use of livestock as collateral for credit acquisitions from financial institutions Number of commercial livestock keepers/ ranches/farms 9.1.8 MEANS OF VERIFICATION companies trading at DSE ASSUMPTIONS companies willingness exist MoF, BOT,MIT Reports Political will exists Financial resources available MLFD reports MIT reports Resource availability Political will OUTPUT 9.2: Establishment of agricultural trade and marketing financing institutions promoted and supported 9.2.1 Collaborate with related Number of operational BoT Reports Political will exist institutions in establishing laws and regulations MIT Reports legal and regulatory system sustaining the trade and to sustain the trade and marketing financing in marketing financing in agriculture agriculture. 9.2.2 Revitalize financing for agricultural marketing Number of financial institutions financing Agricultural trade and Marketing 9.2.3 Facilitate formation of bank and non bank institutions for financing agricultural trade and marketing Number of financial institutions financing Agricultural trade and Marketing 9.2.4 Promote Micro Finance Institutions (MFIs),, community banks and other grassroots level agricultural marketing groups Number of Micro Finance Institutions (MFIs), community banks MIT Report Political will exist MIT Report Political will exist MoF, BOT,MIT Reports Political will and adequate budget OUTPUT 9.3: Viable financial agricultural marketing risks management tools promoted 9.3.1 Promote, deepen and Number of risk MIT Reports, scale up use of risks management tools TWLB Reports management tools across developed PMO-RALG Reports the country Number of districts utilizing risk management tools 9.3.2 Establish Commodity Number of district using MIT Reports, Exchange market the Commodity Exchange TWLB Reports, market system CMSA Reports STRATEGIC OBJECTIVE 10: Agricultural exports increased 40 Political and individual willingness exist Individual awareness of the system exist Political willingness exist Individual awareness of the system exist. NARRATIVE DESCRIPTION OBJECTIVELY MEANS OF ASSUMPTIONS OF GOAL, PURPOSE, VERIFIABLE VERIFICATION OBJECTIVES, OUTPUTS AND INDICATORS INTERVENTIONS OUTPUT 10.1: Farmers and agricultural marketing actors’ capacity to negotiate and compete effectively in regional and international markets strengthened 10.1.1 Disseminate information Number of media MIT Reports Information on on national, regional and disseminating information Budget Speech regional and international markets on national, regional and PMO-RALG Reports international market international market opportunities opportunities available Number of sensitization events held to disseminate information on national, regional and international market opportunities 10.1.2 10.1.3 Building capacity to farmers’ groups, societies and cooperatives on negotiation skills for effective trading at regional and international markets Encourage and motivate farmers’ groups, societies and cooperatives to exploit effectively the opportunities in regional and international markets Number of participants benefited from sensitization events held to disseminate information on national, regional and international market opportunities Number of farmers’ groups, societies and cooperatives trained on negotiation skills for effective trading at regional and international markets Number of sensitization events held to improve negotiation skills for effective trading at regional and international markets Number of farmers’ groups, societies and cooperatives accessing Regional and international markets MIT Reports Budget Speech ASLM Reports MVIWATA Reports Farmers’ groups, Societies and Cooperatives have competent trainable staff MIT Reports ASLM Reports ASLM Reports Information on regional and international market opportunities available MIT Reports Financial support is available Increased volume of agricultural product trade in regional and international markets 10.1.4 Encourage and support participation in agricultural product promotion activities both domestically and internationally Number of agricultural product markets exploited at regionally and internationally Number of participants attended in agricultural marketing promotional events LGAs Reports Tan trade Reports Information availed timely OUTPUT 10.2: Agricultural marketing stakeholders protected against unfair trade practices 10.2.1 Review the fair Number of fair MIT Reports Competent staff competition legislations. competition legislations FCC Reports available 41 NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS 10.2.2 Enhance the capacity of institutions responsible for effective trade competition. 