Ghana National Export Strategy for the Non-Traditional Sector 2013 - 2017

1. Impediments, uncertainties, risks and costs of production and export of goods and services reduced. A platform already exists for policy dialogue in which the private sector participates. It has the mandate to address the above issues. It needs to do more to implement the prescribed policy changes that reduce impediments, uncertainties, risks and costs in producing goods and services for export and in conducting export business. It is these factors that cause the persistent general aversion to production and attract entrepreneurs into buying and selling at the expense of production and expansion of the non-traditional export sector.

2. Institutional capacity and resources for export value chain infrastructure development and support service delivery enhanced. The capacity of relevant public and private institutions and organizations should be strengthened and they should be resourced to develop the value chain infrastructure and services for export products, particularly the selected priority products to enhance their competitiveness.

3. Capacity of GEPA, Metropolitan, Municipal and District Assemblies enhanced to promote export so that every District is able to develop at least one significant export product preferably from the Priority Product List. The MMDAs have a responsibility in the NES to develop at least one significant agro-based export product from amongst the products in which they have comparative and potential competitive advantage. Preferably, an export production and processing zone should be established as a cluster within a value chain. Each export production and processing zone should have the full complement of infrastructure, services and 8 National Export Strategy the network of actors with complementary resources, activities and linkages. This should impact on overall national non-traditional export growth, contribute to improved physical and social infrastructure, employment creation, increased personal incomes, increased revenues to the Districts; contribute to the diffusion and adoption of skills, technologies and best practices within the export sector with a spill-over effect into other sectors of the MMDA areas and the nation as a whole. The activities relating to it, namely supply and market studies, training, input supply ( e.g. seeds and seedlings), market development, backstopping and coordination, etc, should be financed from an allocation of the MMDA/ Local government budget. Supplementary funding may be obtained from EDAIF. The active involvement of MOTI, MOFA, GEPA, GIPC, GFZB and the various trade associations is envisaged for the achievement of desired results.

4. Institutional capacity for export-oriented human capital and resource development expanded and strengthened to enable exporters to keep abreast of modern trends and demands of the contemporary international market where competition is fierce among the emerging economies. Human resource development for the export sector is essential for the growth, development and sustainability of the non-traditional export sector and for responding to challenges and opportunities created by dynamics of the international market. The Ghana Export School of GEPA should be upgraded into a world class trade training institute to carry out enhanced human resource development for the NTE sector PRIORITY PRODUCTS While providing an environment for maintaining the high performance and contribution of the product sectors that have traditionally accounted for the export revenues of the NTE sector, the following constitute the priority sectors in which Ghana has to invest in order to grow its exports over the period of the current NES:

1. Fresh chilled/frozen and processed fish (e.g. Canned Tuna, Fresh/ chilled fish, prepared Fish)

2. Vegetable oils and seeds, tree crop oils and seeds (e.g. raw and processed Shea/Karite nuts, cashew nuts, oil palm, groundnuts, soya, sunflower, etc.) National Export Strategy 9

3. Fresh and processed fruits and vegetables (e.g. fresh pineapples, banana, mangoes, papaya, citrus, chillies, melons, cut fruit, tomato paste)

4. Root crops such as yams, cassava, and sweet potatoes

5. Grains and legumes such as rice, maize and cowpeas

6. Natural plant product preparations/nutraceuticals (medicinal plants and parts, culinary herbs, high nutrient plants, etc.)

