Agricultural Sector Development Strategy - 2001

UNITED REPUBLIC OF TANZANIA AGRICULTURAL SECTOR UJ<.::VELOPMENT STRATEGY October 2001 TABLE OF CONTENTS FOREWOflO.•, ,.,.,.,.,.,.,.,.,."•.•,.,•.•, ,.,",•.•".".".,.,.,•. ,....,.,."."., .•,.,.,."... ,.,. .•. ".0' "'.""",,, EiJOO Bookm'r\: ""d,lh'd EXECUlIVESUWIIlRV,..,.,.,."•.•,.,•.•"..... "".,.,."."." v Strategic Conte,! Qflhe Strategy . AgricullUtal sector Features ...... Agrkultunl! Seck" Perl()rmanct: Agriculture's Su'engths and Weaknc<sc,,, , " .. ,.." " . Formulating the Slraleg; .... ".."... Str.tegic Area' fur Intervention ".."." ..... Com, Implemenuuion and Monitoring Arrongements ' v ,, , •• v ." ••••••••••• ,n •• " VI ."."v; HI , ix UST Of E'llAmNSAND ACRONYUS " BACKGROU~O ,.,... ,.,.. ",.",.,,,,, ,,,,.,,,.,,,.,., ,,,,,, ,.,.,.,.".,•. .•,.".,•. ,.,•. .•,., ,.,, ,., ,.,•• "",.",.,,' "'000'0'''''00' 0'''' 1 Strategic Context of lhe Ag,iculwral Sector Developmenl Slrategy ... Why Agricullure i, Important .. , ,." ,." .. Importanoe of the Slrolegy fur Agrkullural Dc'dopmenl" , . . I ..,."., ,..,..,.,.."... 2 , ".3 STATlIS OfUIE AGRICU"TUAAL SOCTOR .' .."'"~ ", •." ",.".'o,., '" o,.,,. . 0'.... '0"'.".'0"'."00 '.' 0'.'0"'.'00 '"'.'0"'. 0'.' """" "'0"" • r.r "1.3 , , 2.1 Agricultural Seclm Feature'." "." ,.." , . 2.2 The Perform.noe of lhe Agricultul'al Scrim." ".. , .. 2.3 Agricullure', Slrength.. We.kne"es, OpporlUnities "na Threats .. 2.3.1 Agriculture's Slrength, and OppurtlJrlihes 2.3.2 Agriculture', Weaknesse' and Threat, ... ...... ". ... ".6 s s u ."'0 '.'0 '.' 0 .'" '.'0'.'0'.".". t2 • :u The Agricullural S""tor Vi,ion. 3.2 SecLor Orow,h Targets... ....... "." ...... 3.3 Mission of lhe Agricullu",1 s"ctor Mini'trie, .. 3.4 Policy Framework fur Agrioultural Dcvelop"""'l. 3.4.1 Currenl Agricullur.1 Policies.. 3.4.2 Agricul,"re Related Policies 3.5 Implic'lion, of Major Refo'm' fo' ilie ASPS 3.6 Stralegic Option.lur ASDS "."." .... "." 3.7 Critical Assumption' in ASPS Formulation 3,3 The Coordin'tion of Actors. 3.9 Innovative fle'lure, of the Slrolegy .". 3,10 Priority I"uc, Add"",.". by thc Str.tegy .."."." ...... ".... ".". ST~BfGTHENINGTHE IRSTTTIITIOItA" fRIdl£WORK '0.'.'"'0'"""""'" '" """'",,,,,,,,'",,,,,, ,,'",,,.,.'" 4, I Public SeclorOrg.nilOtioll< 4.1,1 TheLeadMini,lri", ...... ".". 4,1.2 The Regional Sec'el"j'la1<~ 4,1.3 Thel.GA, .. 4.1.4 OIherPuhlic InstiIUlions ..... 4.1.5 Par""tal.1 OrgaTIiZOlinn, .. 4.1.6 Commodily Board, .. 4.2 Fri,",c s<>"1or Organi<olioll' , 4.2.1 Farmer, " " "." "." .. 4.2.2 Farme.. ' Organiution, 4.2.3 Agribusinc" .." " 4.2.4 f'inanei.lln,litution, ......... "." ....... " 4.3 Civil Society OrgaIlizannn< (CSO,) " " " . 4.4 Oilier Service Provider,... 4.5 nc,'dopmenl Partners" . ...... 12 ...."..." "..".. 12 . " .... , " ..... 13 """ 13 "....... J5 "" ".. , ........ " 18 " ".".",,20 ao zo .... 21 ..... 22 aa . .23 . 23 """as as ze ",27 • CfIEATlNG ~ F~ \/OO"A8I-E cu.l~ '"' TO FOS,"," COIIM~ll.L ACT1vmES,.,••".,••,.,.".,••,.,.,••,.,.,••,. .," .,.".,"~~... .,., ••,.,. . 28 5, I Sustaining Macroeconomic Stability. . ". . 28 '.1.1 Tlie I ""nding Interest Rale. . .., 28 5.1.2 Taxes, Le"ies ."d fees on the SecLor ,.."."., ,." " "." 28 5.1.3 EnergyTariff' and Prio'" on Tile SocW'-. . ".,.,. .. " 28 5.2 Reviewing, Harmonizing and l'ublicizing lhe AgricuiTUral Soclor L<ogi,la'i"n ".,. ... .29 5.3 Re,iewing, l!arn"'ni,ill~and Pu~lici<in~ L<o~i,lalioll ul' Cun.ouraling 5""IOIS 29 504 Providing L<ogal EmPOwefment 1'01' Slakeholder' 10(',onlrol Conullooi,y B=d, .." " ".,. , 29 5.5 Legaliling and l'romoling Cross-border Trade "..,.". , ".".,... . ,...., 29 5.6 Formulating and Impkmcnling. Food Securily Policy,.". ..." " , ,. ..,30 5.7 Stro"mlining Procedure>; for Legal Acce" In Land ". . ,......... ..,30 5.& UndertakiTIg Land Demareatio" and Surveys io Agricultural InveSltnent Zones.. ..,30 • PUBLIC ANO PRlYATE SECTOJl "O\-<$'N IlIf'IlOVING SUl'FORT Sl:IlYICES,,"", ,.,.".,.,••,.,.,••,••,.,••,.".,".,."." ••,",.," ••," .,"31 ".,.,••,••,.,•••,.,.,••,.,.,.,.,.,., ••,.,.,••,"••39 .. 39 .... " ,.". , 40 ... ",,, ,,,,. ,,,,,.,,.,,,,, ,,, "... , ... ,,40 ............... 40 "." 41 " ".,.."",., ...... .,",.,., ,e' ,e"," ,.,"," , ".~ 41 .., " "" ...." .. , ....,42 ",,,,,., .....,,43 ". , " " ,44 ..,." ..,.".".,.". ,44 "".,.,"",.".,.,••,.,.,.,.,.,.,.,.".,•••,.,••"••,.,.".,.,.,.,.,.,.,., ••,.,.,.,.,.,.,.,41 DADPs and DDP•. ,.,.".".".".". lmproYing Rurallnfra.trueture.. Improving Kill'al tqecmncsnon and Comreumcsuon Mitigating the Effocts of HIVIAIDS and Malaria ,.. M.in,treaming Genda in Agricultural J)oYcl"pmenl .. Empowering Youth. Slrenglheni"g Environmenlal MalUigemenl , The Pri"lIle Agribusiness SeClorS"pf>U" (PASS) Unil Promolin~ Agro proce"ing aod Rllfal Indu,trialization. lnerea.,i"g Acre." in Inpn13 in K",al A...."" .. Strengrhening Marl:eting Int'ormatiLln Sorvic", Improyin~ Rurul Marketing lnfrawucture.. .... ,.....,..,..,... ,..,... ,.,."., ..,.. Promoting Partnerships between Smallhoider Farme" and Agribusiness Implemenling In<-enliYe Mechani'm' ..,..".... ,..,..".. COSTS AND 'MPLE~ENT~TJON AARNlGEMENf8.,.,.,. IIAINSTREAMING PUNtiNG FOR AGRleU,11JRAL DEVELOI'IlENT INOTHER SECTORS,,", 6.1 Re,e,"~h "...."."., ..,. 31 6.2 ExlCTIsion Service>. 32 63 Training.. .. 31 604 Regulatory Services ,.,..,..".". . 33 6.5 Animal Health .nd Crop Protection Services .. , ,.... 33 6.6 Rangeland M.nagemenl,. . 34 6.7 Land and Water Re<onrce Utili"tion and Management.. .., 35 6.8 Agl'iculn"al Mochani.. lion., ,." "." , 36 6.9 Agricullural Informati<m SCfvice.,. " "." ". 36 6.10 love"mont and FinaTIce. . " "." " ,." ,..,. .., ., 37 6.10.1 Promoting Micro-fina""e In'liluLions (MPI,) . ,..,.".".". ... ." 37 6.10.2 E'labli'hing Jo'lil"tional Arrangeme"' for lovo"me"t Finance , ,." ..".,."., ..,." 38 IIARKETIOOINl'II1ll .lN~ OIITI'UTS .," ",",.,"","","",~, ..,. ,"", "".'.'"'".'"'.'" "''',""'"~.' "7,2 7.3 H "n 7,7 • , , Costs.. The Phasing of Implemenlotion., The P"vcrty M"nit"ring Framewnrk .. M"nillJring and Evaluating the ASDS .. ""as ...,49 ANNEX 1, PARTlClPATOOY PROCESS fOR TliE F'REl'AfLIlIONOF THE AGllCU,lUlU =00 OEVELOI'IlENT $T!tATEGY ",~~ e," , ,~'" 50 ANNEX 2,AGRICULT1JI1Al LEllISl.O.TION INTANZANI.l.."" ANNEX 3, lOGFRAME .,.,.,. .,",.,"",.,".,",.". ," .".,.. ",.," .,,",.,.,.,",".,.".".,",.,.".".," ",.".,"",","..,.., ,"..",, .,"., ,•• ,.,•• ,.,.,•• ,.,.,•• ,."'~ i>l • FOREWORD Agricultural Sector is the leading sector of the economy of Tanzania and accounts for over half of the GOP and export earnings. Over 80% of the poor are in rural areas and their livelihood depends on agriculture. Moreover, about 80% of the population live and earn their living in rural areas with agriculture as the mainstay of their living. The agricultural sector has maintained a steady growth rate of over 3 percent per annum over the last decade. Although this is greater than the growth rate of the population, this rate is considered to be unsatisfactory because it has failed to improve the livelihood of the rural people whose major occupation is agriculture. This includes localized food insecurity and hunger that continues to be influenced by lack of access to and inadequate resources endowments at the households level. The Strategy is a step forward towards laying the foundation for the ways to develop the agricultural sector, hence the national economy at large as well as poverty reduction especially in the rural areas. The primary objective of the Agricultural Sector Development Strategy (ASDS) is to create an enabling and conducive environment for improving profitability of the sector as the basis for improved farm incomes and rural poverty reduction in the medium and long-term. The process of preparing ASDS began in the year 1998 after the preparation and finalization of the Agricultural and Livestock Policy and the Cooperatives Development Pulley of 1997. Between 1998 and 2000, the Government conducted various studies as well us participatory and intensive consultation with stakeholders at national and grass root levels with the objective to review the sector performance, factors contributing to dismal performance of the sector and recommend strategic interventions critical to restoration of profitability, Information was also obtained from different Task Force Reports like the Agricultural Sector, Performance and Strategies for sustainable Growth (2000); Special Advisory Committee on Agricultural Development appointed by the Prime Minister (1999); Task Force on Cooperatives Report appointed by the President of the United Republic of Tanzania (March 2000) and other reports from the Ministry of Water and Livestock Development based on wide consultations with stakeholders in the Livestock Sub-Sector, In addition, the Strategy has been further refined by the outcome of the consultations with representatives of the Government Ministries directly associated with agricultural sector, farmer organizations at national and local levels, NGOs, individual fanners, livestock keepers, agribusiness representatives, financial institutions and development partners, The ASDS process was closely coordinated among the various key Government Ministries, including Ministry of Agriculture and Food Security, Ministry of , Cooperatives and Marketing, Ministry of Water and Livestock Development, President's Office Regional Administration and Local Governments, the Prime Minister's Office, the President's Office - Planning and Privatization, Ministry of Finance and the Development partners, The coordination was carried out through a joint Food and Agriculture Sector Working Group (FASWOG) Task Force. ),1]-, Wilfred NgiL'Wa Permooem Secrelllry Ministry of Agriculture ODd Food Sc<u,ity Dr. t.c. Komb. Permanent Secretary Mtntstry or Cccperali AIKI MKrkelin~ Mr. H.kan A. M.hi,., Petmonenl secl'Ctary Ministry of Water and Li..... toek Development EXECUTIVE SUMMARY Strategic Context of the Strategy This strategy is an integral component of the ongomg macroeconomic adjustment and structural reforms that are supported by Tanzania's development partners. The medium term objectives are determined by the Poverty Reduction Strategy Paper and the long term goals by the Tanzania Development Vi,ion 2025, Agriculture is important to Tanzania's immediate and long term economic and social development goals for three reasons. First, widcspread improvements in fann incomes arc a precondition to reduction of rural poverty. Second, any strategy for addressing fO<X! securily must involve actions to improve agricuJlural and livestock production nnd farm incomes. Third, agriculture, as the single major contributor to national GOP, is key to the country's overall economic development now and in the near future. Its potential in this regard is substantial. The Agricultural Sector Development Strategy, which is the conclusion of a participatory {;nO,\ullative process amnng a wide range <1f scctor stakeholders, provides a basis for action by both the public and private sectors to support Tanzania's efforts to stimulate agricultural growth and to reduce rural poverty. Agricultural Sector Features Tanzania has a large untapped land resource. Despite this abundance of unutilized land, Tanzanian agriculture is dominated by small-scale subsistence farming. The major limitation on the size of land holdings and utilization is the reliance 00 hand hoes as the main cultivating tool. Efforts to increase agricultural production can include technologies to expand utilized land area or intensification of the existing cultivated area. In the ,hort run the most practical approach is to focus on labour productivity enhancing technologies that are affordable. For commercial farmers, improved marketing systems and an appropriate policy cnvironmcm for private investment will hopefully help to raise farm profitability and encourage the adoption ofne", tcchnologies, The growth of the labour force is a major determinant of the growth of agricultural output. Rural-urban migration, non-farm employment opportunilie. nnd the lllVlAIDS and malaria pandemics mean that the agricultural labour force is currently growing at less than 2.8 per cent p-e- In recent years, illiteracy rates have increased among the rural population. These high levels of illiteracy pose a major obstacle to agri(ultural transformation, Agricultural Sector Performance The agricultural sector has maintained a steady, if unspectacular growth rate of over 3 per cent p.a. over the last decade, This is greater than both the rote of total population growth and the rate of growth of the agricultural labour force. However, this is considered unsatisfactory because it has not been able ro bring a sufficient number of the rural poor above the poverty line and has perpetuated the existing pervasive poverty among the farming communities, Given the importance of sgriculture as the mainstay of rural livelihoods, agriculture must gmw much faster if rural poverty reduction is to become a reality in Tanzania. Se"eral factors have contributed to the modest performance of the agricultural sector in the country. One undoubted factor has been the heavy reliance on hand hoe cultivation in rainfed agricultural systems. In addition, the incentive structure in the sector over the past decade has not encouraged growth or investment in the sector. Agriculture's Strengths and Weaknesses Tanzania has a comparative advantage in the production of almost all industrial export crops and sOme non-truditional export crops. There is a large potential for increasing production of item, such as wheat and rice to replace imports and to expand foud and livestock exports to neighbouring countrtcs. Another opportunity is the expanding domestic market for food, especially for livestock products and crops with a high income elasticity of demand. Similarly, Tanzania's membership in regional trade groupings and as a signatory to international trade protocols is making markets within the region and glohally increa,ingly available. At the same time, the une~ploited natural resource stock permlta virtually unlimited expansion and diversification in crop and livestock production. Furthermore, the development of private agribusiness enterprises and a few large-scale farming enterprises in T,m"ania is creating potential opportunities for strategic partnerships between these ente'Prises and smallholder farmers. The agricultural sector will also benefit from the ongoing structural reforms and the move towards devolved government that are envisaged to improve the efficiency and effectiveness of providing public services. Weaknesses and threats constitute the development agenda that must be addressed by the ASDS. Tanzanian agriculture has numerous weaknesses, including low productivity, poor coordination and limited cap""ity, underdeveloped supporting facilities, erosion of the natural resou~ ba'e, inappropriate technology, dependency on rainfed agriculture, impediments to food market access and low public expenditure levels. Formulating the Strategy The Government and stakeholders in agriculture envisage an agricultural sector that by the year 2025 is modernized, commercial, highly productive and profitable, utilizes natural resources in an overall sustainable manner and acts as an effective basis for mtersectoral linkages, The PRSP Progress Report 2000101 set extremely ambitious growth target, for the agricultural sector for the coming five years. However, this was set before a full analysis of the constraints facing the agricultural sector had been complcrcd. In the light of these c<.,",i<lerJtions, a more realistic target for the OVL'rJII agricultural sector would be to achieve an average annual rate of growth of 5 per cent p.a. over the 3-year period 2005/07. If this was broad-based and accompanied by increased off-farm rural employment opportunities, it couid make a significant impact on the poverty reduction targets by the end of the decade. The mission of the agricultural sector Ministries will be to facilitate the growth and development of the agrieultund sector so that both the medium and long term objectives arc achieved. The policy environment is key to agriellitural development at two levels. First, a favourabie and stable macroeconomic environment is a prec<)ndition to profitable private investment in agriculture, Second, sector specific policies have an important bearing on its productivity and profitability. Several policies related to agriculture have been ocvctoped recently with lhe aim of providing a more favourable environment for agricultural growth. The ASDS proposes fUlther modifications 10 permit private agribusiness to expand investments in primary production directly or lhrough pannerships with smallholders, input distribution, produce marketing, and ngro.processmg. The ASOS will be implemented within the mnt~"l uf ",,'cral major Go,'ernm~nl reform programmes, induding the Macroeconomic Reform Pmgrammes, the Local Government Reform Programme and the Public Sector Reform Programme. The strategic options available for lhe ASOS are largely constrained by the Government's priority objectives, recent policy pronouncemenl\ and the ongoing reform programmes. The overarching Government objective is poverty reduction and this calls for strategies that arc capable of rai,ing the incomes and living standards of a large proportion of lhe rural populalion in the relatively near future. This docs not preclude the simultaneous creation of the enabling environment to encourage larger scale aclivities and investments in agriculture by the private sector. At the same lime, the macroeconomic reforms rule out the possibility of profligate government expenditure or .ubsidies and limit the role of tbe Government to policy formulation, the establishment of a regulatory framework, and the provision of public goods and safety net. fot the most vulnerable in society Government i< unlikely 10 be a major provider or funder of those goods and services that the private sector is capable of providing itself, The strategic options are also influenced by lhe local government reforms that give a sul"tamially larger role 10 LGAs and local communities in policy implemenlalion and financing, which are increasingly likely 10 reflect local needs and priorities. These various considerations largely delCrmine the choice of an overall strategy for- agricultural development. Thc strategy is based upon a number of assumptions concerning mobilization of inherenl Sln:mglhs am] comparative advantages of Tanzanian agricullure. The most fundamental assumption and risk is the sustained commitment 10implement the politically difficuh aspects of the slralegy. The wide range of actors that will be involved in the ASDS will require a harmonized and coordinated framework for effective and efficient management of activities and resources, This will be achieved thmugh: an Inter-ministerial Coordination Committee (ICC) composed of Permanent Secrelarics of the lead and collaborating Minislries and representatives of the private sector that will coordinate the planning of the ASDS at national level and rnonttoring its implementation; a Technicallnler-ministel1al Committee (TIC) to act as the Secretarial for the ICC; an Annual Conference of Stakeholders; the relevant Standing Commiltee of LGAs, and; the Regional Secrelariats. The ASOS contains a sel of innovativc and practical action, including: a focus on agricultural produClivity and profitability; the promotion of private sector/public sector and processor/contract grower pannerahip', and; the participatory implemenlalion of the strategy through District Agricultural Developmenl Plans (DADPs). Strategic Areas for Intervention In practical lcnns, the ASDS can only address some of the many issues that conslrain the performance of Tanzanian agriculture and lead to conlinuing rurnl poverty. Within a given timeframe and resource envelope, focusing on the f"llowing issues is considered critical: a. Strengthening the institutional framework for managing agricultural development in the country. In particular, there is a need to define what Government, at central and local level, can and cannot do versus the role of the private sector in <Igricultural development. Actions are proposed to strengthen public sector organi7.ations and restructure the Commodity Boards. Farmers' organizations will be promoted and the Government will help to overcome the constraints experienced by the privatc sector and strengthen its capacity. b. Increased private sector participation and agricultural development in general requires the creation of a favourable climate for commercial ucnvltlcs, This assumes that macroeconomic stability will be maintained and that actions will be takcn to: monitor agricullllral lending rates: rationalize the taxation regime and devise appropriate investment incentives for the agriellllllral sector; review energy tariffs and oil prices; review, harmonize <Ind publicize thc agricultural sector legislation and that of collaborating sectors; provide legal empowerment for stakeholders to control Commodity Boards; legalize and promote cross-border trade; formulate and implement a food security policy; streamline procedures for leg<ll access to land, and; undertake land demarcation and surveys in agricultural investment zones. e. Clarifying public and pri~ate roles In improving support services, including agrieullural research, extension, training, regulation, information and technical services and finan<,:e, The private """,toc will in<.:reaoo its role In providing a wide range of demand driven support services to smallholder farmel'S, The public sector will gradually, but Increasingly, limit its role to financing the provision of collective goods and services that the private sector i5 unwilling to provide, and the targeted financing of goods and services to overcome rural poverty. Mechanisms will also he developed for private and public sector collaboration in the delivery of effective support services. SpecifIC actions are proposed for research, extension, training, regullory services, animal health and crop protection ~ervice~, rangeland management, land and water resource utilization and management. agricultural mechanization, agricultural information services and investment and finance services. d. Improving net farm returns and eommer<:ializing agrieullurc both require attention to be paid to marketing Inputs lind outputs. Proposed actions include: a private agribusiness sector support unit; promoting agm-prucMsirtg iu'ld rural industrialization; increasing acc"", to inputs in rural areas; strengthening marketing infonnation collection and dissemination; improving rural markeling infrastructure; promoting partnerships !