10.2.3 Create awareness and sensitise marketing stakeholders on issues concerning effective and fair competition. OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION reviewed and amended Number of institutions capacitated Bunge Hansard MIT Reports Number of sensitization Programmes issues concerning effective and fair competition designed and implemented MIT Reports ASSUMPTIONS Government Budget suffice the needs Political willingness exist Individual willingness exist OUTPUT 10.3: Transparent application and predictability of tariffs on agricultural products promoted 10.3.1 Disseminate and sensitise Number of stakeholders MIT Reports applicable tariffs on applicable tariffs to groups sensitized on available stakeholders applicable tariffs 10.3.2 Put in place enforceable mechanism for agricultural tariff system Number of laws and regulations governing agricultural tariff system MIT Reports MOF Reports TRA Reports Competent staff available OUTPUT 10.4: The Government, in collaboration with other stakeholders, will ensure that trade policies, rules and regulations in regional markets are harmonized 10.4.1 Review and harmonise EAC and SADC Policies, MIT Reports Competent staff trade policies, rules and laws and regulations MEAC Reports available regulations in regional harmonized markets. 10.4.2 Disseminate and sensitise on trade policies, rules and regulations in regional markets to stakeholders Stakeholders groups and MIT Reports Information on associations sensitized on regional market rules trade policies, rules and and regulations regulations in regional available markets Trade policies, rules and regulations in regional markets packaged for dissemination to stakeholders groups and associations markets policies, rules and regulations OUTPUT 10.5: Awareness among agricultural marketing actors on the opportunities inherent in bilateral, regional and multilateral trading systems raised in collaboration with other stakeholders 10.5.1 Promote and strategically Number of agricultural MIT Reports International traders organise agricultural market trade fairs and will participate in market trade fairs and exhibitions organised TANTRADE Trade Fair exhibitions Reports 10.5.2 Disseminate information on agricultural trade opportunities under bilateral, regional and multilateral arrangements to stakeholders Number of stakeholders groups and associations with access to information on bilateral, regional and multilateral arrangements. 42 MIT Reports Information on bilateral, regional and multilateral market opportunities available Private operators are aware of bilateral, regional and multilateral NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS arrangements OUTPUT 10.6: The Government will encourage producers to directly enter the markets instead of using middlemen 10.6.1 Encourage formation and Number of producer MIT Reports Producers groups, build capacity of MVIWATA Reports associations and groups, associations producers groups, ASLM Reports cooperatives and cooperatives associations and TanTrade Report willingness exist formed and directly cooperatives to undertake access agricultural joint agricultural markets marketing. Number of producer groups, associations and cooperatives capacitated to access agricultural markets directly 10.6.2 Sensitise and retool farmers’ groups, associations and cooperatives 10.6.3 Number of farmers’ groups, associations and cooperatives trained and equipped with skills to access agricultural markets directly Number of producer groups and associations selling directly to buyers MIT Reports MVIWATA Reports Producers groups, associations and cooperatives have required staff Facilitate establishment of MIT Reports linkages agricultural producer Market survey groups/associations with reports buyers of agricultural produts 10.6.4 Sensitise financial Financial institutions in MIT Reports Political will exists institutions in preagricultural marketing prefinancing of agricultural financing promoted MOF marketing for producer groups 10.6.5 Rebuild/restore trust on Increased number of MAFC Reports Producers groups, cooperatives by members in cooperatives associations and improving good Number of cooperatives cooperatives have governance. with good governance required staff. STRATEGIC AREA 11: Reduce further spread of HIV and AIDS pandemic and mitigate its effects on agricultural marketing OUTPUT 11.1: Awareness on HIV and AIDS pandemic among agricultural marketing stakeholders at high risk created 11.1.1 Sensitise agricultural Institutional Reports Institutional Number of marketing stakeholders willingness exists institutions on HIV/AIDS pandemic. Peer Educators sensitized available Number of staff sensitized OUTPUT 11.2: Mainstreaming HIV and AIDS in all agricultural marketing strategies, plans and programmes continued 11.2.1 Integrate HIV/AIDS Number HIV/AIDS Institutional records Willingness of programmes in Programmes integrated in (Strategic Plans, decision makers exist agricultural marketing Agricultural Marketing MTEF) strategy, plans and Strategies, Plans and programmes Programmes 11.2.2 Streamline HIV/AIDS Rate of new infections in ASLM records Peer educators issues on agricultural Agricultural sector available marketing. OUTPUT 11.3.:Special programmes for women and youths empowerment developed in collaboration with other 43 NARRATIVE DESCRIPTION OF GOAL, PURPOSE, OBJECTIVES, OUTPUTS AND INTERVENTIONS key stakeholders 11.3.1 Build capacity to disadvantaged groups on how to exploit available opportunities in agricultural marketing