7. Natural rubber and rubber products

8. Processed cocoa products

9. Products of the creative arts industries 10 National Export Strategy The National Export Strategy (NES) Map The National Export Strategy Map attempts to provide the perspectives of key stakeholders on the NES. Specifically, it tries to summarize how the different major groups of stakeholders perceive the NES meeting their needs and expectations. The Development Perspective provides how the stakeholders perceive the NES meeting developmental needs such as employment, poverty reduction, reduction of spatial and regional inequalities or improvement of regional development balance, backward linkages, sustainable environmental practices, gender equality and women empowerment. The Competitiveness Perspective provides how business associations, investors, etc perceive that the NES meets their needs relating to competitiveness at national, sector and company levels. The competitiveness perspectives cover such issues as capacity development, acquisition of technology and innovation, human capital development, infrastructure development, trade facilitation, transactions costs, security, product quality standards, market access and national promotion. The Client Perspective provides how exporters and key players in the value chain perceive that the NES responds to their needs. The needs relate mainly to performance issues such as business development and export readiness, trade information, finance, quality management, packaging and branding. The Institutional Perspective provides a summary of how the key institutional players in the export institutional infrastructure, or the trade support networks, perceive the NES in terms of relevance, how it reinforces their position, facilitates their work and enhances their capacities and competencies. The institutional perspective also covers policy coordination, strategy management, institutional capacity development, and service delivery coordination. The various perceptions are presented in the NES Map National Export Strategy 11                                                                                                  THE  NES  MAP                       VISION Ghana  as  a  world  class   e xp orter  of  comp etitive  p roducts  and  services  . DEVELOPMENT PERSPECTIVE NES  contributes  to  job  creation  and  poverty  reduction,  improved  balance  in  spatial  and  regional  development,   backward  linkages,  sustainable  e nvironmental  development  and  gender  e quality  and  women  e mpowerment. Transactions/cost  o f  d oing   Demand-­‐Side Supply-­‐side   Business   C Infrastructure    and  access   Support provided   for   O Improved  access  to  credit   to  land improved  access  to   M for  export  firms. P significantly  improved.   target  markets.   E TI Effective  reorganisation  of   T Business  transaction  costs   Increased  private   IV production  and  industrial   EN stabilized  and  reduced   sector  participation  in   re-­‐tooling  resulting  from   E under  impetus  of   policy  development   S availability  of  upgraded   improved  infrastructural   and  negotiation. P expertise  and  s kills  in   ER industry. services. SP Support  provided   for   E Improved  investment   high  branding  and   C T Increased  FDIs  and  product   IV climate  resulting  from   national  promotion   development  partnerships   E improved  infrastructure,   costs. result  in  increased  and   regulatory  regime  and   new  products  successfully   business  s upport  s ervices.   launched  into  commercial   Greater  transparency. value  chains.   TRADE BUSINESS  &   FINANCE QUALITY &   (H PACKAGING INFORMATION TECHNICAL   STANDARDS   o w COMPETENCY Financial   MANAGEMENT   Affordable    m The  trade   a services  more   quality  export   in C information   Technical adapted to   Ghana  Standards   packaging   ly L disseminated  is   expertise  for   Authority resourced   made    e IE private  sector   xp N relevant  and   production  of   needs  in   with  new  equipment   available   o TP timely. quality   export   and  the  capacity  of   locally. rt E exportable   e conducting  wide  range   rs R S Website   goods   business. of  s cientific  analysis  to   Training    p P e EC providing   developed  to   Finance   support  the  industry. events   rc T world  class   e IV information   organized  at   iv E level. affordable  and   support  to   Significant   regular   e   accesssible    t exporters  well   improvement  in  the   intervals  for   h more  e asily  to   e developed  and   Marketing   setting  and   exporters  to    N exporters. E management   enforcement  of   facilitate  their   S regularly   ) skills  developed   standards. compliance   updated. for  export   with   marketing  and   Regular  training   packaging   preparation  of   events  for  e xporters   requirements. business  plans   which  facilitate  their   improved. compliance  with   standards  and   meeting  market  access   requirements  . INSTITUTIONAL  PERSPECTIVE GEPC's  technical  and  service  delivery  is  strengthened  and  the  institution  is  able  to  provide optimal  support  to   exporters  and  other  trade  support    agencies.   12 National Export Strategy National  Export  Strategy  Logical  Framework  Matrix   Elements   Summary  of  key  Elements   Indicators   Verifiers   External  factors  (Risks)   How  do  we  know  if   Where  do  we  find  the   What  could  go  wrong?   achievements  are  made?   evidence?   Vision     Ghana  as  a  world  class  exporter  of       Possibility  of  global   competitive  products  and  services.   recession.   Goal    To  achieve  significant  increases  in  non-­‐ Significant  annual  rate   GEPA  export  trade  statistics.   Possibility  of  crop  failure  due   traditional  exports  with  annual  growth   increases  in  export  growth   to  inclement  weather   targets  reaching  $5.0  billion  in  the  5th  year   of  non-­‐traditional   conditions  as  majority  of   2017  of  the  NES.   products.   NTEs  are  in  the  agro-­‐based   sector.   Purpose   To  create  jobs  and  improve  the  standard  of   Substantial  increase  in   Labour  statistics    from   There  may  be  more  influx  of   living  and  welfare  of  the  people   jobs  created  in  the  NTE   Ghana  Statistical  Service   people  into  the  NTE  sector   sector  and  by  “spillovers”.   Ghana  Living  Standards     than  creation  of  new  jobs,   Survey  Report   leading  to  distortions  in  the   labour  statistics.   To  achieve  a  significant  increase  in  the  share   35%  contribution  of  NTEs   Published  Trade  Statistics   Unforeseen  adverse  weather   of  NTEs  in  total  non  oil  exports  as  a  major   to  total  non  oil  exports.   Bank  of  Ghana  Reports   conditions  causing  significant   step  towards  structural  transformation  of  the     GEPA  Annual  NTEs  Statistics   crop  failure.     export  sector  for  spearheading  growth  and   World  recession.   diversification  of  the  economy.   To  strengthen  and  resource  export   Increased  number  of  SMEs   Reports  of  periodic   Possible  delays  in  providing   development  related  institutions  and   that  benefit  from  the   monitoring  surveys  on   resources  to  support  service   networks  of  business  development  service   support  services   business  development   providing  institutions.   providers  for  providing  well-­‐focused  and   services.   Management  challenges   enhanced  support  services  to  enable  export     businesses  to  flourish.   National Export Strategy   13 11 14 National  Export  Strategy  Logical  Framework  Matrix        To  ensure  that  export  culture  is  imbibed   Improved  Export  trade   GEPA  Export  trade   Some  MMDAs  may  delay   nationwide,  so  that  every  District  is  able   performance  of  MMDAs   statistics   in  starting  their  export   to  have  at  least  one  significant  and   effort.  There  may  be  wide   commercially  viable  export  product   differences  in  MMDAs’   success  story  with  which  it  can  be   export  performance.   National Export Strategy identified.   Political  interference.   Strategic   1. Impediments,  uncertainties,  risks  and     AGI  Business   Possibility  of  not   Outputs   costs  of  production  and  export  of   § Reduction  in  turn  around   Environment   implementing  policy     goods  reduced.   time  at  the  ports   Barometer   environment  improvement     § Reduction   in   time   and   World  Bank  Doing   measures.     cost   of   registering   Business  Survey.   Lack  of  full  implementation     business,   permits   and   of  approved  policies.   certification     § Improvement   in   access     availability  and  utilization       of   TBT/SPS   information     by  exporters.   Strategic   2. Institutional   capacity   and   § Increase  in  numbers  and   § GPHA  reports  and   Institutional  constraints   Outputs   resources   for   export   value   chain   utilization    of  cold  chain   field  survey   other  than  resource  and     infrastructure   development   and   facilities,  packhouses  and   reports.   capacity  building  inputs.     related   support   service   delivery   port  terminals   § Public   Utilities   Possibility  of  prolonged     enhanced.   § Reduction  in  power   Regulatory   low  rainfall  causing  water   outages.   Commission,     level  in  the  dam  to  drop.       § Reduction  in  the  cost  and   § National     availability  of  utility   Communication     12   services  (water,   Authority,  ECG  etc.     Telecommunication,     energy  etc.)            