>etwoon smallholder farmers and agribusiness, and; implementing incentive mechanisms. e. Mechanisms will need to be found for mainstreanung plallllinl!: fnr awiculhtral development in other sectors so that duc attention is paid to issues such as rural infrastructure development, the impact of HlV/AIDS and malaria, gender issues, youth migmtion, environmental management, etc. Most of these will be more adequately addressed in the Rural Development Strategy. This document deals with the broad actions or interventions to be taken to address each of these priority issues. TIle detailed activities and implementation timetable wIll be contained in the Agricultural Sector Development Programme (Asnpj, a 3-year rolling programme that will be revised and updated annually. Costs, Implementation and Monitoring Arrangements An indicative blldget has been prepared of the likely costs of the interventions that will be required to implement the ASDS. This amounts to around US$255m. Tilis budget only includes those items thal will be channelled through the th""", agri~uhural sector Ministries but excludes the Personnel Emolument (PE) elements of these budgds. Four major factors will influence the phasing of implementation. The"", are the availability of funds, the capacity of Ministries, Programmes and LGAs to disburse and usc funds effectively, the priority accorded to different outputs and/or interventions and the need for sequencing of interventions. These are all issues that will need to be considered during tile ASOP preparation process. Monitoring and evaluation will focus on the medium-term objective of the ASDS, namely, to achieve the PRSP objectives. A comprehensive framework for monitoring and evaluating the PRSP process and poverty reduction has been established under the oversight of tile Vice President's Offiee and overseen technically by a National Poverty Monitoring Steering Committee. A poverty monitoring master plan is being developed to foster a coherent approach to the monitoring of poverty in Tanzania. Monitoring the implementation of the ASOS at national level by the ICC and at the district level by the TIC will be greatly assisted by the data generated by the various components of the poverty monitoring master plan. As the ASOS operates lIS a sectoral component of the RDS, the work of the ICC and TIC will have to be coordinated with the RDS monitoring and evaluation framework. Al the district level, the relevant Standing Committee of the LOA will be re'ponsible for monitoring the implementation of DADP, and Regional Secretariats will monitor implementation of OADPs in Iheir respective regions. LIST OF ABBREVIATIONS AND ACRONYMS ACP AIDS ASDS ASU BOT CBO COSTECH CSO DADe DADP DAFCO DDP DFZ EAC EO FAD FASWOG FEE ODP '"HIPC IFAD IFPRI LOA LGRF UTI M&E MAC MAPS MATI MCDWC MCM Mel' WlC :\ffiM ME .""1 MH MIT MLHS MW MWLD NAFeo NARCO NBS NCSSD African Caribbean and Pacific Acquired Inunune Deficiency Syndrome Agricultural Sector Development Stmtegy Agricultural Statistics Cnil Bank of Tanzania Community Ba~ed Organization Commission of Science and Technology Civil Society Organization District Agriculture Development Committee District Agricultural Development Pmgramme Dairy Farming Company Ud Di,trict Development Progmmmc Disease Free Zone East African Community European Union Food ami Agriculture Organization of the United Nations Food and Agricultural Sector Working Group Foreign Exchange Earnings Gross Dome:;tic Product Hectare Highly Indebted Poor Countries International Fund for AgrieulluralDevelopment International Food Policy Research Institute Local Government Authority Local Government Reform Programme Livestock Training Institutes Monitoring and Evaluation Mini,try of Agriculture and Cooperatives Ministry of Agriculture and Food Security Ministry of Agriculture Training Institute Mini,;try of Community Development Women Affairs and Children Ministry of Cooperatives and \farketing Mini,try of Commllnicationand Transport Minish)' of Education and Culture Ministry oJ Energy and Minerals Ministry or Finance Micro-Finance Institution Ministry of Health. Ministry of Industry and Trade Ministry oJ Lands and Human Settlements Ministry of Work< Ministry of Water and Livestock Development National Agricultural and Food Corporation National Ranching Company Ltd National BlIrClIU of Statistics National Conservation Strategyfor Sustainable Development NEAP NEF NEMC NGO NMC NPB NRM PASS PC PE PER PMO PO,P&P PO-RALG PRA PROF PRSP PSAC PSRP RDS REOI'A SACA SACCO SAPe SUA TANESCO TAS TBS TCAL TeClA TDY TOSCA TPRI TRA UDSM DRT YPO VTIP WB WTO ZRP National Environmental Action Plan National E"tension Fund National Environmental Management Commission Non Governmental Organization National Milling Corporation National Pharmacy Board Natural Resource Management Private Agribusiness Sector Support Planning Commission Personnel Emolument Public Expenditure Review Prime Mini,ter's Office President's Office - Planning and Pri vatization President's Office Regional Administration and Local Government Participatory Rural Appraisal Poverty Reduction and Growth. Facility Poverty Reduction Strategy Paper Programmatic Structural AdjllSlrnent Credit Public Service Reform Programme Rural Developmcnt Strategy Research into Poverty Alleviatinn Savings and Credit Associations Savings and Credit Cooperative Socicties Southern Africa Development Community Sokoine University of Agriculture Tanzania Electrical Supply Company Tanzania Assistance Strawgy Tanzania Bureao of Standards Tanzania Chamber of Agriculturc and Livestock Tanzania Chamber of Commerce Industry and Agriculture Tanzania Development Vision Tanzania Official Seed Certification Agency Tropical Pesticides Research Institute Tanzania Revenue Authority University of Dar cs Salaam United Republic of Tanzania Vice President's Office Village Travel and Transport Project World Bank World Trade Organization Zonal Research Fund 1 .BACKGROUND 1.1 Strategic Context of the Agricultural Sector Development Strategy Tanzanian agriculture, like the entire economy, is in a transition from being a command- to a market-based prm.luclion system. The tranSllion process started in the mid-1980s as part of the economic adjustmenl and structural reform programmes supported by the devel"pmenl paliner,. Despite some impressive macroeconomic achievements rcsulnng from the reform programmes, agricultural growth and rural povCl1y reduction continue to present daunting challenges. In response tn lhe~e and other pertinent development issues, the Government recently adopted the Tanzanio Devewpmerli Vision 2025 (TDV) to pro~ide broad gUidance on the strategic goah of social and economic development in the country. The illV envisages raising the general standard of living of Tanzanians to tile level of a typical medium-income developing country by 2025, in terms of human development. It identifies three priority goals: ensuring basic food security, improving income levels and increasing export earnings, Agriculture is one of the priority sectors for achieving these goals. Subsequent to the TDV, Government, with the support of the development partners, has initiated a national strategic policy framework aimcd at progressively achieving the Vision's goals in the country. The completion of a l'Qverty Reduction Strategy Paper (PRSP) in 2000 was a contribution to this. Poverty reduction has become the ovcrarchtng priority ohjective in the national economy and the PRS? provides the medium term national framework for this tocus. The PRSP recogni'ie' that agriculture is critical to poVerty reduction (Box 1), Why A@rlculture is Criti{,al fo ....v.rty Reduclion Acoording to the latest 1,1991192) Hn..dlOld Budget Survey inTanzania, themajority of thepmr arefuulld in rural area'. whcre agriculture i' tbe m"instal' of ii"e1ihood.. Agriculture, as ddine<l ill thi' report, has 'uch • dLmunant role in the eCOIIOmy th.t it i' [he most critical of Ihe .""Lo,S lhal h."e heen identitied as thepri",ity PD"erfy rcdlU:/lon <eem,.. in the I'RSP. tn the long 'Ull. commercializing 'mallholder agriculture and accelerating it, gm"'th rat" "re critic"i ill p"ilill~ ti,e maj~rity ~f tht rur.l 1'<;>01' mIt of object poverty. The ASDS lay' the fuundation SIan..' fur this iQIlg run ohjeotive but .i,o propos., illterventions with a more immediatc impact un ru,,1 poverty alleviation through div."ified and increa'ed production and proouc,iVity or '1lliIllholder .~riculturc. In the rural s~,cIOC these poverty reduction objectives will be achieved through a Rural DepelrJpment Slraiegy (RDS) and u complementary Agricultural SeclrJr Development Slraiegy (ASDS;. The RDS will cover the entire rural sector, induding agriculture, non-farm economic activities, social services, and economic and social infrastructure", The ASDS will cover crop and livestock production and related agribusiness activities in morn detail. Fi,hcrics, forestry and hunting, normally included in the formal definition of the agricultural sector, have been excluded. This strategy report is thc conclusion of a participatory consultative process amongst a wide range of stakeholders in the sector. Details of the process arc given in Anne" I. Agriculture as defined in the ASDS falis within the mandate of three ministries' thc Ministry of Agriculture and Food Securily (MAFS), the Ministry of Co-operatives and ),farkcting (MCM) and the Ministry of Water and Livestock Development (MWlD). These ministries are responsible for formulating the ASDS and facilitating its implementation at the national levcl. With the cooper4tion and support of the President Office Regional Administration and Local Government (PO-RALG), which has jurisdiction over the local amhorities, they will also supcrvize and monitor its implementation al district or tocal authority level. The lead ministries will also facilitate, co-ordinate and monitor its implementation by private sector stakeholders' and non-government organizations (NODs), 1.2 Why Agriculture is Important Agricultm-e is important to Tanzania's economic and social development goals espoused in the TDY for several reasons, Pirst, recent studies by the World Bank and others indicate that about 50 per cent of Tanzanians Can he defined as pOOL This means that they have a per capitu income of less than US$I per day (national average per capita GNP in 1997 was US$21O), The studies also conclude that well over 80 per cent of the p{)O~ are in rural areas and depend on agriculture for their livelihoud. In a<.hlition, 82 per cent of the population live and eke a living in JUral areas, with agriculture as the mainstay of their living. 1his implies thar improvement infann incomes of the majority of the ru~all"'Pulatloll is a precondnion for reduction ofrural poverty ill Tanzania. Second, food insecurity is often a manifestation of poverty. Recent stl.ldies on the state of food .security in Tan7<lnia indicate that satisfactory indicators at the nationallevel may mask severe food insecurity at household and individual levels, largely due to lack of acCess to food, poor nutritional ql.laJily and biases in intra-household food distribution. Current estimate, are that around 42 per cent of households regularly have inadequate food. Localized food insecurity ami hunger arc COmmun amI ren"""l inadeql.late resource endowments at the household level. Food price fluctl.latiom put the poor (as producers or customers) io a more precarious condition. These factors svggest thiu any strategy to udd,.,'ss food security must involve actions to improve agricultural and livestock production and farm income,' 10 rn.<u~e availability and access 10 food respectively, Indeed, the PRSP proposes steps to raise the quality and ql.luntity of marketed products as a key to improving agricultural incomes and alleviating poverty among the rural poor. A~ri<lllllll"'" Share 01: R.al GU!' and lI"rei~1lE,<hallll' l!:.rnllJllS (~EEJ (P.r «Ilt) CUlllribulio[] Iu GDP Contribution tel FEE 19S7-t990 48,2 550 WIO-!2.9J. 48.4 56,0 t994-1998 50,0 5G.2 t998-2ooo 50,0' 54.2> So""" URTfWB, Till''''''''" Agricullure, p<rr"""",,ce IlIld S,,"tog;« [or Su,tI,;nubl, Growtb, F.bru,"} 2000 • Figme<for 1999 and 2000 areprov;,;o"," Third, over the years, agriculture has been the single largest contributor to GDP and foreign exchange earnings (Box 2). purmermore. a recent study' concluded that agriculture's growth linkages (multipliers) in Tanzania were higher than those of other sectors and arc felt in both rural and urban areas. Because of these fuctors, agriculture remains the engine of economic growth in the economy. Accordingly, agn'cultural develop"",nl i,' key to the coumry's overall , World Bank (2000) !\gricul,u,e m Tan"ni. since 1986' Follower Of Lewe, inGrowth. World B.nkllFPRJ, W.,hingtoll DC, ecorwmk development now and ill the "ear future. Its pote"/ial in this regard is considered ,'ubstan/ia1. 1.3 Importance of the Strategy for Agricultural Development The nood for an ASDS derives from three considerations, First, it IS an integral component of the ongoing macroeconomic and structural refonm that are heing supported by Tanzania's multilateral and bilateral part~ers. Some of these reforms, including those being supported under the Poverty Reduction and Growth Facility (PRGF), Programmatic Structural Adjustment Credit (PSAC-l) and PRSP, are expocted to have a significant impact on the welfare of the rural poor in general and small crop and livestock producers in particular. Accordingly, Government has chosen, as de/ailed ill the strategy, /0 CIlmpl~m~n/ the interve"/io"s vf these reforms with sector specific actions to enhance the impact on farm incomes and povertyreduction in the rural areaS. Second, the strategy is viewed as an instrument for guiding public and private efforts towards broadly shared sector objectives and specific inputs and outputs. Implementation of the Local Government Reform Programme (LGRP), aimed at transferring responsibility for frmnulating, implementing and monitoring agricultural development programmes and projects to the districts and grassroots communities has started, but it will take time to complete. Thc ASDS will, therefore, need to be implemented flexibly to accommodate local development needs and opportunities within the framework of the envisaged District Agricultural Development Programmes (DADPs) (see Section 3.4). rhus, the ASDS will provide a basis for action by both Ihe public andprivate sectors to meet agreed or ,pt'cijled inpuls and outputs in the agricullural sec/ur ul national and dis/ric/level". Third, and most importantly, the ASDS is critical to rural poverty reduction as briefly described in Box 1. Government strongly believes that a strengthened agricultural sec/or, if properly u.l'si,,'/ed. will hav~ ,<Irong forward and backward /inktiges and a positive nnpacs on farm incomes and rural poverty reduclio". 2 STATUS OF mE AGRICULTURAL SECTOR 2.1 Agricultural Sector Features Land area. Features of the Tanzanian agricultural SCClOr are summarized in Bo>:. 3. Tanzania is endowed with an area of 94.5 million ha. of land, out of which 44 million ha. arc classified as suitable for agriculture. However, part of this arable land may be only marginally sllilllble for agricultural prodnction for a variety of reasons, including soil leaching, drought proneness, and tsetse infestation. According to recent studies, only 10.1 million ha., or 23 percent of the arable land is under cultivation. This include, around 2.2 10 3.0 million ha. of annual crops, fallow of up to 5 years duration, pennanenl crops and pa~tUTe It is also estimated that out of 50 million ha. suitable for livestock production only 26 million ha., or 50 per cent is currently being used mainly due to tsetse fly infestation. Thus, the country has a large untapped land resource but its utilization would require the development of physical infrastructure and eradication of tsetse. This is obviously not feasible in the short run, but efforts to bring new land under production could be done by either small farmers or large private investors once the necessary favourable environment is in place. Guvemment will work IOwards crealing {In enabling environmenl for medium {lnd large-scale 'nve.<tors to make me ofthe ohundam land re.<ource mthe caumry. Selected Main Features of the Agri(ultural Sector in Tanzania Land Resow"" (01illion ha.)' Torolland Ar.ble land Rangeland Land under live'toek T,et,e infe.o"lCd area Cultivated land Area ",itabletor irrig.tion Area under irrigMiOll Land under medium and large-,cale farming Per c.pita landholding (hc<ure pcr head) Livestock Populmloo (million), Cattle Goal, Shoep Puultry (chicf.cn) 95.5 44.0 50.0 24.0 26.0 10.\ W "'U 0.' 15.6 10.7 3.5 27.0 SuuTOe" URTIWIJ. Tanzania Agrieuliurc: Perf<>rJrulnee and Strategies for Su,u;n.ble Growr"> Pebruary 2000. MWLD. Live"ock Sub=tcrr MeffiUTandum. 2()(x), Fann Iize. Despite this abundance of unutllized land, Tanzanian agriculture is dominated by small-scale subsistence fanning. Approximately 85 percent of the arable land is used by smallholders who operate between 0.2 and 2.0 ha. and traditional agro.pastoralisrs who keep an average of 50 head of cattle. II is estimated that the average per capita land holding is only 0.12 ha. The major limitation on the size of land holdings and utilization is the heavy reliance on the hand hoe as the main cultivating tool, Which sets obvious limitations on the area of crops that can be grown using family labour, the achievement of food security and poverty reduclion. This "hand-hoe syndrome" among Tanzanian smallholder fanners is both a cause and symptom of ruml poverty. Given the generally abundant land supply, households' capacity lo maintain and increase their production through land expansion depends on the extent to which they Can hire labour or use labor-saving tcchnologies (e.g, animal traction. power tillef'. tractor hire services. minimum cultivation techniques. herbicides. erc.). Anets and productivi1y. Box 4 provides data on the ehamctcristics of the rural population in terms of the use of modem inputs and technology, the ownership and distribution of assets and cropping pallems and how the poor fare on those yardsticks. It is observable that poor farmers had lower access to, or use of, each listed item than the overall rutfil population, although the differences were not significant in most cases. The lower degree of diversification among poorer farmers creates an erratic income and cash flow and may partially explain their need to sell part of their food crops immediately at harvest time when prices are low, Characteristics of Rural Farm Households 1983 1991 All Rural Rural Poor All Rural RaralPoor .--.. ----.---...-.--.---Pcr cent -------.-----. ----------. Accc" to Input, .nd Technology; Hiring labour in agriculture t2,1 "" 22,3 17.3Buying fetlilizer 27.7 27,9 26,7 23.9 Buying pestiddo8 161 165 t88 14.3 U,ing plough, 12,0 10,8 20,6 17.8 U,ing carts " i z " n Own""hip of Live'lOCk ~, 59,8 63,5 63.2 p.llern of Pwduclion: MLlre lhan j crop 84,8 85.4 57.0 48.6 2 or 3 crops 68,8 70,5 42,7 42.3 4 crops " sr "' " t cosh crop 50.0 51.2 26.0 20.3 More Ihan I ca,h crop 19 4., 37 07 More lhan t core.1 61.2 592 42.3 32.& ~hare ot sales of cash crops in tOI.1 ... Ies :14.0 no 53.0 @o Source: M. Lui .. Ferreir•. Povel1y and looquaJi';' During SlruC[utlll Adjusunenl in Rural T.tlZ.nia Livestock. Bo~ 4 also shows that the majority of rural farm households own at least some livestock. Indeed, livestock output has accounted for around 15 per cent of agricultural GDP in recent years. The total number of livestock i, shown in Box 3. There is substantial potenlial 10 increa,e the contribution of livestock to agricultural output and rural incomes. Ways of overcoming many of the conSlraints currenlly limiting thc livestock sub-sector are outlined in Sections 4 to 8. Apaifable technologies. With no serious land con,traint in mOSI districts, efforts to increase smallholder agricullural production can include both technologies to expand utiIized land area and/or intensification of the exisling cultivated area. However, best Natural Resourcc Management (NRM) practices indicate that the focus should first he on environmentally friendly and sustainable intensification. In the short run, the most practical approach is to focus on the increased use of existing labour productivity enhancing technologies that are affordable. given the human, phy.ical ami financial assets available to poor households. There are many technological innovations that are yet to be adopted by the majority of smallholder fanners, such a, improved seeds, stordge facilities and animal breeds. In many cases they are nnt adopted because they are unknown to smallholder farmers or there arc no effective delivery systems in place. In other cases they are not profitable given existing relative input and output prices and husbandry practices, I7lC ASDS will therefore focus on improving the dissemination of viable farm production lechn%sie," to ,<mnllholder fanners and livestock keepers as a matter of priority. lmproving agricultural pwduclivity and commercializing farm production among smallholder Janner' is the li"chpi" of lhe ASDS. For farmers engaged in commercial productiun therc is a 'Catch 22' situation regarding profitability and technology uptake. Productivity-enhancing technologies arc often the key to profitability but equally, increased farm profitability is often critical to the adoption of new technologies. The reduction in transaction costs and the development of competitive agricultural marketing systems for both inputs and crop and livestock outputs will, hopefully, help to raise term profitability and encourage the adoption of new technologies. This will rcqoirc the development of an appropriate policy environment for private investments in general and in agriculture-related activities in particular. The agricultarallabour furce, As long as Tanzunia's agriculture is dominated by hand hoc technology, the growth of the agricultural labour force will remain one of the major factors detennining the growth of agricultural output. The size of the agricultural labour force is probably just under 11 million. The most active age group is that between is and 59 years, accounting for about 89 per cent of the agricultural labour supply with wOmen contributing about 70 per cent of this supply. While the totallabour force i, growing at around 3.1 per cent p.a., it is estimated that the agricultural labour force is growing et a maximum of 2.8 per cent p.a. due to rural-urban migr"tion and the growth of non-agricultural informal sector activitie' in the TUral areas. The effective labour force is probably growing more slowly than this due to the effect of the mY/AIDS and malaria pandemics. Literacy rates. The literacy rate for the rural aroa, i, al",ut 61 per cent for those aged above 10 years. In recent years, illiteracy rates have increased due to deterioration in thc quality of adult education and basic education in primary schools, togcthcr with a fall in primary school enrolment rates. Thcse high levels of illiteracy pose a major obstacle to agricultural transfomlation because empirical evidence in Tan7ani~ and elsewhere in developing countries suggests a correlation between literacy among farmers and improvements in f~rm productivity, Accordingly, litero-cy, espedally among women, has a considerable impact on poverty reduction. Unless the current trend is reversed, illiteracy may serve to perpetuate poverty in rural Tanzania. 11w Government will address this issue in the con/ext ofthe Rural Development Strategy. 2.2 The Performance of the Agricultural Sector According to a recent study', the agricultural sector has maintained a steady, if unspectacular growth rate of over 3 per cent p,a. over the last decade (Box 5). This is greater than the rate 'L'RTfII>'B (2000) Tam:ania Agricultur" P<tfornumcc and Strategios far Sustainable Growth of tolal population growlh, which means that there has been a small but steady growth in per capila agricultural oulput It is also a fll<ter rate of growth than that of the agriculturallabour force, indicating a continuous slight increase in agricultural labour productivity Over this period. Indeed, real agricultural gmwth has maintained the same aver<lge growth rate as the rest of the economy, with the result that its contribution to total GDP, at around 50 per cent, has not fallen during the past decade, This is vcry different to the typicai pattern in development where industrial and service sector galwth rates normally outpace thc agricultural seclor growth rale leading to a steadily declining share of agriculture in total GDP. A similar pattem emerges in terms of agricultural e~ports where tbe real growth has averaged around 7 per cent p.a., a similar rare to overall export growth SO that the share of agricultural eApons in total exports has remained virtually unchanged at 56 per cent (Bm 5). TOlal Re.1 GDP Growlh (per cent p.•. ) Real Agrkultoral GroVilh (per cenl p.•.) RCl1l Growlh in Agricultural Exports (pcr =1 p.o.) Share of Agriculture in GDP ( rer rent) Shore of Agricultural Exports in Total Exports (per cem) Selected IndlClltors of Agriculturlll Sector Performance t'l9O-93 28 33 "~, 5~O 199498 H 3.2 •• 50.0 5~.2 Soure<:; URTM'lJ, Tan""nia Agricultu",: Perfun"ane. and Strat.gies for Suslalnabl. GlDwlh. february 2000 (draftl. However, the level of real agricultural growth during the last decade is considered unsatisfactoT)' because it has not been able to bring a significant number of the rural poor above the poverty line, perpetuating the existing pervasive rural poverty. Given the importance of agriculture as the mainstay of ruml livelihoods, agriculture must grow much faster if rural poverty reduction is to become a reality in Tanzania. Several factors have contributed 10 the modest performance of the agricultural sector in the country. One undoubted factor has been the heavy reliance on hand hoe cultivation in rainfcd agricultural systems. In these situations, and in the absence of major t«;hnological breakthroughs or divcrsification into new crops, the rate of growth of the agricultural labour force tends to be a major determinant of the agricultural sector's potential growth, In addition, the inccntivc structure in the sector over the past decade has not encouraged growth or investment in the sector. Agriculture's barter lem" ur lrude, thai measure the relative change in agricultural producer prices compared to the price of indl1'ltrial goods have not changed significantly over Ihe pasl decade (Box 6). Breaking down this global indicator suggests that the real price of food Cl'OpS has fallen over the decade whilst the real pricc of export crops has risen. However, these figures need treating with caution as there have!leen dramatic year-t<>-year changes in all crop prices due to weather and/or world market conditions. In particular, extremely high coffee prices in 1995-96 large!y account for the rise in export crop prices in the 1994-99 period. Thc farmers" share of retail or export prices is another indicator of agriculture'S incentive structure, As a result of market liberalization for the major food crops, margins betwccn producer prices and consumer prices have narrowed significantly, indicating a high degree of market integration. For the major export crop', the farmer's share in export prices has genemliy increased over time, but the magnitude has remained modest. Detailed surveys of the processing and marketing costs associated with these margins wouid be requiRXl to indicate whether there are inefficiencies, perhaps relate-d to the existence of non-competitivc markets. Moreover, despite a considerable rationalization and streamlining of taxes in recent years, there arc sui! significant direct and indirect taxes on many marketed agricultural produ~ls. The ASDS will therefore address These issues in irs pursuit of efficiem and responsive markets for agn'cui/ural and iivestock products in the CGwury so as /0 make agriculTure more profiTable, The proposed restructuring of the existing Commodity Boards will give mote control to stakeholders and should ellcourag~ them to improve the sector's incentive structure. Sejeeted Indicators of Agriculture's Incentive Structure 1990 -1993 1994 - 1999 Te"", of Trade for Agriculture 1'01' iode' (.