activities. OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS Number of women trained ASLM records Capacity of trainers exist Number of youths trained MCDWC Reports 11.3.2 Develop special Number of Programmes Institutional records Human rights empowerment for women and youths specialists available programmes for developed MCDWC Reports disadvantaged groups. OUTPUT 11.4: Women’s agricultural marketing co-operatives, associations and groups supported, promoted and facilitated 11.4.1 Encourage and facilitate Women agricultural coMCDWC Reports Political will exist development of women operatives, associations and and disadvantaged groups supported agricultural co-operatives, associations and groups. OUTPUT 11.5: Participation of youths in cooperative societies, associations and groups supported 11.5.1 Develop special schemes co-operatives societies, Institutional Reports Political will exist to attract youth and associations and groups disadvantaged group’s with schemes of attracting participation to co- youths operatives societies, associations and groups. OUTPUT 11.6: Agricultural marketing related projects/programmes for both women and youths established and implemented 11.6.1 Provide conducive Number of women and Institutional Reports Political will exist environment for youths institutions agricultural marketing sensitized related projects/programmes for women , youths and disadvantaged groups OUTPUT 11.7: Implementation of the policy and legal framework for environmental conservation and management by all stakeholders accordingly ensured 11.7.1 Deepen the Number of laws and VPO Reports Farmers adequately implementation of regulation on MIT Reports sensitized/trained existing legal and environmental regulatory arrangement conservation and on environmental management implemented conservation and management 11.7.2 Sensitise on the issues Number of actors adopting VPO reports Political will exists related to climate change mitigation measures NEMC reports Resource availability and mitigation strategies MTC reports for the different actors in MAFC reports the sector 44 ANNEX 1: MATRIX OF OUTPUTS, STRATEGIC INTERVENTIONS AND RESPONSIBLE INSTITUTIONS OUTPUTS 1.1 Primary agroprocessing and value addition promoted and strengthened PROPOSED INTERVENTIONS 1.1.1 Encourage and motivate formation of producer groups, societies and cooperatives involved in small and medium scale processing 1.1.2 Build capacity of small scale farmer and producer groups to process agricultural produce. 1.1.3 Enhance capacity on grading and packaging of agricultural produces through introducing packaging development incentives 1.1.4 Build capacity of Public Institutions whose functions have a direct link with agro-processing 1.1.5 Provide special incentives to investors in agro-processing and packaging industries 1.1.6 Facilitate creation of sustainable industrial cluster infrastructure 1.1.7 Promote and enhance rural industrialization to support agro – processing 1.1.8 Discourage export of unprocessed agricultural raw materials and control importation of subsidized finished agricultural commodities 1.2 Special programmes and incentives to investors in agroprocessing firms put in place 1.3 Consumption of locally processed agricultural products in the domestic market promoted RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR Crops PMO-RALG, TPSF, MAFC TCCIA, MIT Livestock MLDF MIT PMO-RALG, MAFC, MLDF, TPSF MIT MAFC, MLDF, PMORALG, TPSF, CTI MIT MAFC, MLDF, PMORALG, TPSF MIT MAFC, MLDF, PMORALG, TPSF MIT MAFC, MLDF, PMORALG, TPSF MAFC, MLDF, PMORALG, TPSF MIT MIT MoF, MLDF, MAFC TRA, 1.1.9 Reduce utility (electricity, water) tariffs and ensure adequate supply of utilities for industrial use 1.2.1 Review and enforce favourable fiscal measures (tax and non-tax) that are supportive to domestic agroprocessing investment. 1.2.2 Establish and promote Economic Development Zones (EDZ) in agricultural sector 1.2.3 Support programmes that promote Small and Medium Enterprises (SMEs) activities in agro-processing. 1.2.4 Promote/support the One District One Product programme MIT TANESCO, MEM MoF MAFC, MLDF, BOT, TRA, PMO-RALG, MIT MIT TIC, PMO- RALG, EPZA, MoF MIT MLDF, PMO-RALG, MAFC,TPSF MIT 1.3.1 Build capacity of local processors to produce at the required quantity and quality to meet domestic, regional and international markets 1.3.2 Enhance production of affordable locally processed agricultural products by promoting production of appropriate and low cost packaging materials, branding and product innovation. MIT MAFC, MLDF, TANTRADE,SIDO, PMO-RALG PMO-RALG, TPSF, TANTRADE, MLDF, MAFC 45 MIT MLDF, MAFC, PMORALG, TPSF, BRELA, WMA, TANTRADE, TBS, SIDO, CAMARTEC OUTPUTS 1.4 Investment in research and development for agro-processing promoted 2.1 Capacity of marketing actors (Agricultural input producers, crops and livestock producers, transport and storage actors) on national and international agricultural products safety and quality, standards and grades built 2.2 Mechanisms for accreditation, testing, monitoring the quality, grades and standards of locally produced and imported agricultural products strengthened in collaboration with the private sector PROPOSED INTERVENTIONS 1.3.3 Enhance consumption of quality locally processed agro-products through regular promotion and sensitisation programmes. 