  3. Capacity  of  GEPA,  Metropolitan,   Technical  services  provided  to   Data  generated  by   Weak  service  delivery  to     Municipal  and  District  Assemblies   SMEs  in  MMDA  areas   periodic  monitoring   contain  MMDAs  due  to     enhanced  to  promote  export  so   resulting  in  significant  new   surveys  in  the  MMDA   geographical  remoteness.       that  every  District  is  able  to   exports.   areas.       An  established  unit  within   GEPA  export  Statistics   Possibility  of  political   develop  at  least  one  significant     GEPA  dedicated  to  interfacing   Annual  Reports  from   interference.   export  product  preferably  from     with  MMDAs.  Export  school   GEPA  and  MMDAs.   the  Priority  Product  List.   curriculum  modified  to     Records  and  reports  of   Unfavourable  weather   incorporate  MMDAs  capacity       MMDAs.   conditions.   building.       Increase  in  the  number  of       GEPA  offices  to  cover  all  ten   Strategic     regions.   Outputs      Dedicated  export       subcommittee  created  in   every  MMDAs.     Increase  in  the  number  of     projects  in  the  NTEs  sector  at     the  MMDAs.   National Export Strategy 15 13 16 National Export Strategy

4. Institutional  capacity  for  export   Significant  number  of  key   Records  of   Possibility  of  many  SMEs   oriented  human  capital  and  resource   staff  of  new  SMEs  graduating   participation  and   considering  fees  charged   development  expanded  and   from  export  schools  and   graduation  of  export   for  training  too  expensive   similar  outfits.   training  institutions   and  not  taking  advantages   strengthened.   Increase  in  the  number  of   such  as    Ghana  Export   of  the  facility.   training  programmes   School,  MDPI  ,  GIMPA   Delayed  interventions.     executed.   etc     %  increase  in  number  of   Field  survey  reports   existing  exporters  trained.   Increase  in  the  number  of   exporters  adopting  improved   practices  as  a  result  of   training.                         CONCLUSION The NES has been developed through entensive consultations with the relevant stakeholders. It is thus considered to be holistiic in approach and coverage, which also provides the expectation that all value chain actors and facilitators would support its success. The implementation vehicle, the Natonal Export Development Programme has also designed projects which can be scaled down sufficiently and be undertaken at the national, regional and district levels. This strategy provides enough guidance and direction to bring Ghana’s Non-Traditional export sector to the targeted $ 5 billion total annual earnings by 2017. National Export Strategy 17 NOTES 18 National Export Strategy National Export Strategy 19 20 National Export Strategy DESIGN & PRINT: TYPE COMPANY LIMITED +233. 30 225. 4011 / +233. 30 223.2252