£,ric/industry) 1992~ 100 Real ProdUCOI Price, (food) T,h/k~' R<.I Producer Price (export) TsWk~•• Farmer." ,hareof con'ilI""r nrice lret cem) M.ire llire Sorghum Fanners' Share il! EXOOfl Price.> (p",~enll; Cashow, CoiIee Arabica Coffee Robu't.,. Fire CLlfed Tobacco Ftue Cured Tobacco Liot Collon Pyrethrum "36.8 137.3 66.8 35.0 50.0 52,4 59.0 51.0 5L2 51.8 29,4 35.0 25.5 • sa 32,6' t65,7 87,<} 38,4 ~, ~, 58.5 45,7 34.5 74,9 ,6,5 51.2 21.8 a, t994· t 998 • Weighted average of m,ile, rice .nd wheal. ,. Weigbted average of coffee, lobacoo, cMeJO aM cashewnm" Source: URTrwB. Tanzania Agriculture: PerfOrPlaTlCC and StrategiC>' for S""wnable Gruwth, February 2000 2.3 Agriculture's Strengths, Weaknesses, Opportunities Threats and The consultative process with stakeholders revealed their perceptions of agriculture's strengths, weakncsses, opportunitie~ and threat~, The strengths and opportunitie~ can be built on, while weaknesses and threats constitute the agenda that the sector's development strategy must address. 2.3.1 Agriculture's Strengths and Opportunities Comparative adYQniage, Comparntive advantage measure~ whether there i~ a net foreign exchange saving or earning from using domestic resources in the production of different commodities. In this sen5e, Tanzania has a comparative advantage in the produclion of almost all industrial export Crop5 and some non-lIaditional export crops [Box 7). This can be further enhanced hy increa'ing farm productivity and improved marketing efficiency. Moreover, as a relatively small supplier of most export commodities (except cashews), Tanzania can increase ils production withoot affecting their global supply and market prices. With regard to food crops, Tanzania is, for the most pan, a food ,..,If sufficient country wilh imports and exports often accounting for less than 2 to 4 per cent of total food production and around 10 per cent of cereal requirements. However, there is a large polL'Tllial for increasing production of items such as wheat and rice to replace impurts and to expand food and livestock exports to neighbouring countries, most of which are likely 10 remain food deficit arcas ror lhe foreseeable future. Accordingly, a key assumption of the ASDS i,' lhal a can.\·idemhle polential opportuniryfor expansion in farm production af most crops, livestud and livestock products. However, this requires the comparative advanlage 10 be tran,lated inlO financial profilability. This may not occur if direct or indirect taxation of agricultural prooucts i~ too high and/or market prices are not favourable and stable. Box 7 Tanzanian Agricultural Sector Comparative Advantage IndlClltdh (Domeslic Resource Coefficients) Averal!e hrw",ved Potentiat M,ize (Iringa)' M,ize (Dodo"'a)' Rico (Tllinfcd, upl.nd)· Rice (rainfed, lowland)' Rice (irrigated, Morogoro)' Cotton (Shlnyan,ga) Tobacco (tlue cu=l) Tobacco (fire cured) C..<hew (Mtwara) Cashew (Tong» Coffee (Arabica) Coffee (Robust.) Tea (,,,,allhuldcr,lringa) Tea (""ule, tringa) Sugarcane. Morogoro) 0.93 0.66 0.g2 0.60 0.63 0.43 0.62 0.56 0.27 050 0.39 0.59 0.97 0.72 0.71 0.78 0.72 0.50 0.56 0.56 0.26 0.90 0.27 0.56 0.92 05.\ O.BO 0.61 0.% 0.0<> 0,53 0.47 OM 0,22 0,81 0,22 0,49 0~3 0,77 Note, The DlK' ",eas"re, the 0p[l<ll'[unily cosl of the domestic ,esour= required IO save (or e.fIl) U~$t of ["reigll ~,"hang~, A weillcienl o[ 0,61 indie.te, Lhal thore is a pUI~nlial ["r only 'pending US61 c~nl' III .,aYe US$1 in maize import,. Any eocffklent less than 1 Imphe' that il i, competitive at world price, ., food crop ORCs "e measured using import parity price$, There is " foreign eX<,h.nge. ,""ing when ,ubstituting for imp""t." hut il i., unlikel}' that Tanzania could "'pori on world market, competitively Source: URTIWB, "p. cit .. Tahle 7.28 Expanding market opporlunuies. Another opportunity for Tanzanian agriculture is the e~panding domestic market for food, e~pecially for livestock product~ and crops with a high income eta,ticity of demand. With e~pansion in lhe rapidty growing mining and touri,m industries and income growth in general, domestic demand for beef, milk, anil other high protein products is likely to grow rapidly. Similarly, markets within the region and globally arc increasingly becoming available as a result of Tanzania's membership of regional trade groupings (e,g" EAC and SAlJC) and as a signatory 10 international trade protocols (e.g., "iTO and EU-ACP), Exploitation ofthese tmdint? oppor/Ullities is cemrai to the design ofthe ASDS, Natural resourceS. Tanzania's unexploited natllrdl resource base of 44 miilion ha. of arable land, 50 million ha. of rangeland, abundant sources of surface and underground water and several agro-ecological zones, permits virtually unlimited e"pansion and diversification in crop and livestock production. Accordingly, e;;pansion and diversiJimtion in crop and livestock produClion i,' not likely to be cons/rained by the '>'Upply afnatural re~ource,' in Ihe country. alrhough access 10 these Mtural re.WJUTce.\' may he a hinding consrroint in some cases. Farming as part of the naswlIal culture. Farming and livestock keeping are a way of life amongst the majority of Tanzanians. This is likely to remain the case in the foreseeable future, provided agriculture is made increasingly profitable. At the same time sTJllIII-scale farmers maintain strong social networks, which provide social capital and facilitate the diffusion of information. Accordingly, ASDS will fadlitale fanners to org(11Jlze rhemselves collectively in order 10 solve SOme oftheir problems with minimal exremal a",'i"tance. Growth of agribu~'iness. The development of private agrihu,ine,s enterprises and a few large-scale farming enterprises in Tanzania is creating potential opportunities for strategic partnerships between these enterprises and smallholder farmers. These partnership schemes have shown promising prospects in in~rt'asing the production and quality of cash crop.., ,uch as sugar cane in Mtibwa, tobacco in Tabora and Iringa, and oitseeds in Morogoro. For certain farm enterprises this could be an effective mechanism for overcoming the institutional void 11lft behind by the collapse of the rural finance and the cooperative marketing systems in the country. It would also improve the availahiiity and utilization of farm inputs and modem technologyat the fann level, leading to increased productivity and production. The ASDS will facilitate the spread of these partnership schemes to other areas and crop~ ,,,,d livestock products (beef, dairy und pig,") where such demand will be established or indicated. Ol/gomg structural reforms. Agriculture's transition towards a market-based production system has been part of the adjustment and stm~tural reform programmes that have been implemented by Government with the assistance of development partners. A key assumption underlying the ASDS design is that internal politiclll commitment 10 the adjustment and structural reform PTOCeSS (especially in rhe agricultural ,ecluT) will mntinue '1!mhated wlrh the suppm1 of the dneloprnenl partners, It is also expected that, given its pivotal role in the PRSP for poverty alleviation, agriculture will receive the high priority it de,'erve,' in public and dontJr resource ollocauon. Devolv~d gov~rnm~n/. Government is implementing a number of key institutional reforms that are envisaged to improve the efficiency and effectiveness of providing public service, to the public. These include the LGRP and the Public Service Reform Programme (PSRP), One of the key improvements wOl.lld be the transfer of political, financial and development planning and implementation authority from the central ministries to the Local Government Authorities (LGAs) and rural communities, CO/l.<equemly, the ASDS design is premised 0" the expectation thai ,1'truCfuTesfor decentmliiea planning and execution of iocal progmmmes are evolving at district level and calls for thi" to he accompanied hy participatory planning, implementation and coordination mechanisms, 2.3.2 Agriculture's Weaknesses and Threats Tanzanian agricultural has numerous weaknesses and threats that constitute the development agenda for the ASDS, but only the most importam ones are discus>ed here. tow productivity. The most critical weakness in agriculture is low productivity of land, labour and other inputs. This is caused mainly by inadequate finance to obtain productivity enhancing inputs or capital, limilcd availability of support services and appropriate te<;hnologies forcing the majority to produce only for subsistence. Moreover, low retllrns to labour and the drudgery of rural life results in migration of youth from rural to urban areas and depletes the agricultural labour force. Low rates of return in agriculture compared to other sectors of the economy also ltsult in low lcvd~ of private investment in agriculture. Creating lhe requisite environment for mising productivity and also increasing agriculture's profilability 10auraa private inw:stmt,"1 i,' jimdamenlaUy critical tr> the design of Ike ASDS. Poor coordination and limit~d copacity. The agricultural sector involves romly actors within the public sector who are currently not well coordinated in policy formulation. programme planning or implementation (sec Section 4). Many public institutions, particularly WAs, also lack Capllcily in terms of staff. funding, and facilities for carrying out their mandated activities. The private sector is still relatively undeveloped and many of those currently involved In agribusiness lack entrepreneurial skills, information and capital to expand their agnbusinesses. Underdeveloped supporting facilities. Weak egro-mdusrrics and poor linkages within the markcting, processing and production chains affect the perfonnancc of agriculture. as dO!'"JOf market-orientation and inadequate processing of commodities, coupled with high levels of waste. The poor state Or lack of rural infrastructure is a cause of high transport costs for di"tribution and marketing of inputs and produce, leading to lower furm gate prices to the producer. Incomplete libcralizuti\m un<l poor regulation of food markets critically constrains agricultural development. All these lead to low profitability for the sector. rn~dequate private sector capacity to provide agricultural ~upport ,ervices i, it ~riti~<iI constraint that the strategy will addre~~. At the same time, private sector capacity is adversely affected by lack of support services for agribusiness development, non-conducive legal, trade and tax regimes, and underdeveloped or lack of financial services in agriculture. The agricultural legislation L\ "utdated, scattered among various Ministries, non-harmonized, and is largely unknown to the public (Annex 2). Most of the legislation governing livestock dales back to the colonial period or command economy eru, with little relevance to the needs of the market economy. Other weakneHes and threats. Other weaknesses include: erosion of the natural resource base: inappropriate technology especially for women: dependency on rainfed agrieulture; impediments to food market access. and; low public expenditure levels. Other threats that are likely to influence agricultural performance include depressed demand for primary commodities in global markets an<l high variability of rainfall. Environmental degradation in cultivated and rangelands threatens ~uwlinahle agri~ultural development In addition, frequent pest and disease outbreaks and Floods and droughts cause losses in crop and livestock production. An even more serious threat to agricultural development is now posed by the reductiun in human ~apilal in agriculture caused by the HlVfAIDS pandemic and malaria. The need to address these threats constitutes the justification of the ASDS. 3 FORMUJ,ATING mE STRATEGY 3.1 The Agricultural Sector Vision As a component of the TDV 2025, the Government and stakeholders in agriculture envisage an agricultural sector that hy the year 2025 is modernize-d, commercial, highly productive and profitable, utilizes natural resources in an overall sustainable manner and acts as an effective basis for intcr-SCClorallinkages Achieving these long-tenn goals will require the ex.isting subsistence-dominated agricultural sector to be transformed progressively into commercially profitable production systems. However, the ASDS rep=enls a time slice of only 5 years (2002-2007). The prima.ry objective of the ASDS ;" therefore 10 create all enabling and curlducive environmenJ for improving tho productivity and profitability of the sec/or. This will Scn'e as the basis for imprm'ed fam, ,,,cames ""d rural pavert}' reduc';on ;n the long term. whilst cunlribul,,,g /0 lhe medium 'erm (2003/5) and long·lerm (2010) goals of the PRSP. 3.2 Sector Growth Targets As indicated in Box I, the PRSP recognizes the agricultuniJ sector as one of the priority poverty reduction secton; because of its dominant role in the economy and the high incidence of poverty in rurai areas. A high rate of sustained, broad-based growth in the sector is critical to achieving the poverty reduction targets set out in the PRSP. These are: • Rcducing the proportion of the population below the basic poverty Iinc from 48 percent in year 2000 to 42 percent in 2003 and 24 percent by year 2010, • Reducing the proportion of rural population below the basic poverty from 57 percent to 49.5 percent in year 2003 and 29 percent in year2010. • Reducing the proportion of food poor from 27 percent to 23.5 pereent in y<:ar 2003 and 14 percent in year 2010. These are >;ubject to revision, as more up-to-date information becomes available from the surveys being conducted as part of the poverty monitoring m~ster plan. The PRSP Progress Report 2000101 set growth targets for the agricultural sector for the coming live years of: • Increasing real annual agricultural GOP growth from 3,6 per cent to 5 per cent by y<:~r 2003 and to 6 per cent by year 2005. • Increasing real annual growth rale of the livestock component from 2.7 per cent to 5 per cent by the year 200'i. • Increasing real annual growth rate of the export crops from 6.8 per cent to 9 percent by the year 2005. However, these targets were set before a full analysis of the constraints facing the agricultural sector had been completed. Two constraints in particular create problems of achieving marked increases in agricultural productivity in the short run. The first is the predominance of hand-hoe technology and a relative shortage of agricullurallabour in the rural areas, It will take time to change a significant proportion of farming systems and/or introduce mechanization on a sufficiently large scale to raise labour productivity significantly. Thc second constraint is the cntnbinarion of the on-going LORP, the transfer of responsibilities from central government to WAs, and the current capacity shortages in WAs to manage and implement these effoctively. In time these moves will significantly improve the support services available to termers. but it is likely to be towards the end of the ASDS five-year time slice (2002107) before these benefits become noticeable. One further caveat relates to the contribution expected frum the export sector given tile unpredictability of world pricc'\ for export commodities, In the light of these considerations, a more realistic target for the overall agricultural sector will be to achievc an average annual rate of growth of 5 per cent p.a. over the 3-YeaJ' period 2005107. tf this is broad-based and accompanied by increased off-farm rural employment opportunities, it will make a significant impact on the poverty reduction targets by the end of the decade. 3.3 Mission of the Agricultural Sector Ministries The mission of the agricultural sector Ministries, within their mandates, will be to facilitate the growth and development of the agricultural sector to meet these medium- and long-term targets. This will enable the sector to contribute fully to ensuring food security and poverty reduction through increased volumes of competitive, crop and livestock products, increa,ed incomes especially of smallholder farmers and increased national income and export. This will involve the Government in implementing the necessary institutional, legal, and administrative and policy changes as well as planning long-lerm investment programmes that will facilitate further tmnsformenon. These interventions are intended both to improve the well-being of smallholder fanners and 10 facilitate the Increased pmticipation of larger privarc sector businesses in agriculture. Subsistence and ,mall-scale farmers are mainly concerned with raising the productivity of their scarcest resources, typically labour and capital, whilst the rale ofretum On capital is of main concern to commercial farmers and the private sector. 3.4 Policy Framework for Agricultural Development The policy environment is key to agricultural development at two levels. First, a favourable and stable macmcconomic environment (primarily the inllation rate, intere't rate and exchange rate), is a precondition to profitable private investment in general and in agriculture in particular, Second, sector specific policies have an important bearing on agriculture's terms of trade with other sectors of the economy and also on its productivity and profitability, The ASDS proposes changes in the existing agriCllllurul policy to permit private agribu,ine" to expand investments in primary production directly or throllgh partnership' with smallholders, inpllt distribution, produce marketing, und agro-processing. These policy changes will demonstntlC Govcrnment's sustained political commitment to economic liberali7.ation in the agricultural sector and remove uncenainties deterring the private agribusiness sector from spearheading the longer-term development of agriculture. 3,4,1 Current Agricultural Policies The agricultural se>CIor is guided by two main policie,. The Agriculture and Livestock Policy of 1997 (Box 8) seeks to ensure that the direction and pattern of development in the agricultural sector meets social objectives and outputs. The policy emphasizes the Importance of compctitivc markets, with the Government providing priority public goods and services and the conservation of the environment as a rational hasis for agricultural development. ObJocti &f lbeAgri<u1mnt and Li....tock P&licy &f1997 The ALP of 1997 ha, the following as iI' major objeoliYes; • Assure rood «:curily for tile n.lion, including improvemenl of notion.1 'IJndard, of nlilrition • Imp",ve 'landard< of living in rmal ,rea< • Ino"",,,e foreIgn e"ch,"ge .",mings • Prod'''''' and supply raw materiai, llIId ""pand tile roie or the sock" "' • market for industrial outputs • Develop and introduce new lechnologies for l.nd.rId laoour prodUClivily • Promote integraled and ",stainable u"" and managemenl uf natural r"",ure"" (environmental ,usl.in.bihly) • Develop hnman rc",urce, • Provide ,upp''', ,ervices • Promote access of WOmen and youth 10 land, credil, educalion and intormation The Cooperative Development Pori,y of 1997 evolved on the basis oJ experiences in implementing the Cooperative Development Act of 1991. It marks a ·change from cooperatives being state-controlled institutions to becoming autonomous and memher controlled private organizations. The policy provides the framework for the restructured co operatives to operate on an independent, voluntary and economically viable basis and to develop into centres for providing and disseminating agricultural inputs, implements, technologies and information. This will empower fanners to enhance their hargaining position in the market. MCM is currently facilitating consultative meetings among cooperative stakeholders to review the 1997 Policy and (he Cooperative Act of 1991 to make them meet the needs of stakeholUers even mure effectively. 3.4.2 Agriculture Related Policies Several other polides have a bearing on the development of agriculture. The overall aim of the National Land Policy is to promote and ensure a secure land tenure system, encourage the optimal use of land rewurces, lind facilitate broad-based socio-economic development without endangering the ecologicalbalencc of the envoonmem. The Water Policy is still being finalized. One of its objectives is to establish a multi-sector platform and framework for participatory agreements on the allocation of water use in a coordinated and rational manner. This will eventually ensure that the interests and rights of various water users, particularly the requirement of catchments, crops and livestock, are laken into account during (he process of allocating water. ·llle National Micro finance Pulicy forms the long-term basis for developing an efficient and effective micro-financial system and provides a framework for empowering farmers and livestuck k~~pers lhrough ~ccc" tu ~redil. The Gender Policy of 2000 aims to mainstream gender issues in all aspects of policy, planning, resource allocation and implementation. Special attention is directed towards ensuring that women have access to land, other pmd'lCtive re~ource~, training and lahour saving technologies. Nevertheless, it will be important under ASDS to formulate special programme·s to enhance wDmen's access to technology, tmining and credit. The Government has also enacted a NatWrud Environment Policy, which lays the foundation far coordinated, mulli-sectoral action in this field (see Section 8.7). 