1.4.1 Facilitate invention and dissemination of appropriate technologies and research findings for agro-processing. RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR MIT MLDF, MAFC, TPSF, TIC, MoF, MIT 1.4.2 Build capacity of R&D institutions on agro processing technologies MCST 1.4.3 Monitor & Evaluate (output and outcome) of R&D on agro-processing 1.4.4 Promote agro processing technology acquisition, adoption and transfer 1.4.5 Encourage demand driven participatory agro processing researches 2.1.1 Build capacity of marketing actors on domestic and international agricultural products quality standards and grades 2.1.2 Strengthen the capacity of institutions dealing with grading, safety and quality control and setting of standards along the agriculture value chain. MIT 2.2.1 Sensitise private sector on the use of national accredited laboratories, testing equipment and methods MIT 2.2.2 Enhance capacity of institutions responsible for safety and quality standards for agro-products at national, regional and district levels. 2.2.3 Promote the use of quality packaging material that conforms to international standards 2.2.4 Strengthen the National Packaging Centre and promote the establishment of packaging centres at regional and district level 2.2.5 Establish and implement traceability systems for crops, livestock and livestock products for market accessibility, quality and safety assurance demands of consumers 2.2.6 Support accreditation of private and public laboratories to increase MIT 46 MCST MCST MIT MIT MAFC, MLDF, PMORALG, TPSF, TIRDO, CAMARTEC, TEMDO, MCST, COSTECH MAFC, PMO-RALG, MLDF, TPSF, TIRDO, CAMARTEC, COSTECH, MIT MLDF, MAFC, COSTECH MIT, MEVT, MLDF, CAMARTEC, TEMDO, SIDO. MIT, MLDF, PMORALG MLDF, PMO-RALG, MAFC, TBS, TFDA, WMA, TanTrade, SIDO MLDF, MAFC, TBS, TFDA, WMA, TanTrade, SIDO MLDF, PMO-RALG, MAFC, TBS, TFDA, WMA, TanTrade, SIDO TBS MIT TBS, TFDA, WMA, SIDO MIT TBS, TFDA, WMA, SIDO MIT MLFD, MAFC, TIRDO, TPSF, TBS, TFDA MIT TIRDO, TBS, TFDA, WMA, OUTPUTS 2.3 Regulations governing utilization of designated buying posts and centres for agro-products enforced in collaboration with farmers’ groups, associations and cooperative societies. 2.4 Standards, quality and grades in agricultural marketing developed and harmonized in collaboration with other stakeholders PROPOSED INTERVENTIONS accessibility and facilitate affordability. 2.3.1 Strengthening collaboration among Central Ministries, Sectoral Ministries and Local Government Authorities through Decentralization by Devolution (D by D) and Public Private Partnership (PPP) framework in enforcing regulations governing utilisation of designated crop buying posts. 2.3.2 Equip and develop human resource capacity at all buying/collection centres to facilitate enforcement of regulations governing quality and standards at crop buying centres 2.3.3 Promote and strengthen formation of farmer’s groups, societies and cooperatives that use designated buying posts and centres for agroproducts 2.3.4 Promote development of buying/collection posts and centres for agro-products to facilitate enforcement of safety and quality standards 2.4.1 Harmonise national standards and quality legislations with regional and international standards 2.4.2 Create awareness to stakeholders on the harmonized standards of processed agricultural products 2.4.3 Create awareness on the benefits of quality and standards on agroproducts for trust and sustainability of market for agro products 2.4.4 Enforce standard, quality and grades regulations RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR PMO MLDF, MIT, MAFC, MoF, MoW, MCST MIT MAFC, MLDF, PMORALG, Crop Boards, TFDA, TBS, WMA. MAFC MIT, PMO-RALG, Crop Boards, TFDA MIT MLDF, MAFC, PMORALG, Crop Boards, TFDA, WMA, TBS MIT TBS, TFDA, WMA MIT TBS, TFDA, WMA, MEAC MIT TBS, TFDA, WMA, FCC, FCT, TPSF, MIT TBS, TFDA, WMA, FCC, FCT, TPSF MHSW, MAFC MLDF MIT, PMO-RALG, TBS, TFDA, WMA, FCC, FCT, MJCA, TBS, TFDA, WMA, FCC, FCT, PMO-RALG 3.1 Legal and regulatory framework for efficient, effective and transparent system governing agricultural marketing at different levels put in place in collaboration with key stakeholders 3.1.1 Institute a participatory legal and regulatory framework for agricultural marketing at all levels 3.1.2 Assess adequacy and relevancy of existing legislation governing agricultural marketing with a view of amending, repealing and/or making new laws where necessary 3.1.3 Develop and institute/ M&E framework for agricultural marketing at all levels MJCA MIT MAFC, MLDF, PMORALG 3.2 Private sector participation in the development and management of legal and regulatory reforms 3.2.1 Promote establishment and strengthening of stakeholders fora to participate in legal and regulatory reforms 3.2.2 Encourage law enforcers to involve private sector in the decision MIT MLDF, TBS, TPSF, WMA, FCC, FCT PMO MIT, MoHA, MJCA TBS, TPSF, WMA, 47 MIT OUTPUTS facilitated and encouraged 4.1 Legislation for development of farmers’ organizations, particularly member based cooperative societies, association and groups reviewed 4.2 A framework to address anticompetitive practices, including cartels and monopolistic tendencies put in place in collaboration with other stakeholders 4.3 Consumers’ cooperatives development, advocacy, lobbying and negotiation skills for the private sector strengthened 5.1 Training in entrepreneurial and marketing skills for agricultural marketing stakeholders supported and PROPOSED INTERVENTIONS making of legal and regulatory reforms 3.2.3 Build capacity of the private sector to effectively participate in the development and management of agricultural marketing legal and regulatory reforms. RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR FCC, FCT, PMO MoF, MIT, MJCA TBS, TFSF, WMA, FCC, FCT, 3.2.4 Sensitise the public on legal and regulatory reforms related to the agricultural marketing 4.1.1 Review and amend legislations in view of improving coordination of marketing functions among different actors 4.4.2 Establish other relevant bodies to complement agricultural marketing activities 4.1.3 Build capacity of Ministries, Departments and Agencies responsible for agricultural marketing 4.1.4 Ensure that institutions responsible for agricultural marketing are adequately financed 4.2.1 Strengthen enforcement of legislations governing fair competition in agricultural marketing 4.2.2 Create awareness to the general public on anti-competitive practices and legislations governing fair competition 4.2.3 Strengthen institutions responsible for combating anti-competitive practices 4.2.4 Strengthen access to affordable marketing information system to all stakeholders in agricultural marketing 4.2.5 Strengthen monitoring and evaluation of anti-competitive practices in agricultural trade and marketing MIT 4.3.1 Establish and strengthen consumers societies for advocacy, lobbying and negotiation in trade and marketing 4.3.2 Building capacity on advocacy, lobbying and negotiation skills to consumers groups and associations. 4.3.3 Provide support to NGOs, CBOs, and non-state actors to undertake advocacy, lobbying and negotiation 4.3.4 Provide and strengthen consumers’ advocacy platforms and dialogue at all levels. 5.1.1 Enhance capacity of training institutions in entrepreneurship and marketing skills. 5.1.2 Establish a sustainable incentive and reward schemes to support graduate and other trained entrepreneurs to 48 MIT MJCA, MoF, TBS, TPSF, WMA, FCC, FCT PMO-RALG, TPSF, MAFC MIT MLDF, PMO-RALG, TPSF, MAFC MIT MLDF, PMO-RALG, TPSF, MAFC MoF MIT, MLDF, PMORALG, MAFC MIT MJCA, FCC, FCT MIT MJCA, FCC, FCT, MIT MJCA, FCC, FCT MIT MLDF, PMO-RALG, TPSF, MAFC MIT MLDF, PMO-RALG, TPSF, MAFC, FCC, FCT MIT FCC, TPSF, NCAC MIT FCC, TPSF, NCAC MIT TPSF, CIVIL SOCIETIES, MoF, PMO-RALG MAFC, MLDF, PMORALG, MoW, TPSF, CSOs, FCC, FCT MEVT, MAFC, MSTHE, PMO-RALG MIT MIT MIT MEVT, MAFC, MCST, PMO-RALG OUTPUTS PROPOSED INTERVENTIONS promoted 5.2 Private sector participation in the training on entrepreneurial and marketing skills encouraged and supported venture into agribusiness 5.2.1 Facilitate entrepreneurship development and marketing programmes for farmers’ groups, cooperatives and societies. 5.3 Entrepreneurship and marketing curricula in vocational training centres, colleges and learning institutions reviewed and strengthened 5.4 Agricultural marketing extension services strengthened 6.1 Key and strategic agricultural marketing infrastructure developed 6.2 Enabling and conducive 5.2.2 Identify, coordinate and promote the private sector to conduct entrepreneurship training to farmer’ groups, cooperatives and societies 5.3.1 Support review of curricula for agricultural training institutions to adequately address entrepreneurship development 5.3.2 Introduce and supporting entrepreneurship and marketing skills curricula at primary and secondary schools 5.3.3 Support development of training modules on entrepreneurship and marketing skills for different agricultural marketing stakeholders 5.4.1 Strengthen the capacity of training institutions on marketing extension services 5.4.2 Promote and facilitate provision of agricultural marketing extension services in rural areas by retooling existing extension staff with marketing knowledge and skills 5.4.3 Put in place a framework to facilitate participation of private sector to provide marketing extension services 5.4.4 Reorient Trade Officers to effectively disseminate marketing extension services to stakeholders and promoting entrepreneurship skills 6.1.1 Develop reliable rural infrastructure network (roads/railways/ferries) to link key production areas to market outlets 6.1.2 Promote the use of appropriate technology in developing rural road infrastructure. 