3.5 Implications of Major Reforms for the ASOS The ASDS will be implemented within the context of several other major Government refonn programmes, including the Macroeconomic Reform Programmes, the LGRP and the PSRP. Macroeconomic Reform Programmes. Adjustment and Structural Reform Programmes began in 1986 with the aim of stabilizing and pUlling the economy on a sustainable growth path. They have helped to correct the macroeconomic imbnlllnces and poor performance that characterized the Tanzanian e<;unomy during the 1980s and first half of the 1990s. The reform programmes have consequently addressed issues relating to monetary policies (devaluation, interest rate, money supply), fiscal policies (public expenditure, taxes, subsidies, fiscal disciplinc) and trade policies (liberalization of markets, privatization and divestiture of state enterprises). The CUTTent reform programmes arc deepening the initial reforms made in theoe areas. The economy is now experiencing positive growth again. In short, a more fav<lurahle environment for private investment and economic growth hus been put in place and this will need to be su,tained. The impact of the structural Idonns on agriculture has been profound. The removal of subsidies has had a large impact On input prices and borrowing interest rates, which increased to market determined levels. The liberalization of agricultural marketing led to an increase in product prices in the sbort run, but these later stabilized when they reached markct determined levels. As a consequence of trade liberalization and subsidy removal, the cooperatives ceased to be the sole buyers of crops and suppliers of inpuls. Despite some initial and short run negative effects of thl' ",forms on agricultural development, Government has significantly improved the policy environment for private investment and sustainable agricultural growth in the long term. Crop marketing has been largely liberalized and private traders lind farmers' organizlIlions compete to provide marketing services to farmers. Crop marketing subsidies, except those relating to the grain operations of the Food Security Department in MAPS, have been eliminated. Input distribution has also been liberalized as has agricultural export and import trade. Several loss-making agricultural para&tatals, including NMC and I"AFCO, are in the process of tleing privatized or liquidated. The ASDS will make use of this favourable policy eIlvironment to remforee the reform programme,.' long-Ierm effects all agricultural growth and rural pvverty reduction. The Local Government Refrmn I'rogrnmme (LGRP). This is currently under phased implementation by rO-RALG and involves: • Transferring political, financial and development pianning authority from the central Ministries to LGAs. • District Councils taking responsibility for thc delivery of social and economic services. • Empowering local peopie by promoting their participation in decision-making on and, hence, ownership of local development initiatives. • Implementing sector-specific policies formulated by the central Ministries. These refonns will be particularly critical to the implementation of the ASDS actions concerning the delivery of oupport services to smallholder fanners, rural infrastructure development, and fanners' access to financial services. Using participatory approaches, LGA~ and the local communitie.' will gnillually a."ume respclnsibily for formularmg the proposed DADPs implementing ASDS actions, using guidelines 10 be developed by Ihe lead ministries, assisted by the Planning Commission (PC) and PO-RAW (see Section 3.9). The DADPs will be an integral part of the overall District Development Programmes (DDP~). The Publil: Service Reform Programme (PSRP), This programme will introduce reforms involving all Govemment rnini,tric' and will detcl1nine the management environment onder which Government, a, the major stakeholder, will implement the ASDS. The changes to the Tanzanian Civil Service include: • Making public personnel better resource managers and more accountable through training. • Improving transparency and accountability through performance monitoring and evaluation. • Improving service deliveryunder severe budgetconstraints. • Restoring ethics and protcssicnalism in the public service. • Improving structures, systems, work. environment, compensation packages and behavioural attitudes and cultures. 3.6 Strategic Options for ASDS The strategic options available for the ASDS are largely constrained by the Government's priority objectives, recent policy pronouncements and the ongoing refonn programmes. The overarching Government objective is poverty reduction. The preponderance of poverty in rural areas and the importance of agriculture as the mainstay of rural livelihoods, calls for stmlegies that are capabie of mising the incomes and living standards of a large proportion of thc rural population in thc relatively ncar furore. This does not preclude the simultaneous creation of the enabling environment to encourage larger .cale ac;tivities and invCl;trnents in agriculture by the private sector. At the same time. the reforms aimed at achieving macroeconomic stability IUIe out the possibility of profligate government expenditure 01' subsidies 10 'enhance' rural income' or provide a 'favourable' environment for private sector investment. Similarly, these reforms limit the roie of the Government 10 policy formulation, the establishment of a regulatory framework to reduce transaction COStS, the provision of public goods including a favourable enabling environment and the provision of safety nets for the mosl vulnerahle in society. Government will not bc a major provider or funder of those goods and services that the private sector is capable of providing itself and this will be reflected in the stralegie~ for agricultural sector development. The strategic options are also influenced by the ongoing WRP that gives a substantially larger role to LGAs and local communities in implementing poHcy and enfClreing the regulatory framework. The increasing emphasis on participatory planning indicates that .policy implementation and financing will increasingly reflect local needs and prioritics. The~e various considerations largely determine the choice of an overall strategy for agricultural development. 3.7 Critical Assumptions in ASDS Formulation Following the analysis in Section 2, the ASDS is based upon a number of assuml'tium; regarding inherent strengths of Tanzanian agriculture. Accordingly, the ASDS seeks to exploit Tanzania's: • Comparative advantage in the production of its major expert and food commodities. • Large human capital (population) base that is and will continue to be involved in agriculture but currently has a very low productivity, • Undcruscd and abundant natural reSOun;e base, • E~isting political commitment to improve agriculture's policy environment through adjustment and structural reforms and the creation of appropriate incentives to attract private investment in agricldture. • Domestic and international trading opportunities created through membership of regional and international trade grouping and protocols. • Potential opportunities for forging strategic partnerships between agribusiness enterprises and .~mallholder farmers. • Political commitment to developing structures at district and community level for decentralized planning, execution and monitoring of local programmes under the auspices of the LORI'. To the extent that some of these underlying assumptions may fail to materialize, they would adveruely affect the implementation and impact of the strategy, In this sense, they also constitute risks for the strategy. The most fundamental a,sumption and risk appears to be commitment to implement the politically difficult a'pects of the strategy. This may involve carefully balanced choices of priority at times, but it will be important for Government to sustain this commitment. Similarly, the participation of agribusiness, particularly in building strategic partner~hil'~ with smallholder farmers. is another critical assumption and risk for the strategy. Again, this risk can be reduced by political commitment to the commercialization of smallholder agriculture through IIttrnctive incentive packages to agribusines" 3.8 The Coordination of Actors The wide range of actors that will be involved in the ASDS will require a harmonized and coordinated framework for effective und efficient management of activities and resources. This will be achieved through the following mechanisms: • An Inter-ministerial Coordination Committee (ICC) will be constituted. It will be composed of Permanent Secretaries of the lead and collaborating Ministries and reprcsent.ativcs uf thc privatc scctor. ICC will be responsible for coordinating the planning of rhe ASDS at national level and monitoring its implementation to ensure that the goals of the ASDS are being achieved. . • The three lead ministrics, together with PO-RALG. will establish a Technicallntcr ministerial Committee (TIC) to act as the Secretariat for the ICC, Its tel1llS of reference will indude, y Preparing the technical guidelines for LGA.' 1.0 ptepare DADP, and integrate them in District Development Programmes (DDPs). " Formulating a rolling ASDP to implement the ASD!) at national level, covering the mandate, roles and functions of rho lead ministries. l> Monitoring the implementation of ASDS by the WAs. ;.. Acting as a coordinating mechanism between the lead ministries and the cooperating ministries or agencies. ;.. Resolving any conflicts that may arise between lead ministries and WAs regarding domain, of authority and influcncc (such as thc terms of appointment of high level personnel and the enforcement of technical ,tandard,) and their relative roles in undertaking specific functions. • An Annual Conference of Stakeholders in the sector. organized by the line Ministries, to act as a consultative forum for ASDS. This would review progress in implementing the ASDS and achieving its objectives, discuss problems constrdining progres, and ways of ovcrcoming them and consider current and future market pro.~pocts. The President of the United Republic of Tanzania will chair the forum. • Once trained in participatory planning, LGAs will ensure that DADP, are formulated, managed implemented and monitored. The plans will be prepared through a consultative and participatory proce~~ and then ~crutinized hy the relevant Standing Committee of the Council (or District Agricultural Development Committee (DADC) where the Cooncil h"" established one). The DADP will be integrated into the DDP and then sent to the Regional Secretariat where it will be scrutinized to enSure that it confonns to national policies. It is then returned to thc LOA for final approval by the full council mBCting. • Regional Secrelariat~ will monitor the implementation ofDADPs in their respective regIons. 3.9 Innovative Features of the Strategy The ASDS contains a ser of innovative and practical actions that are considered critical to agriCliltucal development in the country. The new interventions include: • Afocus on agrkultural productivity and profitability. This requires the creation of a favoumble environment for invcstlllcnt in agriculture. Diversification of products will be encouraged to expand the export and local market base into more lucrative n(ln-tnldit1()r\al prodlicts. The farmers will produce according to market demands, and agro-processlng initiatives will be intensified to reduce post-harvest losses and waste. • The promotion of priY{l/c lIecUir/public uctar and procell,'orleon/raet grower partnership". The focus on public/private sector partnenlhips will. when implemented, foster more private sector funding of supporting services. The partnership, between processors and primary producers, where appropriate. will be important in ensuring access to markets. inputs and technology for primary producers and a sustainable raw material base for the prooc,sors. • The implementation (IfASDS through DAJ)Ps. Thc ASDS sets the broad strategies and framework for achicving the sector's objectives and targets. A 3-year rolling Agricultural Sector Development Programme (ASDP) will spell out the strategy's detailed implementation pmgrumme. The ASDP will be developed interactively by dialogue between the TIC and the LOAs acting throLigh the Regional Secretariats. Earty in the annual cycle the TIC will issue a preliminary ASDP indicating priority areas for intervention and Central govcmmcru funding. LGAs will take cognizance of this in preparing their preliminary DADPs, which will be a 3-ycar rolling plan of District-level priorities and activities related to the agricultural sectur. The TIC will use these draft DADPs as a basis for dialogue, through the Regional Secretariats, with the LGA< leading to a reformulated ASDP and agreed DADPs. Through this process, local communitics will have considerable flexibility in implementing the ASDS and this participatory implementation at the community level will ensure sustainability and entrust the rural people with their own desLiny. For lead Ministries, this process creates challenges in terms of requiring an entirely new modus operandi and new and effective communication channels with local communities 3.10Priority Issues Addressed by the Strategy In pracLical terms. the ASDS can only address some of the many issues that constrain the perfonnancc of Tanzanian agriculture and lead to continuing rural poverty. Within a given Limeframe and resource envelope, focusing on the following ;"ues is considered critical to meeLing the PRSP objectives and providing the foundations for the successful commercialization of Tanzanian agriculture in the medium and long tenn: Strengthening the institutional framework for managing agricultural development in the country. At the momcnt this is cxtremely weak and is characterized by undefined roles of the various actors in the sector. In particular there is a need to define what Government, at central and local level, can and cannot do versus the role of thc private sector in agricultuml development. As discussed in Section 4, strengthening the capacity of actors and their coordination will playa key role in the ASDS. Increased private sector participation and agricultural development. in general requires Ihe creation of 11 favourable climate for commercial activities. This includes a stable macroeconomic environment and appropriate changes to the administrative and legal framework as discussed in Section 5. Clarifying public and private roles in improving support services, including agricultural research, extension, training, regulation, information and technical services and finance is discu.lse<l in Section 6. Improve<l delivLJry of these services is critical to increasing agriculture' s production and productivit;.' d. Improving net fann return, in the short term and commcrcializing agriculture in the medium and long tenn both require attention to he paid to marketing inputs and outputs. This is the focus of Section 7. e. Agricultural development and rural livelihoods are also strongly influenced by several issues that are outside the mandate of the lead sector Ministries. Mechanisms will need to be found for malnst.reamlng planning for agncuuurat development in other sectors so that due attention is paid to issues such as rural Infrastructure development, the impact of HIV/AIDS and malaria, youth migration, environmental management, etc. Most of these will be more a<lequalely addressed in the RDS. This is the subject of Section 8. Sections 4 to 8 deal with the broad actions or interventions to be taken to address each of Ihcse priority issues. These are also presented in the fonn of a logframe in Annex 3. Thc detailed activities and implementation timetable will form the content of the annual rolling ASDP described in Section 3.9. Work on fonnulating the annual plans will start immediately after the ASDS has been adoplcd as Government policy. 4 STRENGTHENING THE INSTITUTIONAL FRAMEWORK There are numerous types of actors involved in the agricultural sector that can be grouped under four categories: public organizations, the private sector. the civil society and development partners. This section outlines the roles that the various actors are expected to folfil in the ASDS and actions that the Government will take to strengthen thei!' capacity and the, institutional framework in which they operate. 4.1 Public Sector Organizations 4.1.1 The Lead Ministries As explained in Section 1.1, the implementation of ASDS will be overseen by MAFS, MCM and MWLD at central Government level, while PO-RAW will be responsible for coordinating the LGAs, which have the primary re:5ponsibilily for implementing the ASDS actions in their respective Districts These ministries will have the role of setting the right policy and regulatory framework and developing mechanisms to ensure their effective implementation at national and local level. In addition> through the ICC and TIC (Section 3.8), they will be responsible for coordina[ing the various actors within the sector. Furthermore, implememation of the ASDS will require close coordination amongst these ministries and other government institutions. These include the Prime Minister's Office (PMO), Ministry of Finance (MF). Ministry of Works (MW). Ministry of Communication and Transportation (Mer), Ministry of Lands and Human Settlements (MI.HS). Ministry of Community Development Women Affairs and Children (MCDWC), the President's Office Planning and Privatization (pO"P&P) and the Vice President's Omee (YPO) Under the ongoing civil service reform process, the respective roles of the lead Ministries havc been rationalized to include sector-specific as well as cross-cutting functions. The emphasis is now on providing a faciliwting environment for private ".,ctor activities. The new roles include: • Formulating and reviewing sectoral policies and monitoring the overall petformance of the agricultural sector. • Providing and supervising the implementation of regulatory servicesfor crop and livestock development. marketing and fanners' organizations. • Contributing to the development and promotion of improved agricultural practices. • Monitoring the perfonnance of both public and private sector agricultural sector support services in order 1{) improve their quality and ensure competitive markets. • Promoting the private sector's role in primary production, processing, marketing and tile provision of agricultural services. • Promoting farmers' organizations for empowering farmers, developing their advocacy and lobbying capacit)', and participation in service delivery and resource mobilization. Thcrc are sever,,] serious constraints that the Ministries need to overcome in order to play their new roles effectively including: • Inadequate manpower and skills for policy formulation and analysis. monitoring and enforcing policies, standards and regulations. • Lack of performance standards and a framework for assessing performance of service providef', especially at the level nf LOAs, together with a lack of facilities for enforcing standards and regulations. • Erosion of the institutional culture for good governance. This will be addre,sed by the ongoing PSRP. • Lack of mechanisms for institutional coordination among the various ministries, and between central ministries and the LGAs (see Section 3.8 for strategic actions). • A shortage of counterpart funding for development programmes, which reduces fonding from development partners. This will require Ihe Government 10 place a higher priority an fl1f1ding the agrk"ullural .I'ecl(Jr. • A general lack of financial, human and technical capacity to generate, manage and disseminate accuratc agricullural information ('ICC Scction 6.9 for strategic inl"rvenlions). To overcome the first lWO constraints, the Government will slrengthen the capacity oflhe lead Minislries including PO"RALG by: • Training Ministry staff in polir;y formulation. analysis. as well as strategic planning and management. • Reviewing emplayment condition" prommion pm,<perls aIU1 salary scales with the aim ofrecruiting aIU1 retaining high calil>re staJJ; • Deploy/nij ""kiil/ollal staJJ' for supervl,ing (JIld monllming tire enforcement of standard., aIU1regulwimc<. • Providing the necessary Iw::ilitie!' and equip""-'rlt for proper monitoring ofstandards and reijulatlons. 4.1.2 The Regional Secretariats The Regional Secretariats have been streamlined under the LORP to play four basic roles: • Creating a conducive environment for LGAs to operate efficiently, • Assisting LGAs in capacity building. • Providing technical support to LOAs. • Monitoring the performance of LGAs. In addilion. during ASDS the Regional Secretariats are supposed to facilitate teehnical coordination between (he sectoral Ministries and the LOAs. However, all regional secretariats are poorly staffed and equipped to provide the requisite services to LGAs. Three advisors in livestock, crops and cooperatives represent the lead ministries. This is insufficient for the roles specified at this level, particularly as the advisors lack transport and logistical support. Furthermore, because the Secretariats report to PO·RALG, technical coordination between (hem (and LGAs) and the lead Ministries is weak. To overcome this problem, PO-RALG, in wnsulla/lon with the lead minis/ric!>', will: • Deploy addillonal technical slaff and tile necessary logistical suppon 10 Ihe Regional Secrelariats to enable them to provide effective "upport /0 the LGAs. • Review employment conditio"s, promotinn prospects and salary scales with the aim ofrecruiting ami retaining h/ijlr calibre SlaJJ. 4.1.3 The LGAs As discussed in Section 3.5, WAs have a critical role in the successful implementation of the ASDS because they wili undertake Or implement all development initiatives intended to improve the rural livelihoods. The roles pertaining to agricuituml development, include: • Promoting social and economic development.. • Designing and implementing agricultural sector plans. • SupeTvi~ing the implementation of laws, acts and regulations relevant to the sector. • Supcrvizing and coordinating the delivery of extension services. • Mobilizing resources (financial, human and facilitie>lequipmenl) for local development programmes. • Administration of villages for the PllfJXlSC of stimulating sustained development. • Land administration, land use planning and management for effective and sustainable land lllilization. WAs face many constraints that limit their capacity. including: • Lack of a legal mandate and technical skills and facilities to enforce some roles. • A lack of expertise for strategic and financial planning and management. • Very limited resources for local level institutional building for community participation in the developmcnt pmcess, • A shortage of competent personnel and, in some cases, technical equipment 10 manage and control the development process. ror exampte, all WAs lack the technical capacity for effective and timely land use planning. Under the LGRP, 38 District Councils are atready undergoing capacity building with. emphasis on developing their capacity for participatory planning. This will enahle bro~d­ based sustainable development programmes, owned by LGAs and local communities. 10 be prepared and implemented, alheit with eKternal financial and technical support initially. However, it will be also be important under the ASDS 10 build LGA,,' capacity in: • StmJegic and financial pla~~illg and management. • Contract formula/Ion and m<lllagemem for outsourcin~ and p"blidprivute partnership,.. • Mulrl'sectoral plannin~ and coordination. • Land use plannillg and manugemem. It will al<o he imporumt to strengthen rhe quality, and conceivably the n.umbers, of tlte field extension eadre 10 enable tltem to provide quulit), demund-driven services. Guvemment will also legally empower WAs fa enforce regulatlmls and standards on behalf of lhe malldated institutions, possibly rllrough rhe delegation oflegal powers. 4.1.4 Other Public Institutions There are a variety of other public institutions that play important re<earch and training mle< in the agricultur.il sector. They have mandates that fall under three main categories: • Conducting long and ,hart-term training to meet professional nood" in the sector including specific lJl.ilor-made training programmes for various clienteles, Both the professional and short courses are, in future, to be demand-driven. • Conducting research as guided by the National Agricultural Research Master Plan, and implementing outreach programmes as one way of disseminating research results. • Providing advisory services to the Uovemment and the private sector through consultency and other means. Thc main constraints facing all research and training institutions (to varying degrees) and which are addressed in Sections 6, I to 6.3 include: • Limited funds for research and training. • Deterion..tion of infrastructure and equipment. • Limited skills amollg tmillers for entrepreneurship and participatory development training and the design and delivery of demand driven training programmes. • A lack of the knowledge and participatory skills required to develop client-oriented research programmes amollg.~t reseurch workers. 4.1.5 ParastatalOrganlzations Most of the agricultural parastatals have already been divested under the privatization programme. Others such as the National Agricultural and Food Corporation (NAPeO), the National Ranching Company (NARCO) and Dairy Farming Company (DAFCO) nnd Nati,mal Milling Corporation (NMC) are also in the process of being divested. However, there are a number of peraatatals, such as the National Environmental Management Commission (NEMC), Tanzania Bmcau of Standards (TBS), Tanzania Official Seed Certification Agency (TOSCA) and the National Pharmacy Board (NPB), which will continue to play critical public roles. These include setting, monitoring and enfon:ing standards for the ql.lality of agricultural inputs to enSure the safety of humans, livestock and the environment. These institutions have limited capacity in terms of the llumber uf technical pen<unne1, as well as equipment and facilities. They also lack a collective framework for regulation and enforcement of the standards that each is separately mandated to set, even though ""fOl'CCmelll necessarily involves many other institutions. These issues are considered in Section 6.4. 4,l.6 Commodity Boards There are currently six agricultural Commodity Boards, established by Acts of Parliament, for coffee, cashew, cotton, sisal, lea and pyrethrum. Commodity Boards are patastatals controlled by their parent Ministry rather than by the stakeholders. The main functions of the boards include: • Fonn ... lating and implementing development strategies for their respective i[1duSlrie~. • Providing regulatory services to promote good quality products. • Financing research and extension services for the respective industry. • Disseminating relevant infonnation to stakeholders in the industry. Factors that limit the capacity of these boards include: • Laek of skills in strategic planning, coordination and implementation of programmes that are geared towards developing their industries. However, most of the cooperative organizations face serious liquidity and management problems and cannot function effectively. Many of the other types of organizations also have limited financial resources and managerial >JUns, and lack tho; skills and facilities necessary for lobbying and advocacy, To overcome these problems, LGAs. MCM, NGGs and private institutions "uch as PASS ("ee Section 7,1) will continue 10 promole the establishment of cooperatives and other farmers' organizatiolls 011 a demand-driven basis. In coliaborati,m with the private sector, l.GAs and MCM wii/: • Streamlille the procedures for their legal regi"tration. • Suppon membenhip education and managemcnt. • Provide trailling in fillallcial planning and management skills, contract management, marketing skills mid skills ill lobbyillg and advocacy. It is envisaged tMtlhi" will email providillg advi.mry ,<ervire,< and trailling 10 panicipating groups over a three-year period, with cost-sharing being used where appropriate. Government will also facilitate rhe growth and development of these organizations by encouraging their participatioll in the processes of poiicy fonnulation, programme planning and implementation. 4.2.3 Agribusiness This is a very diverse category comprising smaH-, mcdium- and large-scale actors who play critical roles in the agricultural sector. It includes: importers. wholesale distributors and retail suppliers of agricultural inputs: farm produce buyers; transporters; processors; and exporters of agricultural produce. The success of ASDS will depend on the private sector playing a key rote in commercial activities and the provision of many services, especially after the withdrawal of Government from these activities. However, the capacity of agribusiness actors is constrained by limited llU,iness and financial skilIs, lack of capital, poor infrastructure as well as an unfriendly legal and administrative framework. Many agribusiness actors also lack the ability to envisage or plan (he long-term development of their businesses. The Government will help to overcome the"e comtmil11,' and strengthen the capacity of Illeprivate ,'ectur by: • Providing a favourable legal alld admini,<lrative framework fur private sedor inVeSlmel11 in key areas oj'a"riwltural development. This is discussed more fully in Section 5. • Suppul1ing training in financial management and entrepreneurial skills, as welt as contract managemetu. particularly for small and mediW1,-scale agribusiness (see Ser,ioll 63). • Involvillg agribusim'"s in dialogue with the Government In mailers related 10 policies, taxation, tariffs and progmmrne formularion. An example of till,< i.< the Annual Conference ofS'akeholikr.I' discussed in Seclion 3.8. • Encouraging the f0rmn1ion oj professional associations to represent the interesl.' and promote the developmel11 and capacity of Ihe various "egmenls of tilt' private sector. 4.2.4 Financial Institutions The financial institutions that are important for the agricultural sector include commercial banks, microfinence institutions (MFls), non-bank financial institutions, e.g: NSSF, and infonnal moneylenders, Their most critical capacity gap, especially for rnicrcflnance and informal institutions, is limited financial management skills. Moneylenders and some of the MFIs e.g: Savings and Credit Associations (SACAs) lack an appropriate legal framework. Most institutions, especially formal banks are urban-bascd and have limited networks for rural outreach and, more importantly, are unable or unwilling to carry the risk of lending to the agricultural sector. The actio",. being umknaken by rhe Governmem 10 improve the financial services available to the agriculruralseclOr are discu"sed in Section 6.10. 4.3 Civil Society Organizations (CSOs) This is a diverse group of actors, comprising both local and international. Comml.lnity-hascd organizations (CBDs) are also emerging as important pl~yers, especially with the present emphasis on participatory approaches, The most critical roles of NGOs and CHDs include: • Providing extension and credit services. • Lobbying and advocacy for policy changes and development. • Funding community-based interventions. • Providing public services on a contract basis. While NODs and CBDs are envisaged 10 playa greater role for the development of the agrieulll.lral sector, they face a number of problems including: • Limited human resource capacity. For example, most agricultural "GOs rely heavily on staff seconded from the public services. • Poor coordination amongst themselves and with LGAs and sectoral Ministries. • Limited financial resources. • Limited experience in providing agricultural services on contracl. Many of the strategic interventions designed to strengthen the capacity of the private sector and agribusiness and provide a more favourable environment for their operation are also applicable to NGOs and eso,. For example, slaffvfthese organi<.atioro will be encouraged ro attend Ihe enhanced traini"l1 COUI'.>eS outlined in Seerioll 6.3, especially on agribusiness management. They will also be elU:(Juraged ta Joml umJ/ur stt'engthen umbrella organh;ation.• to provide more effective coordination among themselves and with LGAs and sectoral Mimstnes. 4.4 Other Service Providers There are three additional actors that fall both under [luhlic and private seclor institutions, who provide specific services that are critical for implementation of the ASDS. These are: • The medill, whiCh is crucial for information dissemination and public education. However, it is mostly urban-based and therefore has limited coverage of rural development activities and issues. To overcome this, the sectoral ministries. LGAs. agricultural trade assocIation" and NGOs 'lIld CBO~ will be encouraged /0 delegate the task o[maintaining liaison wirk the media 10 a relevant sraffmember. • PUblic and private larul surveyors, who Sl.lrvey, demarcate and process legal titles to land. The,e services are essential for the implementation of the recent Land Acts but there is a very limited number of surveyors and a shortage of equipment. Private surveyors provide most of the surveying, mapping and titling services for land acquisition in agriculture but the cost of this j, high and generally beyond the scope of small-scale farmers. At the same time, public sector surveyors under MLHS, MAPS and MWLD will continue to operate·. This creates an unclear operational framework for land demarcation and .,urv~ying The sectoral Ministries, coordinated fry MLHS, will conduct a siudy oJ the manpower needs ill this area, me/fwds aJincreasing the alfordability (Jf lhese .,ervices to smallholder fanners alld the Televant roles ofthe public and private sector in land surveying ,-ervice,< • Legal serviee providers play an important role in litigation including drawing up and overseeing the enforcement of contracts. As commercial agriculture develops, the demand for such services will grow and it will he important to expand their provision to the rural areas where they are currently not available. TeAL and TeClA appear ta be the "PPropriale bodies 10 lobby rhe legal profes.,iau to ensure lhal a.n adequale level af service i,,- pTovided. 4.5 Development Partners The development partners include multilateral and bilateral organizations and agencie! that support Government and community organiz.ations in the agricultural sector through grants und soft loans. D~velopment partners also provide technical support in the implementation of agreed programmes. Most financial and technical assistance is now provided under the Tanzania Assistance Strategy ([AS), a f[",un~work for coordioatiog and managing external resources and for forging closer partnership between the Government and Development Partners. Within the agricultural sector, liaison with, and coordination bctwCCTl, the Government lind development partners is achieved IhroClgh regular meetings of the Food and Agricultural Sector Working Group (FASWOO). This group comprises high level representatives of a wide range of relevant Ministries and of development partners activ~ in the agricultural sector. The Govemmeut inJends 10 continue re,;wllfT meeting.\' of FASWOG for m least rhe dUra/ion of the ASDS as a forum for reviewing the implementation and progress of the slratcgy and associaled programmes with Ihe developmml partners and C(JoTdinating their contributions 10 the sector. 5 CREATING A FAVOURABLE CLIMATE TO FOSTER COMMERCIAL ACTIVITIES The commercialization of agriculture will proceed more rapidly with a favourable economic, administrative and legal environment. Government is responsible for creating such an environment in consultation with scctor stakcholdcrs. In this regard, the following priority focus areas are proposed. 5.1 Sustaining Macroeconomic Stability A stable macroeconomic environment is a necessary condition for agricultural prolitability and growth, Stable macroeconomic variables such as the rate of inflation, the lending interest rate. the exchange rare and the tax regime make the entire economy and agriculture in particular attractive to private investments. MF, PC and the Bank of Tanzania (ROn have PLlt in place a macroeconomic policy framework to ensure sustainable growth and stability of the Tanzanian economy, The ASDS is premised on the fundamental assumption that this will eontinuc. In addition, actions will continue to be taken on the following variables that are currently imposing constraints on private lnvcstmcnra in agriculture: 5,1.1 The Lending Interest Rate Oespite a significant decline in the inflation rate from a high of 30 per cent p,a, in the mid I990s to 5,3 per cent in June 2001, the commercial banks' nominal lending rate to the agricultural sector remains at around 19 to 20 per cent p.a. This implies a real interest rate of 13 to 14 per cent. Such high interest rates partly reflect inefficiency in the banking sector, but mainly reflect the high risk of lending to agriculture. Many observers state that the real rate is still higher than the average rate of return in agriculture, which is claimed to be below 10 per cent p.a. for rnMt agricultural investment~. If real interest rates remain this high in the medium and long term, they will continue to deter private investment in agriculture. BOTwill monitor this situati(m to ensure that lendinx rates to the axricultuml sector reJlect the uruh'rlying macroeconomic suuaikm and rile risks of lending co tne agrkulturul WClOr. 5.1.2 Taxes, Levies and Fees on the Sector As discussed in Section 2, there is a wide range of taxes. levies and fees on the agricultur~1 sector. '11Ie agricultural sector ministries, MF ond the Tunzunia Revenue Authority (TRA) will continue to work 011 the mtioMlhatioll of the taxation regime in agriculture. They will also devise appropriate tax incentives to uttract privwe inve,'tmelll>' ill agriculture (see Section 7.7), It should be noted that a growing and profitable agriculture would provide a sound tax base in the medium and long term. 5.1,3 Energy Tariffs and Prices on The Sector High-energy tariffs and oil prices for the agricultural sector are a deterrent to rural processing and a ~auSC of unfavourable trading results for agribusiness firms. Again, MF, agricultural sec/or ministries, lANI1'SCO alld private oil companies will urgently review the energy ranffl' alld oil prices Ihal direclly affect the agricultural sedor (see Section 7.7). 5.2 Reviewing, Harmonizing and Publicizing the Agricultural Sector Legislation Harmonizing the agricultural Iegtslation system will help to protect the legitimate interests of stakeholders. Government, with wide and inten.\·ive consultation with stakeholders, will therefore: • Review and harmonize agricultural legislation to accommodate lhe needs of the emerging marker economy, n,e Cooperu/ive ACI of 1991 will be reviewed as pan of th!., exercise to provide more autonomy tofanners' or/?anizatioll.,. • Require, within Ihe firs/ year lJf the ASDS implemenl<:llion, the seC/ormillistries, in collaboratioll with the Attorney General Chamhers ami LGA" to review and harmonise tegislauon ill rhe livestock sub-sector to rake into account the liberalized markel. • Make Ihe Plant Proteclion Act (1997) effective and hamw"jzed with the TPRI Act (1979) in order to remove overlapping mandates In the field ofin,<pectioll seTVices. • Upd<lle and enforce legislation regarding Input ami owpu/ marketing. This is intended to stem widespreaol dumping, sale of e"pired drugs and chemicals, inadequate labelling. price fixing and falling input and output quality. 5.3 Reviewing, Hannonizing and Publicizing Legislation of Collaborating Sectors The lead minislries (MAPS, MCM, MWlD and PO-RALG) wlll take the initiative to cullabordle with mhL"r relevant mini'lrie~, lhrough the ICC and TIC, to review and hIDTIlonizc leg;slalion thaI has a bearing on the implementation of the ASDS. For exampie, MCM will collaborate wirh MF 10 review cxi"ting ji,ulIlcial legislation and policies, sueh as the Finance Banking Act of 1991, to enable the proposed i"terventiom facilitating i"ve;1",enJ ar,d jirumcillg In agriculture (Section 7.7). Other legislation that may he reviewed i, The Food (Control of Quality) Act No.9 of 1978, The Pharmaceuticals and Poisons Act No.to 01 1978 and The Tanzania Bureau of Standards Act No.1 of 1997. 5.4 Providing Legal Empowennent for Stakeholders to Control Commodity Boards Currently, the commodity wards are owned and controlled by the Government. Autonomous commodity board" controlled by the ~takeholde,-,;, will increase accountability 10 members, and be able to develop incentive schemes to produce quality outpuls and [0 adhere to the use of recommended technologies and practices, MAFS will accordingly res/rue/ure the CO/lUtwdlty board.. in dose COll.<U!ta!ion with the stakeholders. The boards will be responsible tor self-regulating the industrie, under lheir jurisdiction, while Government will enforce the legislation. 5.5 Legalizing and Promoting Cross-border Trade Tanzania ha~ ~igncd various tmdc protocols and agreements with her neighbours ill the EaSI African Community and SADC. In order to exploit the markets in the neighbouring countries, the Government will remove all barriers 10 «ron-border trade except for prodat'ts that are threats 10 health, safety and ellvironment, The removal of barriers will reduce substantially the uncertainties and Iran,acTion cost, currentiy faced hy lradel1l. It will provide a clear signal to the private sector to plan production, processing and marketing for external markers instead of production solely for subsistence and internal market usc. This will be of particular henelit to fanning area, adjacentlO neighbouring countries. 5.6 Formulating and Implementing a Food Security Policy There are currently no clear Government policy guidelines on food security. Administrators at various levels have issued contradictory orders Oil food movements/markets, composition of output and forms of consumption. Impediments to the free movement of food products within the country generate high transaction costs and uncertainties for traders and destabilize prices to farmers and consumers. Tn order to remove these ambiguities and provide clear administrative guidelines, the Government will jormulale atuf implement a Mlion'" food ucurity policy which will emphasize the role of the market in ensuring food oocmity at ali levels, 5.7 Streamlining Procedures for Legal Access to Land MLHS, in collaboration with UJAs, will eondue! an education campaign to semitize the public 10 tha provisions of/he new Land Ae/.. regarding legal and physicllluccess to land, and u~e of land titles as collateral for loans. MLHS will al'D ,'Ireamline lhe procedure,' for legal and physical aeee.',< to land. FUr/hermon', MLHS, a..sisted fry LGAs, will dosely moni/or the implemenlu/ion of the Land AdS with a view to immediate correction of lilly shortcomings thaI may become apparent. 5.8 Undertaklne l ..and Demarcation and Surveys in Agricultural Investment Zones The lack of legal and physical access to land is a major hindrance to entry of medium and large-scale farmers into agriculture. MUIS, in co/laboralioll wilh LGAs. MAFS WId MWl..lJ, wili, during all the ASDS duration and beyond, undertake land surveys and dernarcauon to identify potential mvestment zones. 6 PUBLIC AND PRIVATE SECTOR ROLES IN IMPROVING SUPPORT SERVICES One of the major focal areas for the ASDS is the improvement of the quality of supp0l1ing services to crops and livestock smallholders and large-scale farmers, This will enhance production and productivity, raise net returns, improve livelihoods and therefore reduce poverty, The current low level of productivity is caused inter alia by inappropriate livestock husbandry practices, use of low potential varieties and breeds, poor crop management systems and limited use of improvcd technologies, The non-replenishment of nutrients and poor management of soil ami waleI' resource has led to resource degradation, To overcome these problems, the private sector will increase its role in providing a wide range of demand-driven support services to smallholder farmers. The public sector will gradually, but increasingly, limit its role to financing the provision of collective goods and services that the private sector is unwillingto provide and the targeted financing of goods and services to overcome rural poverty, Mechanisms will also be developed for private and public sector collaborution in thc delivery of effective support services. These will entail activities such as the re establishment of a viable improved seed production and delivery system including an expansion of tbe on-farm Quality Declared seed production concept currently being pioneered by MAFS through LOA" The main areas of activity are discussed below. 6.1 Research In recent years there has been a substantial restructuring of the agricultural research system. Further strategic interventions10 improvc the quality of agriculturallese.:m::b are: • ·/0 accelerate the process oftransferring responsibility fOT funding export crops reseaTch 10 lhe private sector and to complete it a" soon as possible. Pluralism In demund-dTll'en and result-oriented agricultural research will be promoted. involving the Research Departments of MAFS and MWW, the private Agricultural Research In~lilutcs under the Commodity Boards, Sckoine Univcrsity of Agriculture (SUA) and Zonal Research Centres, Th;s policy shift and the participation of some of these agencies is already contributing 10 the gradual increase in the role of the private sector in al(ricultural rcscard. It is also ICviving the 'focus and concentrate' strategy that resulted in breakthroughs of the 1960, and 1970s for both cash and food crops, The crops to be covered include cashewnuts, cotton, coffee, pyrethrum, sisal, sugarcane and tobacco. Tea rescarch has been financed by the private sector since 1998. The mechtmisrns for funding and for private secror comrol, within a Govemment-appmved rCfiulalOry framework, will be[inalized. • Funding ofagricuiruml research will be shared hetween tile Central Government, WAs, Commodity Boards and the private sector, Under this partnership arrangement, the LGAs will comrib"te w lhe Zo"<l1 Research Funds (ZRFs) or direclly co-jhumce some of the research projects in their areas of jurisdiction. Research programmes will be Twiewed regularly based 011 feedhuck from monitoring and evohuuion repurts. Meanwhile, farmers (for both crops and livestock) ami mher stakeholders will be sensilized 10 exert demands 011 the research ,<:)iSlem fur relevant and high-qlUllity re.l'emrll. • The Commiuee On Agriculture and Lives/ock Research under COSTECH will he strellg/hened and become responsible for setting the national research policy and agenda, coordinating agricultural research nationwide, managing the National Agricultoral Research fund and regulating the research programmes for the benefit of stakeholders. 6.2 Extension Services LGAs will have primary responsibility for en,'uring thar extension services are adequately pravided to srnailholder farmers. The majority of exten,ion service provision for smallholders will continue to be financed by central or local government. However, there will he inerea"ing private .<ector involvement in delivery to complement [Juhlk n;(ension providers. The following priority issues will be addressed under ASDS: • While some NGOs will be able to source funds independently, LOA, will require funds in order to (i) strengthen public sector extension delivery and (ii) contract out extension services to private providers, where this is more cost-effective. LGA., will coordinate both public and privau providers to enSUre all stakeholders are served. The LGAY will work with I>'eclOral minis/rie., to develop performance standards and a moniloring and el'aluarionframeworkfor (he extension services and will evaluate all providers to ensure effectivene,'" of,·erl'u·es. • A proportion of (he central gowmment funds available for agricultural eXlPrJsion will be allocated 10 a National Exte"sion Fand (NEF) to be established and jointly administered by MAFS and MWLD. WAs will be able to compete for funds from the NEF to Off5et part of the costs of innovative schemes involving private sector provision of extension services. An institutional framework for managing the fund, including criteria for eligibility, will be developed by MAFS lind MWLD in consultation with PO-RALG. • A number of extension methodologies that have demonstrated good prospects of success are currently being used by variDUS programmes/projects in parts of the country. These include the FAD and lFAD's participatory meth\m, and the Ward Facilitation Team approach. MAFS and Mltw will wurk with LGAs 10 evaluate and scale-up rhe more effective extension methodologies. • To facilitate the partial privatization of e~tension services and improve delivery. LGAs will enter iura pannership and cost-sharing arrangement.\' with oUlgrower and cur!Jmcl ,.chemes Jar the benefit oj smallholder farmer < (see also Section 7.7). These mighl involve ,econdment or transfer of extension staff to the schemes. Outgrower/contract fanning schemes in partnership with LGAs will be eligible for support from the National Extension Fund. 6.3 Training Training institution, including the Mini,try of Agricultore Training Institutes (MATIs), the Livestock Industry Training Institutes (LITIs). the Cooperati ve College Moshi lIml oth<,,-n; will play an important role in updating the knowledge and skills of farmers, extension staff and other agricultural professionals. Entrepreneurial skill, will be critical for the commercially oriented agriCldtural clientele. Extension staff will playa leading role in imparting tho"" skills and they will make agribusiness management an important part of their extension messages. For I}'i,' rea,.on, Ihe lead Minis/ries will ensure (Iulf (raining curricula of MATI,. and UTh are reviewed and IIpdaled to include agribusiness management and participatory knowledge- and skills. Topics on HIV/A1DS, human nutrition, gender and the environment will also be included in all agricultural curricula. There will also be modules for demand driven short courses for fanners and other stakeholders, The emphasis on demand-driven training calls for a reassessment by the lead Mini"tn'cs oj existing training institutions with rehabilitation, re-eq"ippmK and retraiJtinK ojstaff in those institutions with a viable jilture. 