6.1.3 Facilitate construction of economically viable warehouses, cold rooms, re-export centres and other storage facilities to cater for domestic, regional and international markets 6.1.4 Develop strategic border markets to facilitate agricultural trade across borders 6.1.5 Link rural markets with regional and border agricultural market centres 6.2.1 Review marketing related legislations to encourage private sector 49 RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR MIT Crops MAFC Livestock MLDF MIT MEVT, MCST, PMORALG MEVT MIT, MAFC, MCST, PMO-RALG MEVT MIT, MAFC, MCST, PMO-RALG MEVT MIT, MAFC, MCST, PMO-RALG MIT, MAFC, MLDF MCST, PMO-RALG, MEVT MIT, PMO-RALG, MEVT, MAFC, MCST, MIT MEVT, MAFC, MCST, PMO-RALG MIT, PMO-RALG, MLDF, MAFC MoW PMO-RALG, MIT, TPSF MAFC, PMO, MLHHS, MEM MoW PMO-RALG, MIT, TPSF MAFC, PMO, MLHHS, MEM MAFC, TPSF, MLDF MIT MIT MIT MIT MEVT, MAFC, MCST, PMO-RALG MAFC, MoW, PMO, MLHHS, MoF, PMORALG, TPSF MAFC, TPSF, MLDF MLHHSD, MJCA MAFC, MI, PMO- OUTPUTS environment for private sector and other stakeholders’ investment in the agricultural marketing infrastructures put in place. 6.3 Communities’ involvement in developing, operating and maintaining agricultural marketing infrastructure promoted 7.1 Farmers’ organizations, groups and cooperative societies capacities in data collection, analysis, storage and dissemination promoted 7.2 Public-PrivatePartnership in undertaking marketing research and information systems strengthened 7.3 Collection, analysis, storage and dissemination of PROPOSED INTERVENTIONS investment in agricultural marketing infrastructure 6.2.2 Create awareness on PPP policy and legislation to facilitate private sector participation in developing agricultural marketing infrastructure 6.2.3 Support local Authorities to set aside suitable areas for agricultural infrastructure development 6.2.4 Identify and link private sector to sources of finance for agricultural marketing infrastructure investments 6.2.5 Review regional investment profiles to accommodate investment opportunities for agricultural marketing infrastructure. 6.3.1 Implement PPP policy and strategy in developing, operating and maintaining agricultural marketing infrastructures 6.3.2 Develop a sensitisation programme on effective participation of the private sector in developing, operating and maintaining agricultural marketing infrastructure 6.3.3 Relocate privatised agricultural marketing infrastructures that are not effectively utilised 6.3.4 Develop a database and network, and monitor performance of agricultural marketing infrastructure 7.1.1 Promote and strengthen formation of farmers’ groups, societies and cooperatives that will be involved in data collection, analysis and dissemination of market information to group members 7.1.2 Build capacity for organized groups in collection, storage, processing, analysis and dissemination of marketing information. 7.1.3 Provide backstopping and support to farmers’ groups, associations and cooperative societies on collection, analysis and dissemination of market information. 7.2.1 Sensitize the general public on PPP Policy and implementation of AMS, and ensure private sector participation in market research and information system 7.2.2 Prepare guidelines to involve private sector in agricultural marketing, research and information system 7.3.1 Build Capacity at district, regional and national levels on collection, analysis, storage and dissemination of 50 RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR RALG, PMO, TPSF PMO MIT, TPSF MAFC, MID, PMO-RALG, MLHHSD, MOID MoF MIT, TPSF MAFC, MID, PMO-RALG PMORALG MIT, TIC, TPSF MAFC, MoW, PMO, MLHHS, PMO-RALG, MoW PMO MIT, TPSF, PMORALG, MOF, TIC MIT TPSF, PMO-RALG, MoF MIT, PMO-RALG, CHC, MAFC, MLDF MIT MAFC, PMO-RALG, MLDF, MoW, MCST MIT MAFC, MLDF, PMORALG, TPSF, MVIWATA MIT MAFC, MCST, TPSF MIT MAFC, MCST, TPSF PMO MIT, MAFC, MCST, TPSF PMO MIT, MAFC, MCST, TPSF MIT PMO-RALG, MAFC, MCST, TPSF OUTPUTS agricultural marketing data at all levels strengthened 7.4 Use of ICT in agricultural marketing promoted 8.1 Market and nonmarket led risk management strategies (contract farming, insurance schemes, franchise, joint-venture, forward selling, futures markets, price hedging and warehouse receipt system) in agricultural marketing identified, promoted and developed 8.2 Private sector capacities to apply PROPOSED INTERVENTIONS marketing data 7.3.2 Develop an integrated marketing information system for development of domestic and export of agricultural markets 7.3.3 Provide guidelines to support and sustaining an integrated marketing information system at different levels; 7.3.4 Encourage and support private sector initiative in collection, processing and dissemination of marketing information 7.3.5 Build capacity of Trade Officers to effectively collect, analyse and disseminate agricultural marketing information 7.3.6 Facilitate establishment of agricultural product market information centres at village, ward, district, regional and national levels 7.3.7 Build broad and integrated marketing information system (MIS 7.4.1 Develop and implement wider and interlinked MIS programme with ICT retooling at national, regional and district level 7.4.2 Support Local Government Authorities in acquiring and building capacity in the use of ICT in collection, processing, storage and dissemination of market information 7.4.3 Support private sector in the adoption and