6.4 Regulatory Services Regulatory services are required to monitor pmctices in several arell5 where opportunities for deception or harm to innocent parties exists such as: • Misleading labelling and ignoring minimum health ami environmental requirements of inputs and outputs. • Monopolistic or oligopolist market situations, • Services provided by farmers' organizations where there is no participatory management. • The spread or diseases and pests, • Environmental management. The lead Ministries will continue to create regulatory frameworks (for example. setting standards and grades) and to supervize enforcement meehanimls, although many of these powers may eventually be transferred to LGAs However, under the ASDS, stakeholders' organiwti""s will increwiingly be enmuraged 10 regulate their own acaviaes. once they are established and fully operational. Areas of intervention will include: • PO-RAW, In collaborallon with WAs. MAl'S MWlD and MCM will improve the capacity of regulatory In.,,titutl,,,,,, by streamlining their mandates and harmonizing laws and regulations to allow closer partnerships amongst themsel\'es and with the LGAs, • The lead ministries. In collaboration with LGAs, will prepare relevant training programmes to upgrade rhe quality oj regulatory se",ke., Iry .'trengthening their wd",lml staffarid[acilities. Stakeholders' associations, once they are established and operational, will prepare their own programmes for upgrading their regulatory skills, • Provision oj members' education to raise their awareness of the need for financial transparency, leading to demands that their organizations are audited as required by law. • Stnmgthelling regulatlolls for crops and livestock disease control by makin); all legi <latlnn enjorl.'eahle and relevunt to preteru needs. This will involve immediate review and updating of outdated legislation (as listed in Annex 2). See aI,o Sections 5.2 and 6.5. 6.5 Animal Health and Crop Protection Services Animal health care and crop protection services are critical to in~reUJSing productivity and reducing losses in tivestock and erop production. In order to strengthen these services, MAFS undior MWLD, in collaboration with LGAs will: • Review and implement Ihe laws on delivery of animal heullh "avice,' (see Section 5.2), The revised laws will permit MWLD and LOAs to contract paruveterinary practitioners to ,arry out the delivery of animal health services. under the guidance of qualified veterinory staff. This will improve the coverage und cost-effectiveness of animal health service delivery in rural areas and will make it possible to contrdct availahle expertise to control epidemic diseases, • Develop and execute u disease contral pwgrumme for scheduled diseases und zoonoses In addition, the zoosanitary and phyto,anitarr capacity will be slrengthened through increased staffing, training and equipping. • Ensure tlzai injroslruclUre used for tlze control of livestock and crop di.eases is maintained or developed at least up to the legal minimum standards (See Sections 7.5 and 8.2). This includes dips, slaughter slabs and abattoirs (as venues for meat inspection). Currently, some of this infrastructure is owned by LOAs but over time most will be owned or leased to the private sector and operated by them. • J:',·tablish Diseuse Free Zone.l· (lJFZs) in strategic areu, of the country for expon purposes. NARCO ranches that are already earmarked for privatization will be considered as starting points. The DFZs will also be used for partnerships helween pastoralists, feedlot operators and exparter to promote commercial livestock production by linking them with domestic and export beef markets. DFZs will also be sources of technical advisory services, inputs and new technologies that can be offered by the feedlot operators to the pastoreusrs. • Operationalize the enfon:em<,nl of Ihe Plont Protection ACI of 1997 and review the TPRl Act of 1979 to harmonize it with the Plam Protection Act, as discussed in Section 5.2. • Develop muJ in.<litutionall"e moniwring and early warning rystem,< and related preparedness plans for crops and livestock pests and diseuse outbreaks at all levels. 6.6 Rangeland Management The seasonal and geographic variation in the availability of pastures and water for livestock has been the single most important factor in determining the traditional pastoral and agropastoral mode of livestock production in the country. While the seasonal migration of livestock is an important coping mechani~m in times of drought, there are prohlems of disease control, land degradation due to a lack of sense of ownership of the grazing lands, and occasional conflicts between crops and livestock farmers. To heIp to overcome these problems and increase the productivity of the extensi\'e Iive,tuck ,ector, the management of rangelands will be improved through: • Identifying the needs oj" pa.5lOralislS alld agro-paSlOraIiM$ in terms of water, pastures, rangeland infrastructure (dams, dips, markets, etc.) through participatory processes. • Demarcating und allocating lund ta he used Iry pastorali.lts und agro-paslOralists, • Developing WId implementing sett.l'iJlzwlorl and educatiollal programmes all the Land Act Na. 4 af 1999 and the Village Ulnd Acl No, 5 of 1999 to increase public awareness especially among farmers, of land administration issues. • Building the capacity of WAs und secloral mini.<lrie.I' (MLHS, MAFS, MWW) 10 undertake land use und rel'ourCe management planning (see Section 4.1.3). • Developing ami instltuJlonaU"illg a ryslem for eurly warning ~f draughts and flood;' and impending fodder shortage for livestock. These measures will be mainstreamoo inlo the National Early Warning and Disaster Preparedness System. 6.7 Land and Water Resource Utilization and Management Among factors that contribute to risk in Tanzania's agriClllture is the unpredictability of rainfall and the recurrence of droughts and floods. Soil and water management practice, must be improvcd in ordcr to reduce these risks and improvc the productivity and profitability of agriculture. Wilh regard to these concerns, the Government (mainly MAPS, MWLD, MLHS and VPO), in close collaboration and consultation with the private sector, will: • Prepare comprehensive land use maps with distric/·by-district detail". Responsibility for preparation will be shared by MAPS, MWLD, LGAs, MlHS, the Ministry of Energy and Minerals (MEM), and the private sector. Sokoine University of Agriculture and the University of Dar es Salaam (UDSM) have the capacity to undcrlllkc land u>c planning. Land for private sector investment will be surveyed and demarcated by LGAs, in collaboration with sectoral ministries, in a phased manner according to land usc plans (see Section 6.7). The progrumme will also identify zones with cropping and grazing potential. Priority during the first throe years will be capacity building for LGAs and sectoral ministries through training of staff and equipping (see Section 4.1.3), before the actual work starts. • Ensure lhal MAFS and MWLD, ill collubomlion with LGAs and the private sector. co()rdinate effon" to impmve and maimain .'oil fenility through increased usc of organic fertilizers and the control of soil erosion and other environmental degradalion processes. • Enhance the efficiency of water utilization, especially minwaler, through promotion of better managemem practices. A comprehensive programme for integruting soil and water conservation, rainwater harvesting and storage, irrigation and drainage will be developed by MAl'S and MWLD. It will pay particular attention to ensuring long-tenn suslainability of water resources and making agriculture a competitive user of water in comparison with other sectors. The Government will facilitate the programme's implemenlmion by farmers through providing technical advice on these issues. • Encuurage fanners to focu" on integrated soil and water managemenl by sub ~oiling, water harve~ling and u~e or appropriate husbandry practices to promote the optimal use of water resources. MAFS and MWrD wiT! couosorau in tile Oil-going preparation of the NaJional lnigatio/l Master Plan, incorporating the principles of integrated soil and water management emphasizing the use of low-cost approach~s by smallholder farmers for crops and livestock. Promotion and support of small scale irrigation will be given particular emphasis. This support will be based on cost benefit assessments and the willingness of farmers to contribute to proposed investments, • Emphasize catchment wul basin approaches in lhe planning and implementation of agricullural water managemenl, • l<"nsure that WAs. in collalmration with MWLD and MAFS, adopt holistic approaches in designing community water supply schemes by integl1lting domestic, irrigation and Iivestock nee<.k 6.8 Agricultural Mechanization As noted in Section 2.1, a major cause of rural poverty is thc heavy reliance on hal technology and the low level of mcchanintion in agricultural operatiuns. Promour utilir.ation of labour-saving technologies (such as appropriate forms of mecnanr minimum tillage techniques, etc.) is centrol to improvement of laboor productivity. Th{ of future developmem will be to mechanize all operations when feasiblc. In drollght areas, tillage for soil-water conservation will be givcn priority ." Given the high, acquiring machinery, such as tractors, promotion of specialized private machiner services will be un important component of the agricultural mechanization strategy. animal draft power will be ellcouraged wherever feusible, Areas of atrategio mtcrv indude: • According the private sector the requisite incentive.\' 10 UJ lip mechanization cell provide machi",;ry und equipmeflt hire servrces to smallholder fanners, • The provision offi"'l1ldal iflcen/ives by Govemmen/to local lnsuuaes of TecJmo, design and develop appropriate fann tools andmarhinery that are suitable f\lT <.Ii categories of termers und farming systems. • MF giving the private sector approprtase incentives I() develop technalogies locally available. renewable (""stainable) energy sources of the sun, wind and bit Furthermore, support services will be strengthened 10 promote mechaniza/lon esp among small-scale farmers by: • Central Governmem financing of rescarch aI public and private instit"t; {l(;celeraJe rhe develop"wnt oj appmpn'aJe SIIUllllwkkr a/?n'cullura/ mechtm and agro-processlng technologies (see Section 6.1), • Wi\.> supportlllg tralnin/? and denwllslral,:olls an Jhe use of flew agric technologies; through the e,-,tensiun services and private sector (sce Section 6.' 6.9 Agricultural Information Services Up-to-date and relevant infol'mation is crucial for all stakeholders in a rJll1[Ket ec Currently the collection and dissemination of agricultural information i, focused c collection, analysis and dissemination for planning purpose at the national level Agricuitural Statistics Unit (ASH) and Early Warning and Crop Monitoring Unit (EW both under MAFS, and National Bureau of Statistics (NBS) of the PC undertake production su'"Veys. The ASU generntes ngliellllw"al information and the Market Rcsee Information Section of MCM generates market information. In both. cases much \)f til a continuous basis, but it is still limited in scope and geographical coverage. Df government will increase the agricultural-related data required by WAs to develop I and DOPs. Government will l'trmgtlum the aval/abiliry and timeliness of agricuilural illformali data by: • Streamlining da/a collection alld dissemlnarion by sectoral Ministries, who responsible for information collcction, mnnagemcnt and disseminntion for their res areas, to improve both the cost effectiveness and accur~cy uf data provision • Building the capacity of the sectoral ministries to [acilitate data coliecti"" at LGA and community levels. • Assisti"g LGA., gradually to e.wabli"h and manage their own local databases to facilitate the preparation and monitoring of OADPs and OOPs. They will also gradually develop mechanisms for processing and dfssemtnartng Important information to villages and wards on a regldar basis. • En,u,-ing thaJ lead ;'eetoral Mi"istries (MAFS, MWW, MCMJ and PO-RAI,G develop a meehani.,·m for incnrp{)ratuJg I,GA data and infonnati{)n into a celltraJ system alUi col/aling and disseminariltg this 10 use,-,. including LGAs, • Requi,-i/!g ASU and OilIer datubase WIlts 10 prepare user guidelflw,' fu,- t'ulleclion, processing, "wrage. rerrieval and dissemination ofinformatioll. 6.10 Investment and Finance CDmmercialization of agriculture will be a g.-ddual process. It will require increased levels ot public and, in particular, private investment 31 all levels of agricultural activities, including primary prodliClion, marketing, input supply and processing. Lending to agriculture by banks and financial institutions has dramatically declined following economic liberalization and privatization. Howcver, larger t.-dding organizations appear to be financing !heir marketing operations through access to funds from overseas sources. The agricultllfal sector is considered too risky and expensive to lend to, especially smallholder farmers. Moreover, agriculture's low profitability does nol allow fanncm 'and agribusiness to CIIrn adcquatc retum< for sustaining livetihood' and re-investing in the sectnr Or tn atm,ct new investment. At the same time, MFts in the rural areas arc still 100 weak and too few to satisfy the financial requirements of fanners and agribusiness, The commercial banh, financial in.~titutions and MFIs have yet to develop suitable lending Instruments fDr agriculture. Studies carried Ollt in the sector indicate that smallholder crop and traditional livestock fanners mainly require short-tenn financial instruments such as credit for input supply, saving, facilities and money transfer services. In appropriate circllmstances, outgrower and contract farming schemes arc seen as an effective, but interim, strategy for alleviating the lack of formal farm credit among smallholder farmers all well as providing access 10 extension services, farm inPllts, and product markets (,ee Section 7.6). In the short and medium term (i.c. during the implementation of the ASDS), Government will focos its effort on supporting private ,ector initiatives to establish such IlChemcs. 6,10,1 Promoting Micro-Finance Institutions (MFIs) There is need to focus on the formation of institutions to provide for the short-term fimlllL;al requirements in the sector. This will involve facilitation of demand-driven community-baled and tegal financial institutions with a component of capacity building to ensure good governance and transparency, A mechanism /() lacili/ate and promote formal linkages berwan MFls and Ihe fonnal firumclal institutions will be Mplored. This' linkage banking' will enable smallholder crop and livestock fanners to access 10 financial services indirectly from fonnal financial institutions. MFIs also have the potential to act as conduits for other support services such as savings mobilization, input supply and market infonnation, Using the Financial Seclor Policy and the National Micro-finance Policy a, a guide /..GAs. in collabarat;o" with the BOT, MCM and p,-ivate seel",- or/:anizarions will promote the gradaal eMabiil'hment of a variety of MFls on a deJlmnd-driven basis. These MFlo will include Savings and Credit Cooperative Societies (SACCOs), Community Banks and SACAs, as well as other informal savings and credit groups. On the basis of the evidence from other countries, it is amicipaled that rhe establishment of viable MFIs will be slow and. al times, a risky and uncertain process. 6.10.2 Establishing Institutional Arrangement for Investment Finance A deliberate move will be taken by the (TovemmetU 10 encourage wmmercial bank,< ctlhcr tv establish Inveslment Banking Departments witllin their existing organizations or creOle a new Agri-Inve.<rment Bank, These would finance investmenl' in agriculture and agro-indestry including providing emerging medium and large scale farmers with investment capital for agrieullural development. The Government will iniliale a mechanism for creatillg seed capilal for such an inveslmmt ,<avice, The Governmem will also explure Ille pussibility of encouraging non-bank financial institutions fa finance agricultural invel"lment,·. 7 MARKETING INPUTS AND OUTPUTS The achievement of the Agricultural Sector Vision (Section 3.1) of commercializing smallholder agriculture rC<.juircs an efficient and respomive marketing system for inpul'; and ()utpuL~. Commercialization also impli". replacing the typical smallholder's 'food self. sufficiency syndrome' with a reliance on the market for food security. In addition, effective commercialization requires the discipline of fulfilling contractual obligations regarding reliability of supply, repayment of credit and consistency in using the required technologtes. Agricultural marketing-related problems present one of the most serious constraints 1O agricultural sector development in tl", counlry. The difficulties in output marketing include: • A hesitant and lagged private sector response to market liberalization. • Poor ruml infmstmctme, which reduces market access and substantially increases marketing costs, • Adrninistmtive impediments to free market operntions, especially for food crops, • A tax regime that creates disincentives to using formal marketing channels. • Weak farmer organizations, which are unable to access credit, markets, and inputs on behalf ofthe members. • A failure to regulate markets which has resulted in unethical trade practices on the part of some agribusiness firms. Five w'ategic interventions that. will enhance the effediveness "f the market.ing system have been discussed earlier. These are: The promotwn offarmer organizatwns (Section 4.4) that allow rcprescntalion of farmcrs' views on issues regarding input and output marketing and arc etten the basis for group marketing and contract fanning schemes; the critical issue of taxes, levies and fee.' un marketed produce is dealt with in Section 5.1.2; the importance of updaling and enforcing marketing legijJation, which was discussed in Section 5.2; the need lu legalize and promote cross-burder trude discussed in Section 5.5 and Thefonnulatioll a/ld implementation of a faod security poliey (Soction 5,6). Other strategic interventions are discussed below, 7.1 The Private Agribusiness Sector Support (PASS) Unit A Private Agribusiness Sector Support (PASS) unit was established as an independent organization in December 21){){) in Morogoro. PASS will provide technical assistance and advisory scrviccR on a demand basis to private agribusiness enterprises and entrepreneurs in the following critical areas: investment planning and eValuaTion; market information; market development and expansion: entrepreneurial skills development and Training: facilitating linkages to finance, and; policy advocacy. The aim is to: a. Promote greater demand for smallholder farm prc>duction tbfllugh impfllved market development and enhanced linkages between agribusiness operators and smallholders. b. Increase the number of agribusineRR enterprises that buy output from or sell inputs and provide financial and other services to smallholder>;. c. Improve the technical and operational efficiency 01 agribusiness enterprise" Thereby improving their profitability and competitiven""s in regional and international markets. substantial proportion of the market research and promotion activities will be contracted nut to the private sector or univcrsitics. • E,'lablishing a dntabme on internal and o;temaf markers velttun MCM and f~GAs. • 'l'imely aaraction and dissemination of information from the database for use by all slakeholders. 7.5 Improving Rural Marketing Infrastructure This inlervenlion is further elaborated in Section 8.2. The poor state of ruml markets, storage, cattle holding grounds, stock-routes, etc. has led to limited access to markets, restricted availability and expensive inputs, crop and livestock losses and generally inefficient marketing of inputs and outputs. The WAs, MWLD and MAPS will wllaborate with (he private sector to rehabili/ate and improve: • Holding ground,', watering poinls. stuck-ruute,', mui live.l·wck markets, • Milk-collection centres in major milk production areas and to establish new ones. • Crop market centl'es and storage facilitie,<. • Slaughter .<lahs. abattoirs and milk processing centres. and , Farmers7.6 Promoting Partnerships between Smallholder Agribusiness When; contractual obligations can be enforced, forging partnership arrangements between smallholders and agribusine.s in the form of outgrower and contract farming schemes allows smallholders to enjoy assured markets for their products and the supply of inputs on a credit basis or through input voucher .cheme" Cunlraclur, benefit fmm un assured supply of mw materials with improved quantity and quality As mentioned in Section 2.3.1, such schemes are currently in use for sugar cane, tobacco, sisal and milk (in Mara Region) and they may be suited to other crop and livestock products as well. During the implementation of the ASDS, Government will .\Uppon private sector initiatives 10 eSlOhlish outgrower and ~vntract farming schemes using the incentive scheme>: outlined in Section 7.7. As described in Section 4.3.2,farmers' (lrXalIiZllrions will beprommed to represent fanners' ill/eresls and reduce the transaction costs that would be involved if contractors had to negotiate with numerous small farmers. 7.7 Implementing Incentive Mechanisms The (lgriculrural sector Ministries and Mi'~ in close consultation with stakeholders. will creme Il1Id implemenr specific incentive paceages to increase private investment. Thcse will promote: the development of outgrower!conlract farming schemes (Section 7.6); private investment in agricultural marketing and inputs supply (Sections 7.1 and 7.3), and; the development of small and medium scale rural agro--proce~~ing indu~!fies (Sectirln 7.2). The requisite incentive mechanisms will involve preferential tax regimes, energy tariffs and cost sharing arrangements for rural infrastructure development. Government will publicize inve"tment policy, guidelines and incentive mechani.l·ms in order to promote trUlu;pareIiCY. 8 MAINSTREAMING PLANNING FOR AGRICULTURAL DEVELOPMENT IN OTHER SECTORS Agricultural development is strongly influenced by a number of issues that are outside the mandate of the lead Ministries. These include rur',,1 infrastructure development prevention and mitigation of the effects of HlV!AIDS and malaria, gender and youth and environmental management issues. Tv Jo;·ter "gricultural developmem Government, in close c,,"su!rmion with the private sector and other stakeholders, will insunue mechanj..m.<!or coordinating und mains/reaming these i"sues in other .,ecUJrs· planning. 8.1 DADPs and OOPs As mentioned in Secnon 3.9, an innovative feature of the ASPS is its implementation througll UAUPs. Hut UADPs will be nested within, and be a component of, DDPs. Thus, of necessity, agricultural development at the district level will be mamstreamed into the overall development plans of the district An important, and new rolef'" the lead agricultural sector Ministries will be to en,<ure that LGAs appreciate the impurtance of a strong and vibrant agricultural sector within their districts, so that it is givcn due priority in their planning process and in the allocation of fun,Js, 8.2 Improving Rnral Infrastructure A well-developed and maintained ruml infrastructllre is essential for agricultural growlb and overall rural development. Investments in rural roads, water supply, transportation, storage. cattle dips, rural markets, eledrification, commllnicat.ion, water management schemes, charcos, stockholding grounds. stock auction markets, stock routes and abatloirs are critical to stimulating Increased agricultural prodllction, Not only is the stock of rural infrastructure in poor condition and inadequate for the development of tbe rural <:>conomy, it is also unevenly distributed, leaving some high agriculturai potential areas with little 01' no coverage. Some rural infrastructure falls directly within the agricultural sector (storage, dips, rural markets, charcos. stockholding grounds, stock auction markcts, stock route~ and abattoirs) and tntervcnnons to rehabilitate and improve these were proposed in Section 7.5. However, a significant proportion of key infrastructure lies outside the sector including rural roads, communication and electrification. Development of this infrastructure under the relevant Mini,"tries will tuke "':COlOlI of the needs of agricultural development ami will be undertaken within the framework ofthe RDS. Tn view of the size and geography of Tanzania, with the high potential agriculture areas lying in the peripheries of the country, roads occupy a pivotal POSilion in the integration of markets and the national economy. Poor rural roads, for example, limit farmers' access to markets for inputs and produce. They also increase the cost of transporting inputs and produce, reducing the net income of farmers, input suppliers and traders. Agricultural development would be boosled by the development "f rural roads (including lr4Ck~ and footpalh~) in areas where agriculture production is taking place and where transport needs are critical. The developmem of rural road ilifrastrndure for agricultuml development will be addrased under the RDS by: • Conducling a .