use of ICT 7.4.4 Develop capacity of agricultural marketing stakeholders on ICT use 8.1.1 Develop commodity exchange market in agricultural products 8.1.2 Upscale the use of Warehouse Receipt System (WRS) to all possible crops and apply other risk management schemes to other commodities 8.1.3 Promote contract farming, processing and marketing 8.1.4 Facilitate agro-processing using warehouse receipt system and other risk management schemes 8.1.5 Promote insurance schemes in agricultural commodities 8.2.1 Train and sensitise farmers’ groups, societies and cooperatives to 51 RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR MIT PMO-RALG, MAFC, MCST, TPSF MIT PMO-RALG, MAFC, MCST, TPSF PMORALG MIT, MLDF, TPSF, MAFC PMORALG MIT, MLDF, TPSF, MAFC MIT MLDF, PMO-RALG, TPSF, MAFC MIT MAFC, MCST, TPSF MIT PMO-RALG, MCST, MAFC, TPSF MIT MCST, PMO-RALG, TPSF MCST, PMO-RALG, TPSF MoF, TWLB, CMSA, BOT, DSE TWLB, CMSA, MoF, BOT, DSE MIT MIT MIT MIT MIT MIT MIT MAFC, TWLB, CMSA, MoF, BOT, DSE MAFC, TWLB, SIDO, CAMARTEC MoF, MAFC, MLDF, PMO-RALG, Insurance Supervisory Agency MAFC, PMO-RALG, TWLB, CMSA, MOF, OUTPUTS various marketing risks management strategies promoted 9.1 Mechanisms that will enhance financing of agricultural marketing devised and supported 9.2 Establishment of agricultural trade and marketing financing institutions promoted and supported PROPOSED INTERVENTIONS participate in risk management schemes in agricultural marketing including use of Warehouse Receipt System, contract farming, contract marketing and processing 8.2.2 Review legislations to support effective involvement of stakeholders in agricultural marketing risk management schemes 8.2.3 Promote private sector to develop storage structures/warehouses to facilitate WRS 8.2.4 Develop incentives for the private sector to construct warehouse facilities to facilitate the agricultural marketing system 8.2.5 Promote private sector investments in abattoirs that can process and preserve meat. 9.1.1 Promote financing of agricultural marketing through WRS 9.1.2 Formulate a legislation that will guide commercial banks to set aside a percent of their loan portfolio for agricultural marketing 9.1.3 Expedite the process of land formalisation and title deeds to serve as collateral for farmers 9.1.4 Expedite and promote the utilisation of Export and Import Credit Guarantee Scheme for agricultural products. 9.1.5 Sensitise stakeholders to utilise the Second Generation Financial Sector Reform Programme 9.1.6 Facilitate viable agricultural companies to be registered at Dar es Salaam Stock Exchange (DSE) 9.1.7 Collaborate with related institutions in establishing agricultural development bank and appropriate agricultural financing policy, regulation and strategy 9.1.8 Promote use of livestock as collateral for credit acquisitions from financial institutions 9.2.1 Collaborate with related institutions in establishing legal and regulatory system to sustain the trade and marketing financing in agriculture. 9.2.2 Revitalise financing for agricultural marketing. 9.2.3 Facilitate formation of bank and non bank institutions for agricultural trade and marketing financing. 9.2.4 Promote Micro Finance Institutions (MFIs),, Community Banks 52 RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR BOT, DSE MIT MLDF, PMO-RALG, TPSF, MAFC, MJCA MIT PMO, MLDF, PMORALG, TPSF, MAFC MLDF TPSF, MIT, PMORALG MLDF TPSF, MIT, PMORALG MIT MoF, MAFC, BOT, TIB, FIs ASLM, MIT, BOT, TIB, FIs MoF MoF MJCA, MIT, MAFC, BOT, TIB, FIs, ASLM MLHHSD MIT, MAFC, MoF, PO-MKURABITA, BOT, TIB, FIs MoF MIT, MAFC, BOT, TIB, FIs, Bankers Association, MIT, TWLB, CMA, BOT, DSE, TIB, FIs MoF MoF MIT, TIB, FIs, ASLM, BOT MLDF MIT, MoF, MLHHS, PMO-RALG MIT MAFC, MoF,PMORALG, TPSF, BOT, MJCA MoF ASLM, BOT, TIB, FIs MoF MIT, MAFC, PMORALG, TPSF, BOT MoF MAFC, MIT, , PMORALG, TPSF, BOT OUTPUTS PROPOSED INTERVENTIONS 9.3 Viable financial agricultural marketing risks management tools promoted and other grassroots level agricultural marketing groups. 9.3.1 Promote, deepen and scale up use of risks management tools across the country 9.3.2 Establish Commodity Exchange market 10.1 Farmers and agricultural marketing actors supported to negotiate and compete effectively in regional and international markets RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR MIT MoF, TWLB, PMORALG, MAFC MoF CMSA, MIT, DSE, MAFC, BOT , PMORALG MAFC, TPSF, TanTrade, PMORALG MAFC, TPSF, TanTrade, PMORALG 10.1.1 Disseminate information on national, regional and international markets. 10.1.2 Capacity building to farmers’ groups, societies and cooperatives on negotiation skills for effective trading at regional and international markets. 10.1.3 Encourage and motivate farmers’ groups, societies and cooperatives to exploit effectively the opportunities in regional and international markets. 10.1.4 Encourage and support participation in agricultural product promotion activities both domestically and internationally 10.2.1 Review the fair competition legislations. 10.2.2 Enhance the capacity of institutions responsible for effective trade competition. 