<trldy ta establish rural tran'pon needs to suppon efficient agricultural production mid marketing in sdected high patemial district>.. The study results will facilitate the rational uevelopment of an agricultural-oriented network of rural roads. • LGA, incorporating within their respeclive DDl's. rural infrastructure c'omponenrs that are demmid driven based un the succestfui Village Travel and Transpon Project (V!7Pj pilot studies models. • Providing finallcial incentives (e,f(. t"" rebates- and cost "harillg) to oJtrae:; private illvestmenJ In rural inj'ru"truc/Ure. The possibility of u,<ing the RIPe fimd., in this regard will he explored, 8.3 Improving Rural Electrification and Communication Communication and IUral electrtficauon infrastructure is a pre-requisite for the development of agribusiness. Communication infrastructure has a key role in promoting information tlows, whereas electrification is important for agro-processing. It is proposed that: • Lead Mini,tries ill collaboration with the private sector will prepare guidelines for use by other sectoral Ministries (MCr, MF-M) durillg plallllifig to ensure the incorporanon ofagriculture requiremellfs in their plam. • LGAs will initiate. within their respective DADPs and Dnps, programmes for promOlmg altenuUive sources of energy Including ,<olar, wind, blogas and hydropower. 8.4 Mitigating the Effects of HIVIAIDS and Malaria HIY!AIDS is a majur health problem wilh pmfound social and economic implications, The pandemic has neither a vaccine nor cheap and effective treatment. It has severe effects on agricullural development. Currently, it is eSlimated that over 1.5 million people are hving with mY/AIDs. The active age group aged between 15 and 59 years, constituting about 70 per cent of the population, IS most vulnerable to the epidemic. W,thin this group, WOmen and girls who constitute about 60 to 80 percent of the household labour force are more vulnerable to the disease due to both biological and social fador,. The situation for women is aggravated by the added burden placed on tbem by the traditional responsibilities for caring for the sick. The pandemic is consuming household savings as a result of the high health care costs. This is leading to a decline of the bousehold asset base, causing labour shortages and breaking "",,,"al bonds. Because adults die before passing uown their knowledge, there i, a loss of farm management resources and skills. Labour shortages and increasing dependency among households headed by survivors, notably widow" orphans and elderly people, lead families to resort 10 less labour-intensive crops of poor nutritional status such as cassava. The death or pru<Juclive adults who arc key family providers is shattering the social networks that provide households with community help and support leading to social exclu.,ion of survivora. In the effort to control the spread of the pandemic and mitigate its effects on agriculture development: • MAFS and MWLD, in collaboration with NGOs and TACAlD, wiU undertake a st"dy to identify the mOSI vulnerable farming comm"nitie.< and design viable mecfumi"msfor suppvrtinl< households 10 cope with the effect., of the disease. • MAPS, MWLD and the Ministry oj' Education ami Culture (MEC) ill collaboration with the Ministry ofHealth (MHi will introduce HIli/AiDS and malaria tvpic;' in the training institute.,·' curricula and incorpomte the subjects in extension messages given to farmers (see Section 6,3). This will help to intensify public health education on mY/AIDS and other epidemics such as malaria and increase public knowledge of the effects of the discase,. 8.5 Matnstreamtng Gender in Agricultural Development In principle, existing laws provide for equal rights and privileges to both men and women. However, their interpretation through common laws and social conventions often leads to difficulties and their being compromised. Women contribute 60 to 80 percent of labour in agricultural production and contribute the largest proportion of the labOIJr in reproductive household activities. Typically, women work longer hours than men. This contributes to lheir poorer health and nutritional status and to high maternal mortality. Men, who ure truditionally considered heads of households, have greater access to land, credit and extension services. In schools, girl dropouts make them proportionally less educated than boys, Based on these observations, it is clear that traditionul interventions for agrieultuml developmen\ are likely to affect men and women differently. An effective gender approach in designing and implcmenting interventions in agriculture would lake these differences into consideration focusing on equality and cq...ily of the outcomes rather than just equal treatment. As menlioned in Section 3.4.2, the Government, through MCDWC, has developed a Gender Policy, and is promoting the use of gender analysis in community-based development programmes. Because this is Rcrosscutting issue, coordinalion and collaboration with other sectors is necessary. However, within the agriculturul sector. • Gender issues will be itlcurpvmt"d in all the proposed interventions m t"e community level through participatory approaches. The Gender Management System prepared by the MCDWC will be used to guide the process. • MAFS. MWW arm MCM in coUalmrarion with PO-RALG. LOAs, MfX aHd the private sec/or will develop special programmes for women and yom" empowerment through enhanced access 10 credit, land, technology and market injormatiOiI. WAs will irn:orporate Iheu programmes in the DADi's alld DDPs. 8.6 Empowering Youth The agricultural sector's human resource base is currently being eroded not only by the mv pandemic and malaria but by the continuo...s migr4tion of yomh from the rural to urban areas. TIjh migration is eau,cd by a number of factors including the drudgery of agricultural work problems separately, comprehensive Wilhin lhe agricultural sector, key under current agricultural practices and the la,k of attmctive alternative employment in the rural areas. The Government has pmdllCed the draft Youth Developmem Policy in which measures are outlined to reduce youth urban migration. In order to sustain agricultural human resource and empower youth: • LGAs in collaboration with NGO. will develup ways to reduce yOllth migration and mcrease their deploymem in agricull1lre i" the rural areas. • MAFS, M\tW and MCM will prepare a guide 10 incorporale agric,ulure mul livestock prodllction "ubjects in primary mul seco"dary school curricula. This is intended to impart the needed knowledge and promote interest in agricultural production among the youth. The impact of adjustment in school curricula will be felt in the medium- and long-term. Meanwhile, increa'\ed profitahility of farm operations, resulting from ASDS interventions, will help to retain the youth in agricultural production activitics. • As discussed in Section 7.2, MAFS, MWID mul MCM in collaboration willi MIT, PO-RALG and WAs will facilitate the private sector 10 develop agra-industries in the rural areas, which will provide supplementary or alternative employment to the youth. 8.7 Strengthening Environmental Management To ensure suslainablc agricultural development, problems relating to environmental and disaster management need 10 be addr,,",~d. Higher human and animal populations have resulted in additional agricultural activities and higher consumption rates leading to increased s"il erosion, deforestation and soil and water contamination, Environmental destruction of landscapes, changes of streams and river COUfl<CS, flooding, droughts and beach erosion affect development of sustainable agricultural product.ion in various way~. Much of the 60 per cent of the total land area classified as dry lands is threatened by desertification, estimated to be e~p;lnding by around 300 to 400 thousand hectares per annum. In response to these problems, the Government has enacted a Natio"al Environmental Policy, which lays thc founda.lion for coordinated, multi-sectoral action to complement the lhree national strategy documents un the environment currently ill use. These are the National Environmental Management Council (NEMC) or 1983, the National Conservation Strategy for Sustainable Developmenl (NCSSD) of 1992, and the National Environmental Action Pla.n (!'>"EAP) of 1994, III a.ddition, the Tropical Pesticides Research Institute [fPRl) regulates and monitors the usc of agro-cnemrcats. While it is important 10 address the environmental solutions call for mutually reinforcing interventions. actions will include: • The kry i,c,titutio"" that are involved In rhe utillZalion and management of natural resOWTe.< (MAPS, MWLD, MUIS, MNRT PQ·RALG, LGAs, VPO, NEMC, SUA and UDSM). developing coordi/Jaled a"d sll"lai"able mechanisms for: >- Environmental rapid assessment and moniloring of degradation especidly .wil erosion and related effects (nutrienr IO.I·S, gully!ormaliu/J, siltation). '" f<:arly warning ofdrollghl and flood disasters and impending shorlage,' offadder. Information on these will be coordinated with the monitoring and early warning systems for pests and diseases (see Section 6.5). • As discussed in Section 6.7, MAFS, MWLD in collaboration with MLHS. PO RALG, VPO and LGAs will emphasize catchment and basin approaches in planning and implementation ot agricultuml water management programmes. • Intensifyingpublic en~ironmenlal protection awareness. Mr.'C, MWLD and MAFS in collaboration with VPO and other relevant in.,titatiOtts will introduce environmental issues ill/heir tmilling insli/uleS' curricula and incorporate environme:nlal i".mes in extension mesmges, • MAFS, MWLD, MCM and LGAS will promote intensification and hi"h crop and livest<xk productivity am} profitubility in ordcr to limit encroochmenl of environmentally fragile areas through various interventions cited earlier in the strategy. 9 COSTS AND IMPLEMENTATION ARRANGEMENTS 9.1 Costs An indicative budget has been prepared of the likcly costs of the interventions thaI will be required uver the next 5 years in order to implement the ASDS. This budget only includes those items that will be channelled through the three agricultural sector Ministries. It excludes items thal will be financed through other Ministries. As shown in Box 9, the total cost amount, to around US$255m. However. the budget cost excludes the Pcn;unnel Emolument (PEl element of the budgets for the three Ministries. Individual outputs with au indicative <Xlsl exceeding US$2Om. are itemized in Box 9. Indicative Costs of Implementing the ASDS strategic Area (Output) 1. Strengthening the institutional fmmewnrk f.4 LGA< capacity strengthened 2. Creating a favourable environment for commercial activities 3. Public and private roies in improving supporting service, 3.1 Cuent-oncmea and collaborative agricullural research institutionalized 3.2 Demand-driven agricuirural exTension inpiace 3.5 Animal health and crop protection services improved 3.7 Managemem and utilization ofland and water .<ervices impruvcd 4. Strengthening marketing efficiency for inputs and outputs 4.3 Increasing access to inputs in rural area" 5. Mainstreaming planning for agricultural development in other areas Total US$ million 34.2 23.2 9.4 160.9 45.2 45.4 27.0 28.9 42.5 25.0 8.3 255.3 9.2 The Phasing of Implementation As indicated earlier, tile ASDS will be implemented over the next five years through the ASDP, which will he a three-year rolling programme. Four major rectors will influence the phasing of implementation over this period These are the availability of funds, the capacity of Ministries, Programmes and LGAs to disburse and use funds effectively, the priority accorded to different outputs and/or interventions and the need for sequencing of interventions. These are all issues that will need to he considered during the A5LlP preparation process. There are, however, some areas that can be readily identified as possible 'quick wins'. These arc interventions or outputs that are easy to implement, tilat ure low cost or have ear marked funds available and are likely to have a relatively large and immediate impact on the achievement of the strategy's goah and objectives. A preliminary listing of potential 'quick wins' is given in Box 10. Some of these could be implemenled almost immediately or included in the fisrt year's ASDP. Box lQ ~--~---~ Potential 'Quick Wiu' Outputl> 2.5 Cross-border trade legalized and promoted 2.2 Agricultural sector legislation reviewed, harmonized and publicized 2.7 Procedares for legal access to land streamlined 3.8 Agricultural mechanization strengthened 4.2 Agro-processing and rural induslrialization promoted 4.3 Increasing access to input, in rural areas 9,3 The Poverty Monitoring Framework 1l i< important to hear in mind thal lhe ASDS is being developed for two main reasons. One of these is to put in place lhe building blocks for tile long-run transtormatton of the agriculturalseetor to attain the ASV and the mv 2025. Tile second, medium-term, objective is to specify the agricultural sector's strategies to achieve the PRSP objeclives. A comprehensive framework for monitoring and evaluating tile PRSP process and poverty reduction has been established under the oversight of tile Vice President's Office (VPOj and overseen technically by a National Poverty Monitoring Steering Committee. A poverty monitoring master plan is being developed to foster a coherent approach to the monitoring of poverty in Tanzania. Functionally, the established framework is oriented towards four distinct tasks, namely: • Survey. and cenSUSeS. This is coordinated by NBS and rts major task is to conduct pertinent surveys and national censuses. • Administrative data. A group coordinated by PO"RALG is working on the enhancement of administrative data within ministries. It will also collect data at the local government and community levels and is eslablishing a monitoring and evaluation system [or local government service delivery. • Research and analysis. Thc major task is to' strengthen poverty-related research and analysis, with a gender focus. TIlis task is overseen by the PO- P&P and will work in dose coUaboration with Research into Poverty Alleviation (REPOA) and other quasi-autonomous and private researcll institutions. • Dissemination {llid ~·enl·itizDtWn. The major task is to develop a programme for the dissemination of data and informalion generated by the poverty monitoring systems and raise awareness on poverty trends. The group responsihle for this work is being coordinated by the VPO. 9.4 Monitoring and Evaluating the ASDS As menLi\med in Section 3.8, thi' ICC will hi' ri'sponsible for monitoring tire implementatioll oJ tile ASDS at natio/lt1{ ievel 10 enSure that the goals of the ASDS lll"C being achieved. Similarly, the TIC will monilor the implementation of the ASDS by the WA". At the di"trict level. Ihe relevant Standing Committee will be rcspo!l>'ible for monitoring the implementation of DADPs and Regional Secrerariat., will monitor implemenJaiion of DADP,' in tlleir respective region". These monitoring activities will be greatly assisted hy the dala generated by the various components of the poverty moniloring maslcr plan. as it includes a widc range of infonnation pertaining to the performance of the "gricl.ll\un,1 seclur al nalion,,1 and luc,,1 levels. Much of this data will have been collected by the sector Ministries (See Seclion 6,9). The ASDS ilself O]l<'rltlcs as a scctoral component of the RDS, which has its own moniloring and evaluation framework. The work of Ille ICC and TIC will l/wrefore have 10 be coordinaled with lhal oflhe RDS. In common with the RDS, the monitoring of the ASnS will he guided by five fundamental criteria: • Implementa/ion schedule. Adherence to the implementation schedule lhal will be set out in the ASDP in respect of time frame, nnancial requirements, auainment of objectives, etc. • Standards. Observation and fullilm~nl of set nalional standards where these are applicable. • Consistency with national development goals. Adherence to the national policies as stipulated either in the consurunon or relevant pieces of legisl"tion. • Cohesiveness. Attention to linkages between the priority areas in the strategy and specific actions within each area to ensure there is consistency. • Stakeholder performance. Perfonnance of the various actors at t.ne dislricl and sub dislrict levels in relation to fulfilling their mandale, executing their roles and responsibilities and the effeclivene.s of their plans and activilies, i.e. delivering services and arraming the stated goaL, and objecti VC&. The ICC will use these criteria to monitor the progress made in implementing rhe ,1SDS u,' u wllole, wlliie Ille TIC wili use rhe same criteria for monitoring alld evaluating the annual ASDPs. 'rne logframes attached to these will contain specific perfonnancc criteria that will be used for monitoring purposes. There wiil also be annuai review.I· of DADPs as part of the on-going proccss of monitoring and implemenling the ASDS at local level. Again, the tcgrrame of each UADP will con lain specific perfomlanee eriteria that will be used as a basis for monitoring and evaluation. ANNEX 1, PARTICIPATORY PROCESS FOR THE PREPARATION OF THE AGRICULTURAL SECTOR DEVELOPMENT STRATEGY Policy and Technical Coordination ofthe ASDS Preparation In 2000, a Task Force was appointed by the Permanent Secretary Ministry of Agricullure and Cooperatives \0 steer (he preparation of the ASDS. II was fanned from the Ministry of Agriculture and Cooperatives (MAC). PC MF. PMO. PO-RALG and a selected representation of the donor community (JICA; Danish Embassy; DFID; Irish Aid; Japanese Embassy, WB and Ell). The Preparaiory PJUl.<C This strategy report is the conclusion of a long participatory consultative process amongst a wide range of stakeholders in the sector. It began in 1995 with the preparation of a new Agricultural and Livestock Policy and the Co-operative Development Policy, and their finalization in 1997. Between 1998 and 2000, the Government conducted various studies and pwticiputol)' consullations at grassroots level. Various consultations were also made in connection with specific projects such as the Agricultural Sector Management Project and tile National Agricultural Extension Project. In response to thc modest performance of thc agricultural sector, in September 1999 the Prime Minister appointed a Special Advirory Committee On Agriculture. ll~ mandnte was to C[)n~alt throughout the country and advise the Government on priority issues and recommendations for developing the agricultural sector. Concurrent with the preparation of the ASOS, the President of the United Republic of Tanzania appointed a Task Force on Cooperatives in April 2000. After wide consultations with stakeholden; in lhe cooperalive movcment, the Task Force made specific recommendations for strengthening the cooperative movement in the cQuntry,. These Imve proved valuable in developing this document. Strategy development has also benefited from two reports that were prepared by MWLD on the basis of special consultations with stakeholders in the Ii vestock 'lib-sector undertaken in the fi"t quarter of 200 1. In addition to the above consultative proccsses and studies, tbe preparation of the strategy proposals has been enriched by three imponam studies: • Tanzania Agriculture: Performance and Strafegie., for Sustainable Growth, of February 2000, that was jointly prepared by MAC and the WD. • LiRT (1999) Repon of the Special Advisory Commillee vn Agriculruwl Development In Tanzania, Issue.' and Recommendatio/l.<. • World Bank 2000) Agriculture in T'ffl<"mia since 1986: Follower or Leader of GrmWIL World BanlJIFPRl SAlkelwlders' Workshops In April 2000 initial proposals were made of str~legie' for developing the agricultural sector. These, together with tbe views collected in the previous consultations and studies, formed the basis for two rounds of stakeholder workshops held in Bagamoyo. The fill!t was from May 29 to June! 2000 and the second on September 11 and 12 2000. In the first workshop a total uf 50 stakeholders participated in the prepamtion of the stmtegy do<;ument, while during the second workshop, S9 participants reviewed the strategy. The stakeholders were drawn from different Government Ministries, public agencies, educational institutions, donor agencies and international organizations, The workshops identified the main obstacles to the attainment of the sector vision as: • Weak and inappropriate institutions, • Weak capital base and lack of financial services. • Inadequate supporting services. • Agricultural sector not accorded the priority it lIcscrvcs in overall planning and resource allocation. • Poor rural infrastructure. After the workshop, a team of consultants went through all the workshop reports, the available Ministry documents and other sources of infonnation, which were helpful in fumulating the draft strategy document. Need/or Further COnliu/miiOlIS with Gra.,·,·roots StJJkeholders The draft ASDS was submitted in September 2000 and after consultations with Government, it was concluded that there was a need to enrich the ASDS document th~ough further consultations especially with grassroots stakeholders in the rural area'. This led to four zonal workshops: • Mwanza Centre (21'29 March 2001) 53 participants from Kagera. Maru, Shinyanga and Mwunza regions. Kigoma region did not send participants. • Njombe Centre (27-29 March 2001) 55 participant' from Iringa, Mbeya, Morogoro, Rukwa and Ruvuma regions. • Bagamoyo Centre (3-5 April 2001) 50 participants from Dar cs Salaam, Mtwara, Pwani, Tanga regions; Lindi region did not "end panicipants. • Dudoma Centre (3-5 April 2001) 37 participants from Arusha, LJodoma, Kilimanjaro, Singida, 'l'abora. The participanl<, of whum 40 per cent were women and 53 per cent were farme" and farmer representatives can be classified into six major calegories CatCl!:ory Smallholder farmers and live'lock keepers Medium- and large-scale farmers Representatives of farmer organizations Local Government officers from village to district level Local Government Councillors, NGOs and service providers at gralls roots Ievcl Central Government Officers fmm PO-RALG, MAPS, MWID, and Percent 35 5 13 17 13 17 From the deliberations made in the workshops, the issues raised in the draft ASDS, and the consultancn Wilh the MAFS, MWlD and MCM, the Consultants identified the following issues as the most important for the development of the sector and the revisit'" of the ASDS: • Undertaking inSlitutional and legal reforms • Investment and finance I • Support services • Marketing uf input, and outputs • ,1\dm;n;slrative and legal environment • Macroeconomic stability • Natural environment and resource management • Human resource capacity improvement and empowerment • Improvement of rumI ;nfra~tructure FiNll CtJnsultaiitJns with NatWnal Stakeholders After reviewing the draft ASDS, a revised document wa.~ submitleu tu another round uf slake hulder's workshop held on 7 and 8 June 2001. This Wa.'; followed by a process of fine tuning and finalizing this document, which was presented to a workshop of Inter-ministerial and development partner representatives on 27 September 200 1,. ANNEX 2: AGRICULTURAL LEGISLATION IN TANZANIA 1l.I.egisllltion governing crops directly falls under MAFS: The PlllJlt Proteclion Act No, 13 01 1997 The Tropical Pesticides Research Institute Act No, 18 of 1979 The Tea Authority Act No.3 of 1997 The Coffee Board Act No.18 of 1984 The Tanznn;a Tobacco Board Act No.20 of 19S4 111e Cashewnuts Board Act No.24 of 1984 The Pyrethrum Act No.1 of 1997 The Cotton Industry Act No.2 of 2001 b. LegLsllltlon governing tbe linslock sub-sedor Is under MWLO: The Animal Disease Ordinance (Cap, 156 of 1940) The ceueGrolZing Ordinance (Cap, 155 of 1944) The Tsetse Fly Control Ordinance (Cap, 100 of 1943) The Range Development and Management Act (1964) The Animal Prote<;tion Ordinance (Cap, 153 of 11}30) The Animal Pound Ordinance (Cap. 154 of 1930) The Veterinary Surgeons Ordinance (Cap.153 of 1926) The Fertilizer and Animal Foodstuff Ordinance (Cap, 467 of 1962) The Hides and Skins Trade Ordinance (Cap. 544 of 1%3) The Dairy Industry Ordinance (Cap, 590 of 1965) c. Legislation under MCM The Co-operative Act No, 15 of 1991. d. Le];:isllltion under MH The Pharmaceutical, and Poisons Acl No.9 of 1978 The Food (Control of Quality) Act No.l0 of 1978 The Community Health Fund Act, No.1 of 2001 e Legislation under MIT Includes The Tanzania Bureau of Standard Act No.1 of 1977 f. Legislation under MLHS Includes The Land Act No,4 of 1999 The Village Land Act No.5 of \999 ANNEX 3: LOGFRAME AGIICULTURAl SECTOR DEVELOPIlSIfT STRATEGY (ASCS) DURATION: 2002· 2001 SUMMARY OFPURP<lSI'. OBJEOTIVES, OOJl!C11VS-YVERIFIABLE MEA~S Of YERIPlo.o.TION ASSUMPTIONS OUfFUT5 AND IIlTERnN110NS INOICATOilS OVEIlIU.L GOAL o contrlbu,""",,,,,,oIIGCPgrowtI1, ..u"""I ..d • Ro~ ","culuralGDP Qrw1I1 3.6 • Aonual """,om!