10.2.3 Create awareness and sensitise agricultural marketing stakeholders on issues concerning effective and fair competition. 10.3.1 Dissemination and sensitisation on applicable tariffs to stakeholders. 10.3.2 Put in place enforceable mechanism for agricultural tariff system. MIT 10.4 Harmonization of trade policies, rules and regulations in regional markets in collaboration with other stakeholders ensured 10.4.1 Review and harmonise trade policies, rules and regulations in regional markets. 10.4.2 Disseminate and sensitise trade policies, rules and regulations in regional markets to stakeholders. MIT MEAC, MAFC, BOT, TRA, PMO-RALG MIT MAFC, BOT, TRA, PMO-RALG 10.5 Awareness on the opportunities inherent in bilateral, regional and multilateral trading systems raised in 10.5.1 Promote and strategically organise agricultural trade fairs and exhibitions. 10.5.2 Disseminate information on agricultural trade opportunities under bilateral, regional and multilateral arrangements to stakeholders. MIT MAFC, TPSF, SIDO, TanTrade, PMORALG MAFC, TPSF, SIDO, TanTrade, PMORALG 10.2 Agricultural marketing stakeholders protected against unfair trade practices 10.3 Transparent application and predictability of tariffs on agricultural products promoted 53 MIT MIT MAFC, TPSF, TanTrade, PMORALG MIT MAFC, TPSF, TanTrade, PMORALG MIT FCC, FCT, WMA, TBS FCC, FCT, WMA, TBS MIT MIT FCC, FCT, WMA, TBS MIT MoF, MAFC, BOT, TRA, PMO-RALG MIT, MAFC, BOT, TRA, PMO-RALG MoF MIT OUTPUTS PROPOSED INTERVENTIONS RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR 10.6.1 Encourage formation and buils capacity of producers groups, associations and cooperatives to undertake joint agricultural marketing. 10.6.2 Sensitise and retool farmers’ groups, associations and cooperatives. MAFC TPSF, SIDO, TanTrade, PMORALG, MIT MAFC 10.6.3 Facilitate establishment of linkages agricultural producer groups/associations with buyers of agricultural products 10.6.4 Sensitise financial institutions in pre-financing of agricultural marketing for producer groups; 10.6.5 Rebuild/restore trust on cooperatives by improving good governance. 10.7.1 Harmonize Farmers and Export Crops Identification and Recording along the Value Chain to impart Traceability System 10.7.2 Develop and implement livestock identification and traceability system starting with export potential areas and animals MIT MIT, TPSF, SIDO, TanTrade, PMORALG MAFC, PMO-RALG MLDF MIT, PMO-RALG, TIRDO 11.1 Awareness on HIV and AIDS pandemic among agricultural marketing stakeholders at high risk created 11.1.1 Sensitise agricultural marketing stakeholders on HIV/AIDS pandemic. MHSW, MIT MAFC, MLDF, PMORALG, TPSF 11.2 . Mainstreaming HIV and AIDS in all agricultural marketing strategies, plans and programmes continued 11.2.1 Integrate HIV/AIDS programmes in agricultural marketing strategy, plans and programmes MIT MAFC, MLDF, PMORALG, TPSF, MHSW 11.2.2 Streamline HIV/AIDS issues on agricultural marketing. MIT MAFC, MLDF, PMORALG, TPSF, MHSW 11.3.1 Building capacity to disadvantaged groups on how to exploit available opportunities in agricultural marketing activities. 11.3.2 Develop special empowerment programmes for women and youths. MIT MWGCD, MAFC, MLDF, TPSF MWGCD MIT, MAFC, MLDF, TPSF collaboration with other stakeholders 10.6 The Government will encourage producers to directly enter the markets instead of using middlemen 10. 7 Traceability systems for export crops, livestock and livestock products for market accessibility, quality and safety assurance developed and implemented in collaboration with the agriculture industry. 11.3 Special programmes for women and youths empowerment developed in collaboration with other key stakeholders 54 MIT MAFC, MLDF, BOT, TRA, PMO-RALG MAFC MIT, TPSF, SIDO, TanTrade, PMORALG MAFC, PMO-RALG, TIRDO MIT OUTPUTS PROPOSED INTERVENTIONS 11.4 Women’s agricultural marketing Cooperatives, associations and groups supported, promoted and facilitated 11.4.1 Encourage and facilitate development of women and disadvantaged agricultural cooperatives, associations and groups. 11.5 Participation of youths in cooperative societies, associations and groups supported 11.5.1 Develop special schemes to attract youth and disadvantaged groups participation to co-operatives societies, associations and groups. MWGCD MAFC, MLDF, TPSF, MLEYD, MIT, 11.6 Agricultural marketing related projects/program mes for both women and youths established and implemented 11.6.1 Provide conducive environment for agricultural marketing related projects/programmes for women , youths and disadvantaged groups MIT MWGCD, MLEYD, MAFC, MLDF, TPSF 11.7 Implementation of the policy and legal framework for environmental conservation and management by all stakeholders accordingly ensured 11.6.1 Enforce the existing legal and regulatory instruments on environmental conservation and management. 11.6.2 Sensitise agricultural marketing stakeholders on the issues related to climate change and mitigation strategies for the different actors in the sector. VPO MIT, MAFC, MLDF, TPSF, NEMC VPO ASLMs 55 RESPONSIBLE INSTITUTION LEAD/ COLLABORATORS COORDIN ATOR MWGCD MIT, MAFC, MLDF, TPSF