< R,""w • P~bl.il.rJd nOllOO~OIllln ....~ I.""M por ""'" plLto5.0parronlp,', by Rep,rt> """""'~ ,lability, "";"\10. ,-, • N,Iioo~ Bur..u <IIS~ PURPOSE • P,pulolon bol,~ f'O"rl)' 11",, 48 por"nllt> 24 po[¢Ont "l' 'i<'" 201 0 • o..tIorty '00 Ann,,1 SUlVO' • StI/JIo maoro· • T. otImul>to ond100 1Il00ullur\1llt<1or • RUmlllCfMJl'OOII bekYw be';: pMrt'r R,po", "';....~~and growth "d ....ua"'01 P"""rty raduced Irom 671'''''''''' '" 21po"",,1 i""""",nIeOOll Of bn",,2010 • P<1>'Orl)' monl~g ma"'" rei""", •'Ie<I"'.:frqx>rtioo01 P"'" ,,"'" ""27 1014,,,,,,,1, ,,2010, STRATEGIC OBJ~CllV~ • To,.- ...nobin~ ........, ..ab" """IM"for Impro,iog prodootMtr .... pro1ll>blly 0/1110 .grioulluril lIoIor. • ToiI,m.. 1'''111 I...,.,.. In I>'<Ie/ 10 reducerural po..rty .1Id eo,,1t ~ou.."'ldI food oo<urIty. OUTPUTS ANo INTERVEIITIO~S STUTEGiC ARBA ,.0 S"'IlII1ho'''~ til. 1.. ,..Fr -, -,) OUillllt 1.11 ASllS CoorOIn"""" """""""'" E IIs~.d INTERVEN110~S • OnllO~ prcqramm"mai amod 1.1.1 str..mooil~ng PI'Og",mmo, In line WIII1 b"ng ""ASOS olGAf\eporil • /Ule<llalO re.""cos .~ .ICC mp"m,ntaJm sll.d. o IIOAFS; ilIIWLO, au , I.U E~ebisllonInillr·"*, 1C~" • T~.,~~lsll,d. POROl.OIMCM Rep,", Com {lCCj • Gul"~= kJ< prcporing DADP,io 1.'3 Form T""n""I'n!eemin ,1 C",,,,ri",,, .-(TIC) • ASOP re, "'" """,,'k:o\oI 1,1 APIep". gui"li"., lor lGAo tep""",", DADP, • DADPS P"PO"".ne! b'lng I.I5 form 0 AgnOJ Oe'I'''Pmenl ""'''m'nled, Co""",",.. IDADC'I wllo'" ",10 oA,""I ConI"."", 01 S"",ho 1.1,~ """"," .000m 001I1,lr 10;'"and ., ",,,,,,,,,~iIie'. oSpoclol odu::e1ion progmmr= on",I" 1.1./ Famwlllte a "'1Iiot: ASDP ~ O<Ilj.roOlOn wlI~ ."" '1!SpOOS~1~",01 , DADP, iolp~m'nIe'. 1.1,8Fom""I,, Iho Mn",1Coolo""'" 01 • In~m.rti,nol ~.me.o""ln"i Sta;,;,,~,m ~~, ..<100'. Iun~ilmlre,...,,,,lllillO, andm."""I,, 1.1.9 Regional Se<re~'~ I« DAD"', 01 t:oy actors IDrmullltod andused in 1.1.10 TIC ""nl"'" i"'l'l.rr..~'ionoihSO, ..r.<:a1Ian prngrom""", Oulpllt 1,2:C..,ecly olload MI,IslrIo. S1reJIg1honod INTERVBNll0~S 12.1 Tre~ ..d reinisrIy ""~ i' p~","'rrnu"loo • Numb'"'' "'~ lrllined ,M ,,,,Ir;I,. ~re!I>g~~onn"i .nd oR." oIlUm"""r lerpro!os9ionol slIIIl o l'lId llinisliy RePOrIl, o 'nctI3... ~ resou,," ,", "..,1It- 0"" nrxnbolr ofunill" V!lC!l";'" o lWl f\eporll 000 1,22 l\evlu. '<rIP",....nI rondltlon>, prom o NIlS S"~'Y' pr<>!I>Ods.1Id mry ""'" wi~ II'Ie 'im 01 "'''''''"'" .nd ..ralnin! ~~, re oMllI,n""," d,rrlo 01 q"li~,1,23 O,p"" .clclil\cn,ll~ ""ft ler,"poo,.ism "d monltoriog brlhe ",,,",-n'<II "'nd.rm ~r~, """''''''' ond ~b,IIi"ll1or .00 "IT,"lb" InpUlS'''' outlJUIS 1.~A PrwOJ, ,he ..""",rylar:ililil,ood equipmonl lerPOOP" rrorJit:lrilil 01 s1anrlor<' and r"ll,IaI""" , G'IpO' 1.3,C.JI8CIIJ 01 Reglo..,So<""'r~" 8'"'''11'''''.... INTERvENTIONS 1.3.1 DEpk1y 'ddl ,."Mh>ll ~,~ end ~ro,'" • M te,lmio3l d,pI;Jjed, • POM3 R"","", • Addioo.~ "'.,.'" 'o=sary Iogi~i::al$U\lIXl', • L'IIi;!i",1~ 'n"",sed ,11"""00 1.l1 fley~womplol'fl9nt ",ndi~ona prarroti:ln • Rate '" 1",,0"«lor .rofoo>ior",.reM • M!I"~ "'~. w. pro",,""'.nd ,,~rySOli" wilh~,"" ol OJ<! '''''ber of 00111«1 "''''''''~, --,",,,,,,1"0 end re1rllnlllll h~h Clllb'e SlOJI G,lput 1,4,LOAa' c..,acItj'~ INTERVENTIONS 1,'-' S....gillOn 0\1"'11' 1>1"'oJP~fIMJ 'nd • N""b" oll'" SIan ","ined ~ • WAFloporis, • MdllOnOi "''''"'''' ~enl leclm"l,m"ogo... , "",peon"",1 • PM R,port; ,1I0cati0n 1.41 8"'9""'" partq>atory pi,,,,,,,\!- OJ<! reg,' si<jll~ .VII.~. 1.4.3 8...g""'" ""Iril<l ,~IDn,n' • leg" , """m Io-lOAS b .nto"" .... on, !e\I'~~onan' sten',,"," pllIce, 1".4 S"""gtnon rr>JIl""lOral p~nnlng ond • I'arlio\JOllJrypllnning ,""",,,,at =""'elion, "IlacJ" w..t"iGIrid ~"". 1.4.5 8,i~ """""~ 01 LGAs IJ rrJd.rt.b ~nd·,se • ~~'1lO Lond Use Plan,prop:lfll' ,r<I u"" manag,,,,,nl plannl", • OADP'fI"'p"~' on' 1::<1," 1.U F!Ec<u,'r<I ",",Inf~~ '<1Onsion oadM. 1.4.7Pro>ide ialIol ,"-"",nt IoLOllslJento"" m9"'0C<1' .n' slor<lords O,lpvll": fOrme.- Org,. ., 1'r'Ool INTERvENTIONS 1".1 O<>,~ g,~,"no, forlh,lorm,l>t!on ,n, • Humbor 01 "'iIl!iIllred moml>ers~ .~- • FOf,"" ,,;1Ii"lJlllSS ., !e\I;,llroion oIll"","l'S, on, 01"" <la~eho~,I'S' i ....~1;"",,, orgo""iO:u, .1IlCl.I ","Inl~ ",porta r"" ,." assoWIb"".nil S1Ill,njlne fei n • CEj>1e1 """"",;;.-, bym,"be.. • M&E rop<J<IS b1 LGAs or9' '"~-- • Fi","'~1 pon"""''''' 0111"",,, • A,~itod Aero..,!> 01 Ill""" • POIiti"'h' In1~-' Pro~ ..~~I!Il""",Loll&rm,,,·o.",' "'IIani oo "'II"""''''' o1ength,""9..,po....... on' cthor "'IIonl"""''' • "umbO' olo~"Io"'''1th ""'led i""' ,,5,3 Support "'Ili5tre.lion ol"~iu~ """,nt;, org,n " "'II n~ • G.., Q"",m,n",~ 1-M PtoWJ:l ""'P'''II>'' ",ca'"" 10 m, ~ 'nd p"", mon'I/Om<n1 ,11tJe orll'"",,~,n~ '-'h T"i,,,gon ~b,~r""rrJlinlQOm'nt ,00 m,rl<el'q , ..nrroct """¥,",,n, "i~ end ""WlI:'!, ,..1" f'ofIDpoion ill p"''''''''' 01 p<li"llomu~Iio" p'<qamm, pIon'lilg ,nil i~rT1IIoIl;lion '4,7 In<od'Ol <WlIOir"iJ rT1IIr;IIa'~~' 0I~1$l;>' ,"<la'''''''' '''''''I'"'''' 'nd ,mp'"""",", ol te,,,,,,own,d "1I,""'"on~ 0\111I01 ,.•: Cop,,1ty 01 t!lII Prj,.., 8110101 Iml"'.... INTEAVEIf1IOHS '.0,1 ",,,,orWO lei" end a<lmlOiStr'O'" • "uml>erolp p''',l> rTlIIIting, .I.II>J'SMC~F,l,IWlDlPC • PoII",,'~illlO. , 'Ill plomi'i,,,,to,'"""n. . . Iadlita.. """.10 1.0.2 B<w:x1ltailrJtj ~ fino1C~1 """,g'rTlIIrI\ and • P",.1e """,r ~ ." in 'i'ioAlu", • TCAl/TCCI~ Rat>orta. I""'L" and ,nIro.roneur'" ..Iii, ..",II " I, o:o1tOCt p'-,bllo'pmlO """'" "",neg, ~-'.5,1 In""" "Ilr~lJ9i",,, in diro\iue 'lith • Good no>'" Govommont on I"Jiclr ""mu"'~ne, Ia<oInn an' .. progrom"';"lI for"" . • 0UIPu, U, C."""I!)' 01 Civil S<lI:IoIyOrgo. ,,'mpm;od I~T"~VE~110~S 1.7., S,pport1nlI,I"! In Inane;,] monogemMI, >J>:I • N""""'01 moolng,"" p~oolig • MAFSiMC!MdFIMWLOIPC 'POIocall'illto '"''''I',,",",~I ""I>, "we' .. 'n ""n",~ ....IM< ..~ bo~"onCSOS on; publ~ R.po"" lo.';liIJllo publ<>CSO rT1II""IIemort sector 100' Ihe ..,tor. • M&E 01 OADP f!ellor!O, , 1,7,2 In","'"Cso.ind~loQue with G;r",mmenloo • N, ol~ "''''l'''''''''' • Good IP"'''''''''' In pollC'jiorn'ulil"" p«1n,rsh~' aIlII b n OSO,'-'" LGN;Io'~. place., pffiIJ"",",ng far"" """". deli'leryol ""ppo~ .. , to~, '.7.> <It>n;lhon CSO "ml"." 'iri::tJlturel sector. orgoni,IlIiOns • OUIPul'.!: Improvod ill Co..,. 01 Aojricullnl A'""" INTERVENTIONS 1.8.1 .1 mb11str1,~LGAs, 'lIri<dlur.1 oada • N"""" 01 ,"do> 00"IJri:ulturol "",,"r • Pr... <u~ng .. , llSSO(j'IOO' andNQOs aN C/lO$"";'JI.g'd ood ",,,,I d' ...Iop""" iss"" .pp..rif'(l todaloQ,to!he 111'" ol g I~;"'n with InrT'Ie<Iia !h, nwJI'lO' rol&vanl >laff ",, r ,.~"U: E .. l .... SoN'! Sor>ioo I, PI." INTER~ElITIONS WI Co<1dUd """'J olmanpower lor • R'l'ooso' ~u:IiII> <mJPleted • M~L5 reporla "llr~ClIUrall'''' SUN","""", • ~ment 'lIrioJlturellolld SUNey • DADP 11I&, 1.~ ,1 SOJdl 0I.~1'" tomoM"""'l' >ON"" ""'" SON"" ~org,niz>adl!ali:>M izoo ,fford,b~ 10 "nallllOklor fannm, • UPMko oIl,nd"'Nay"N""lly 1-9" 0.1,,,,,,,,, ,,~w,. role$ of<:Ill.,.." "010'" om.IlI>o~,f"m", mini~rie, s... poWalO """"' ~ P"'''''''' 01 I\>j su"'" ..Nicea, • S111ATEGIC AREA 2,~ CrNUng , Frn>Urab~ EnYlron"""Il« Com...,,"" AcIi'IllIeO • OUlpU' 2.1, SUo1Olnl"'l ...~ oo<onomlc S,"b.'I)' INTERVEN1IOHS ~,I, I 601 rnooiIoJ"9,OJlIuraliending re", • T"''''' In ~1IdIng intllra~ roto,lor • BOl FloI:<>rIs • S,pP"1""" 2.1.2 Harm:JIli", and 'Ielzo """'" 1 and illInl>Jl~r" ~ l • NBii SUMlj'S irrtem,Iioo,1 10>, " .. I"",nl" 10 lanna",a" I"""son" .Inll"'n "Ie, • NilIionol E",norn~ S,""" "",",Iop-' 'inOJlbJre an<! I..",," ptodU~~' • E>:;turnlP'''''' R,porls og.ncloa 2.1.3 C>!I>ise "",""nlam 10 red"'" and ralion,lire .T,,'reg"" • """"" B""lI'~ R,port • Conl~"'" polltic<ll '""1l1 andtran""" lariffs in produclion and • E""IIyl"ifl>J slabiilj p<=~ Ol,grlcultl<al pr",,,,,," • ~,t2.2: Agr""'llurOl sectoll-egl,'.~n R,,"".cl, H...,onl>od .... Publlci>nd INTERVENTIONS • NuntJer 0' Ada""'''''''' and",,""" 2.2.1 A,,",wandharmoni", 'irioJltullli ..<lor byp,n,""nttoi""""""g.1 • Bit;, bl PaJliam,nt. • Good g"""",'oa I, "'l'I'illloo a'" I"" Coq>oratMl M. 011 001, "- • PiblK:olion, on l"9i,lotion> pi"""2,22 Aeview,"d h,,,,onl,.'og;.Iabl ~ lI..stod< • p ~n",10lo~,~tion " I"",d tofarm",. ~,- ""nl~'I" b1q"'*'l' 01 inputs and .RaJllo~,on 2.2.3 ImpI,montlll. PIontP M.1ii7 end oulp,~, ~",... 'nddon""1.o.101g. IogisIadon. h,"l'1on,,,, tlIo lPRI A::I11WI<riIh "'" p~nt ,~;;,,] mlli\edng • .-.:I wnn f'l. • LGII ",ports ProIe N;t 22.4 Upd,te ander>fn"" ~gl••tm ~rdl'O I",~ ,nd ou~ut markelin9. ; Oulp,t 2,3: L'Ili.la1ion. 01 CoI""",oIl"l1Se<:1or. Re,lewed, """'''''I.... ,00 .""1 INTERVENTIONS d.1 R"iww. h'ITTIGnizo 'M publlcl,.Ieg<IIaIOrJ> o ~u~bo,olk~"" andan.Ol9d In oem" I\t!i; by?ad"""nt. Ila' h''''' oo.mg ~ 1M """'"",""'"",01 ... -, o Publ<atioos ""lIlo '.....wod ASDSOII' leglsl,oo., '" lsrmors. • Tho f'od leo""'l oj Qualify), "<l No. i <l o Radio p'cgrom,on"'krwod ,~,e, and'h' Ph"""""'I""~'M Ieglsl,tiJIl. Poi""" A<l No, 0001 W7a, o LGAs"'""",, • Tho T,"..n~ au otSIoOOanl, AI;l No, I 01 1977; "" F~an",Baoki"ll Arl 01 '99' 0IIIp'12.4: L09BI Empo...rmentoI5t1kOn.l..... to l>lI h' In111. Man,gement eomOditj' Bo,rd. P,""dOd INTERVENTIONS 1.4.' R.sIru~"", ... Ccmmodity bfuoclioo oNu~bor of ",~ru'fJred Goolloodity o MAFS 'dmolma"'" rep<:fIS o P,11IIcal wllllrojjooss" "solf"lIJloIory coole, m,M(lOd b, Booid' with lilt .ulonom1&OO manogod <uppM..II·<ogu~kK1 "'kohold'rs. lIy"'koncId,rs. C I~ao.rO. Oulp,t2,~ Cro..·-bo"" Trod••ugall<ed IIIlO Prom INTERVENllOKS oPo",,"' I,S-, Romuve 01banle~ b ""..-, in o Baof,,, 10010"' ' tad, <orr>:iM, o Gov"n"""I ..... 11O 'IJoroJizalion will be ~~, oCro5S-!Jool" tr.de ir<refWld, ",m"", banlers 1Ocr= ..~ 2,S~ Promol. ''''''''' ,..,..,.1I,011oJJd bor<lo' >ad, P~ill:Ol"'," ",mo,. ",m"""I~'10 "~hbour; .. ",untie" o lHA,"ports Moi"'" tooIl ~ TI.rl.u1O> , Oulpul 2k foo~ So, ..lly PolicyF"'IIIIJ 0IlII1¥i'" 'Iiid rrm~VEtlTIOI4S ol'olcy '" m.rkol 2,6,\ Fool1u~t.food ri~ pol"", • F'OO;l oecL<lly >00-/ In pin", • ~Af'SMWlO ,"POll< ""',"II'-'I~' I, ,,"'Inod 1.01 .... iuKleli"",",,d"'i~rato" '" p,·",i'o" • Gu;,,';'" '" food """rltl' Issu"" o Pollk:ollOoIlI to 'OIIlCW<l oflh' 1o::<l"""'RHXllcy prurned 1>anI'" '" lood'rfOIJmo,,," Oulp" 2-1, Prooed.... !or(.ogOl A...., to~..d SIrO..,lnO<l INTI~VE!4TJON5 2.7.1 Sc"'ilizc111, pWIi:; b~, ~""LaN "","" oT",,,,, ~ ~od diOpu~" oOOln1roport> oCU~""I "'..go,~ 2.72 Su.,mli" 1110 p,ocoduros 10' 1ogaI.", p"","" oTi"" Ioken to""l.... "\1,1 "".", to oM."is ..pl>1~ 'and"""""ip, """" 10 "", ~ o PAA ,.ports oCr..r""m,""I~n ~ 1.1.1 Monitcrlll, inp~m'"tali::<l mill, Lend.lJ:ts l'iIag..'" pUbl~ lard, oGood 9C'""""'" inp""" OoIp,I2.i: lbnd Slirvej..d Dernotoollon!o' Ag<~uIlU"lliWO$ Zono.IJnd.ri2Ic .. INTEIlVE~TIONS H' Und'rta\o lond dem,,,,,II,n",d su","ysla o Nurnbe,olLaod MIl"" """ oLGM "ports, oCI.., do""""tion" I~I i"",,,,",,,,, zooe, '''' grazing ~'" tor "",.Iojlud an; inF'"'' lo< .........am oMLHS ,II~••", publ~1,00." P'Sbr"",, ond "lIm'p,"""li'" -~ ---l.i2 oo ~~"10, g F""""Iists.", oCulturol '~'1I{jII ond , ....OIiUhing OFZO. 'ffi"'l> 10 la>ou, ~ ... land M,"'", Pion. STJlA'reGIC AIlEA l •.t. Publlo .1Id Pri.... 110100 Inhlprwioy Supporting SerY"". o..lpull.t, ClienI-orie'leG ,"d COIIobor.... Agri<ulturol R-.:h ",. lizII; , INTERVENTiONS 3.1.1~~.or.gol~p"'d"fu< ,I '~h • Numb.. cJp","1e I","utio", ~'OI'g • OM!' admi l'" • Pol oil to'll'ro~ eno lor,>j)OI1c",," ",mrTQ<jily rep"" lrom L6Ao, pro"""" ", ,1, pol", 3.1.2S... ng~," Ih, C«r1~tl&O OIl IolIn",II,,,, 'M • M."I .......... In'udi'la~ ,II"",I~", ZOfIIII Rese,rdl GorJ!r<l, .-l;"'s\ock R,-m u COSlEGH lor I:tilllborllli'te r....rdl aOO COSTf:CH • PoilIIoaI oil tog.... prOOly 3.1.3 1J6\'1so , """""'nlsm for-'oradw ..so."" · iii., liU"""'" foroo~-,horirt;l in D>~~nt oled ",.,rdl and rost,horOi 0 C,mralG""""",,",,, .. • W~li"llr,,,,, olltUl prjlOlB lGAs,oo"""",'r '''' p"""~ "~or, • f"'lTI6""", inpi,,,, for,",i<eh~deol ..c1or 10 " ... ",,,,,rdl 3.u S""'Q~en In. G<:mJIj...o, Ai"",I,,,••o:I oosl· g ....Oi'~'" • SO•• 'M ,Ie l;"'s\ockR,,,,,rdI u COSTECH D • R...,,<I1 000 00000 , OOOoJi""OOr1 of .cto" i, =dinato '""""'" ooromOd, aJri '""' .. ",",,,<11 p~ICY'M ~,"da OlllpU13,2 00... AgriCUiIurlIl E .loo InPI.", 1~Tf:RYENTIOIlS 12.1 De.... ,,<lI~""""III'moch,nlsmia"'n1ra~ • Adop~,," raIe olte<l1<d>gy~"', • I£E A,parts lor DAOP, • WI~oflJfL"1l oo<tor out.<taO"" ..~.", I>prif.1o ,rrteopn5el, • N""ber 01 ';'" pr<'I';;'~ • AdiOoi..aIi", flcIx>rts ia ;o.-..l In"ton." NGO"nd other ~.l'.'" ,,,,,,,,,,,g "" NaIiO",1 EJo:1e,,~o fuoc "Nics', 322 Estatji., N ~ E;o;la""on FuOOte '" • Nllffiber 01 fi",n.r "lI"i " with • V-E~' f,rme<",,' ~'" ,dminl d llyMAFS,rid UWlD. IamIIlolJ!llm..... lror1ru:ttarmioi ~ pIare. a2,3 Estatji., oosl sI1ll1ing rr«Ialili" ~rough &:",m,~ DlJ!Ilrovo" androrilrnd ,c1l111'''', .-.....m'forOOOl~ out a2,' RWeWth'"". l'OI1<ipatoryo<tan"" ,""""" io~"", ~''''''Ol''i~''''; "P""~ "'" ""of Ih, ""'" • Op".lo",1 NaIio",1 ExlofJs~, Fu.1<,. "",", • f""""",'" forOKlllikJnng .m",",llJIl1ioi 3.2.5 Do\Ol:lp p,rfoonaoco sIlIrdaId,.rId 0'" Ih!t ,,,,,ber, poOO/JrJIIIlC6 .... for mc."e'iogan; ",I""WI! .. '>lan""" , ol "Ionaioo prD'Mors in "'''''''', pl.",. Olllput~ O<OlIInd Dr"",. I\go1<uI'LIIal Tralnl!lgSttooll!>Onod I~T:ERVENTIONS a3,1 R,,,,,,aill1 upd'~ .IIOJ,","~ br q~,Itu,,1 • NJ rol,urOCuill ~,..o • MAll .... llTl!epDIIlI traioing I>b, "'spoIlsiretocIicnI nood, • Cal:acIty ,'iizllikJn 01 'Ii","lturallmioing • M&E "pOO> linclu~iIlg tIlpics 00'liMbu.",,. m'OOi,menl, In~MCIl' , p.rl';p",,~· appr"",",', HIWAIDS, humeo • NJ rolawhnlS lor "Ilrlcul''''' I nu~lbn, fl'i'l<iel,,'" (1e ""ir<o'o'n.ntj, tralnlniP'OlI"m, I 132 D8,,",p ond 1,"00"" rr«I,~, ford,mao:l , or"" "'" br farm", ar>:!o~" I""kel>dd,,,, a3,3 Upd,~ 'he""""I",,. ''''' "'its ofto,;",~ at traioing in~lule, ~mugh """ en; ~ng lerrn ",",,",to rnalc!l~, need, Dfd~rrtsto be "~"a3,' R,h,'illale.", oq,~·toaioir>llirtsNio"to fldtala tIail~Q tor,grlcultural d."""""""" O'!pU1 U R.gulalory Sorvko. Slr&IIgU1....o, IIfTEAVENlIONS 3.4.1 U d.j;,~ slllij;" regu~to~·SO"""" on • NumbElr 01 FlIlgul,biy S,,,,,", rail,d • Admi'listrali" !\epo"" o F\:Ot"'" 0>110 ,ducol. qualty portolman03 ~rough "chnlD31 traDl1g ,talfplo03d atd ,nd "'g, iJ'I MAFS, 1dC1Il, and pulJlfc onregu~tary '1011 ~\'<IlG ~, IIfI/ILD, "NI"'~ 3.41 D<Yisa. """""iSm 10< !lJengll>i!<OJg o Di.., ...ad po>l$ inc;d,,"," olll!lE FIeF""'- oRoSOlJrD3' ",,11>bI& "iul,1oIy"",103,10<.""", .., ...stwIi10 oMh, ..n", '" "'ndare, 01 quall~ of "han", til. OJIltrol 01 disBa,",on; p""" ''IlU~ ,,,~ "",,",1$9""'~' '" S,U Support ,tal<eho~." "''''''''i:>r. ID P"'p!WC aro:I iaIIOIIing O!lll rO\lU~1Dryskll<! ~irlldOJg pr"""",,, S.U E...bl.h a mocI\allisrr· for ooordWlng tIla m>Iemo,~IIo, 01 "iU~tory ..Moo<, 3.4.0 !l<'<iow anj upel.1< .11 ",gulation. ~,t .ro ..~\.., lor r&gulll1ioo of posts .00 di",,,,,, to pro""", os ral orodu~"'~ 3.4.6 P""';d, m,nc-' ad,"""" to'........ a.'a,..."" so .. " pro""'" 1J,"1C~1 .ansp"'1'IC\' ofsW:ohDIdo<s ',ssociaOOn' OulpUll" A'1n>IW ....,'" andCropP'OIOOIIo, $oM... h'lprove<l IIffERVENllONS HI A"' .... ond imp~lIIO", Ihe~"" ond.''''''~·d o Di"", ~c>lon... o LGA reparts • Wilininessol .....1e ""'"" "lmal heal'""Nce, o l<>lso, d orops.nd11vo~ prod"'" o MWlD mp<Jf1> "i""ed ~ li...olu<t; a,~ <d8bli5h Oi..... F,..,lon" iUFZ.j '"' 10 po", ..dd"''''' prod , aro:I onim,1 >lrFrtejjic ,,,,,for .'port PJ'PC'" o DFlPIO\l~mmi>l>J<\1a' In pIl", h,,1tl1 "M"", HI 0.>."" ",d."""" dl..... ron'",1 ''''i'''"''''''' ~r ><"adulad ~...,a. ",d . !3A S"""I/lhI>n lhII phylo"n;!ary ,"d "o''"itary oapad~olllW'S,M\\lIlan; 'O~ lWOUih ~""0Vj ond oq~i 3.1~ Enol"oll1" ~ u~u" 10<111. DDl'rtrOi 01 <rql' and "" di",,,,, '" del'<t>ped am ...inWnod upID requiro:l ""n;,~, 3-5.& o.>a." ",d InsIluOOnai,. i"a1kw'''1 monitllnl'l(j''I<I ..r~w"nil'l(jS)'Slem ,nd """"" ;i"","" preparedness pion.for crqJ' ,fld ,•• po~,...:1 d",,,, DLJIb,eac 0uIp1ll1.6 ThoMo~orno,t olllllniol"dsIm ~ 'Nll"RVE/fTKII<S 3.$.1 0.""" ond lmp~ma", ",n';'''''"" '"' Odu<a1lOr'>al p'>9Iarnrreo onm. conIA~ No,' o ~o. oILGA$wi~ 0:11.<:00011,1 • LGA ",p"" of1110O ond Ihe ~~I.g, I-end "'" No , of1\100 p''V'mTI'' • NIlS '""""I' 3.0.2 Ilomarcato on; aIOOtl8lll1ld lorp,",",nenl .IIfI/ILD''''''''' 1"""iII..~forP'"lro<ali'"and "ro- o Exton, DI dIlma«:alion am 01""""" o! .~~ ",rmallOll' gl1lllng ~nd 3,6,3 DeYa"" IlIld iosIi'lJIionali>o a ,y.remfor .."y • Pr<:<IlJctM'l "rIorman", includini: ...mi"ll oI ih" ,nd impend"" "'''''1, mortalitY on; irowth ral9S lodd" ohortai.. l", 1.,1l«k, ond """01<"m IT me lhII ,.- ,)'>tom b< moniboolng and """1liJ'''Ildiall5lem Oulplll !.7 TIle M.oagemenlllntl Utillzatio. of Lind,.a W.terH.'""'... I.....'.d lNTERVEKTIOIfS 1.7.1 1""1I0'" oonvehon.... d1~ri:t laM u", ml" o DI"'k:t Ial>J ltSB maps ,b~ o LGA reports o Po'""'" ~III onIh' ""lctng 0-7.2 O"",t;pp""",,,nrn,, ~"t in,P''''O'''' o MwtD""",,,, ~n<! ..Io<m, ,,"n<! ""'c,1Oln "'" ~rtiIy. o MAFS mpros ~. 0-7.a DeveIJp a OOIJllre ivaprogmrrma it>" o", , I"ip''''' M,,,,,·Plon P'''I''1IlO. o NGO reports o ~''''''I'ffiIlm pailn", inlol;mliid sc<l 'nd ""tor and ,"pportfor!nalming """'i..,.nL In<AJd~ga " 'rrlgalon 1...... oAcI<vIMo IB10 of~"'" soil ond 0-7.4 Dm~p ~IOn" ~10 ""'1IIl p"IIrammo, wilier mon"l"rnam pm , Io.-fa"",m' "'4'aoity ~~~i on irllegrOb>:I "'il ind ' r man,g,,,,,,,.. 3.7., AcI""noll""'~ 1I'!Io, ilesIgnlog o Smalko!~ "",munitl'- h1(I'~on "",nw~~'"'~'suPII~&<tIem..,10~ &<11""",, """,umof<llfaront nood. lor do",,1liic, irngiililn.so I",stock u"'. o 0''IIu03.8 AI/"oOUIu,,'lIochon Slnul\ltI1,nod lNTERVErmOIfS &!l,1 Pm""'" on '" ~bO" i o ~um""r ofnou",nold!; ,dopt<1g bbour· oNBS '"MY" oG"",mm'rtt,"pport.nd l!i<:hnologiosoaooseOOtllovBl, SIl'I'ing l"dmD<ve>, oLGJI IOport> ir<:enlive totooll ~rIO'IaIo~ J.$.2 p"""", "",,"~.tIoolllaogo In droogOt pro.. ov...~ 011,1>0",·"""" led!olclogios o PI1A 1Of"O'I' "",nLJfactu"'''' aM,,..,, .,,1 . <I$~'UICo'SOII~ll""I"d a~,3 Pm""'" o on 01 ",li!I "h'''' I><l1no\oi'",ppropnole &!l.' Pro""'" ~o '....,ish~ontolmad1lnery II!ffi o "umbor ofOp".,~nol ""',,","y '''' seN'" ",ntre" 8.8.6 aeve"" and <1 ""Pf<\lM" l!i<:hnalogios 1I1,llJSO k!ciIj ,V<iaIlI. re,ow""" ""'lII' "'""'"~ &!l.G Suppr>t ,<!l.lpoi>io.ro:! pc..... o NurrJ,o, of"""o:'>g~' lor 'lifO ~sIi~ .. !O''''''~rtlte ,grn-rlJ<lChil n m"';'ani",lioo oro:! &g[{)-jlf<lOi',,;ir'i! ,nd ogro-prc<:ossilg ....,"""and.rlq>Ie' bj U"'IS. J,i.7 Supportlrlllnini ", """'nGltallono",, ,grWluro' rlJ<lChil,",tio<l "'~og '1'g lechnalog~& Oulpul !.9. Com...."""'.I.. A\lr~ullu..'l"""rm!iorl Sj'ls,.. iI P • INTEAVEtnIOIlS 3.6.1 Establish ""!atlas, units ,I MAF, MWlO.r>:I oA!;o<:ullu" "lormillion Sr>te'" i111"'" o M&E "'POrt< o P'<oi:y rd', 10 Me., '" """~, ,,,,,,,os.nd 01...",,,,,,, """0..1ond dislrktleYels, .,~ ,gr",lIuml inlorm'lon ~u~ur.' dOlO ~<tflP' oM,.. oAwls:; on, 'so of... i,'or""lon, o NBS '"""'l" n .. 'pcliCl' praWion.'" 1TIIlr1<eIi>g, o PAA.,.."". Insmnentll ,he secb:lrtlj ~.9~ Dovo~p .... ,~~ lot iog mi'li""riBI o V~18ijo IOgi..." ~,p- . <!aI'b''''', for """"~ ,n<! dl...ntl",~ng o W~ini""""r ~" "'""''' "fo""'l'" ~ LGJIo ,II~""~",,' 3.9.3 es1Obli"'''''''oId01Ob,"" "CGA,10 ,g"",lIuml ..,.,,,,,,1';0, 1, praparaOCtlond""'~ ofDADP~ '.9,A Dovobp lGl>s' """"Ity lor oo!><:Iing """"...,~ en, dl..."lnoijng ag"",~"," "formBOO' l>van'" lta .... $.6--' """'"'" "",r Qu~,'in" ~r 'BI. 0>1"""", IllOOlosl'lll, """,g" IOtri'''''on, """rn'",'IOO. Oulpid 3,10: lIi'....~..' .. I"'lfluIIo" II ... ,,,roots PrnIllOIIld .,; Stt<.gt!le...., INTERVErmoNS 1,1Q,' promo"""" , .""blish''''''1 ot • N,rrne,of",sratilQgraSS<oo~ MFI, oR8ports BOT • PoI~"" ",1I..,d,,"orily d,m."" driven'i=- ml"",r...n"" o....nt>o""'~ ..grassroo~ MFI, oAdmillistralN' R'P<l'Il .~dlO,"",1 irJ51iMiollS .~; SACGOS, SACAS«'P."'I • lo,,1 01 "'''g, mad' nth, MFl~ by lGAs.IIIF.....a alr""Itu"'lliM~, Dr,,"p~ • 1.00, jX>IffoIio ""'through MF" Gcrn"",~s.nl<>, J-1O.2 Promo~"" ..pporteotabli"men'ol "" Commullily 8a<l1:s. • F""",~I Slots"""",,of Com"",'i~ Bank:!, o Number' "WI, .iIIt;o"(Jallinlo; iJ> th' MFI" J-I~,J Establi'" fo lnl;o;pe b' ....nMF~ 'nd HJrmal R"'mciallnsthuli:ol' th< forrneIln, iloIIOliM$ lh,,'9' prornolil;l "!;ag, b..,~, 1,IM support MFI, '''''''' o;;n;folsfor prcMsb, 01 other 1::9, w" ..~ngsmoblli , lop," ''W~ 'nd ma",llllfarmollon OvIpull.ll: 1 110... AmngemerltlO'In An'.... 0SlaII1 . INTEllVl'lfIlONS 3,11,1 "lIlbli5ll. rno<:h,n""'!orob'"",lo; ""'d • /ogI·ln"OIn""'! IIISIIMIO""'P'I1IIion,1 o BOT R'ports, o AgI1o'~,""leGbr"'lI b, ""piIoIfor.lllor era.lng en~ rTl :>anI:1'Il p~"'~ 'l1Ough b> ~ ,op,rtmenI within .,ISII1goo~1 bonks or In""""",, ..~bishlng' '.-. 1"",,,",,,,1 B,nt 3.11,2 E""" fI'l'Si'iity 01 ""ng ,,,,·bant ~n.ocia' ~ n"resoureo, fa, f""""1 'i'ioJRure, STRATEGIC AIlU 4.0.,SIrongIl>e<lIng M,rketi,gEftldoaoylor I"",,. an, Ouljiu\>, 0iIIp1lt~.1: PrWata Agrtllus"'".sedor S<ljlF'"~(PASSI Unl' INTIOIWENllONS 4.1" Esffiblish a<g,nizalbral '1."'iJ>re~ op,reling • eslGU~OIines kr PASS • PASS Annual R,ports • Poll'"onmark" pol"" 'nd praoo<l,re, far PASS, "",relion, ". "'4publiti~ llbotalisell>o' ~ill b, o MClArI.t\FS Reports, ,",~Inad, O''I'u' (2, Agro.proco,,1ng and Ru"llndU,ttIaIl"lion Pro"'.... IIfIERVEImONS U 1 R.,;,w iropedl""",,, 10 "'rei ~dustrioli>olion, o~~ """",'om, far o MITllQA "p"'" o E""'IIV "rifs br",,,,1,,'" '« FOm>JIO~ spa:ilI'"""""" nom, ~ ind.,IJi,Ii301on oslablish'd, oTRMi6S '"IlJrI>. '"" rall""rl1ed. pro mllSlll.lise~on, .I.era,,,, il 'PIO-I'""",,,ng'¢Iivi'"" o Rurel inrra.tru~,.. Is .I,era,,,, il """'''''0 ~rol,cts It> Improv'd, IrTlar",l.oo ""mal ",,"ke~ o ""Ie liIIHn~"., ~ .ngogo~ rural"ll"'" Procussinl Oulpu'~,S I.....~ng A,,,, .. 101""1/1$1, Rural A.... INTERVEN110NS 4.3. t E,.n;" ..,., sdl,"", in oT,,",01 relev,n'S<f'''"", madll oIMEofOIiOP, W&1gn", 01 p,rln." fa "~Itw",, """noo,, • PI~"""'m" ic p~", ""Ie ,19k ~ inm.1 s!>g" <,3.2 0e'.<IJp I'*Jl ma,,, 1O~ "Wllily M • ~OIW",d o'rnber01 mral ~~' T",moo ..ndiO>o, • A<re~ d0b>1O> b>irvut 4.3.3 Erooolllogo .....~pmanr portn,m, Noo., p""~ """'lOin,,,,, lhei'fldoption IMp" fA: M.",," ln1onnotlon eo I.. ,nd DI..."lnotion 81tOng1l10110(1 INTERVENIION8 .....1 E"'bl;'h ..dfo~iIo~. .....~h,"; • MIlf1ol' ",..ard1.1lIl pror"m, "it in • MCWLGA..",..• • I""",..dM,nd,1 p'on»!l" uri' in MeM, MCM ostabliohcd ..d"I"'"''''ML • Coolrr<>llty Boor<l. -.....2 "~.""'h, o.tlb,.. on~1o<r",I.nO ,m"",1 •~ lor""""ling inloon!lloo ... n. withl, MCM ond lGAs. ",1 .00 d"'minotian ~ pl,,,, • Fanner ~Iior", ....3Col." ond """"""" In n f,om • D'raIl...... r.l:::M 300LG'" "PO'" d. ~ .,~~i~~' • Inkm"lion" "to"'" ,nd ,,,,,m,1 m,,,f.S~ ",gUI"~ """'le<IlO stl""""""rs, OUlpUI4,~ RurallmraslnJetu", Tor M''''''ti'i 01Ai,I"U,noi Input> .... ~ut> Imp"'..... IlflERVENnOOlS "'.1 R,"billblO""tIl'g 9""'"", w..."'i poOl~, .lnfra~rocIU"" IlJIllrawdl lIltlltlld • LM Reports • PrivIlle "CIDrw~g",,,,", >lock-roo"""'; I"""""" m-' • Volm""qUGnIit)' of~p uIpuia '''I,im am ope"'" """ ;.52 RB~abillta"and mlllo: roI,,,,,,,, ....d~~ olth, IllrasW:VJro,."" ""~r"", pattdpalO in !heir ',5,3 Ro~ab and improw <fDIl rna .1lIl i"ll"""",,,nlI ",l>aI>iilaOOn ""'r~facliIIta~ 'H R,~ab.blOon' "'prow .~ugnter,""", .b,llOi" ",; rtlilk pr""'"",,g ","""" 0""'Ul4.8, POI'lIlO""Ip' be Sm,.""'" F.. ..... ~I,I...I"'.. P""",,"'" "'IERVENn00<8 ',6,1 P",",,10sod"f'liOrtpoi".. , i, • NiJmbBr 01 operslng Iorm,li,oo • LGAs fI3P<'1S. • F.m..- 0rtallizallOn.M ,5lilbliahing oo!;/rower and<Imlract llIanl", oo'llrowerl""'''actsdlorJ'l:J< In P~<Il • PRA "IX'I1' Og,""'illO",,;"ng 10 !<om """'m" '''''''9 crop "d ....\l«I; • NBS S1JMli~ parIrJBr~~, 1'~'1'. ;,62 Pro",,1e on, 'I4'P"rt.sblbliohod '""''' O'llonilatiolls"' b,,,,,,,,, in~"""""" orgon, I«. ""l il>l pa"",,~lp. 0...."t4,7, lneoml.. I.Ior:h,nl,,,, forAgtioolM.llnven...., .. Ploot. lIITERVENTIOflS • .l.1 DeviSe and Imp~""", "",,~iO i"",,~menl • a",",h in prMllil 1llIri<Ul""] • lGAs rep<:<1a. • 1l1..<In1in 01111• iOOl"'''''' paokllgos Io<l=OOIng ~"""'"""U • NBS """'i' 1"", pa<bgo wil OUI<)I(JY.~rl't"1Ir""·farrtlini soil',,"", • G",.. lh In p<I"''' IllIro-pr""SrlIng • PRA ", otl<sctpiWOIl ........ 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