Agriculture Strategic Marketing Plan 2016–2025

Tuvalu Agriculture Strategic Marketing Plan 2016–2025 EUROPEAN UNION Government of Tuvalu Tuvalu Agriculture Strategic Marketing Plan 2016–2025 Prepared by the Global Climate Change Alliance: Pacific Small Island States Project Government of Tuvalu ii Copyright Government of Tuvalu 2016 Supported by the European Union through the Global Climate Change Alliance: Pacific Small Island States project, implemented regionally by the Pacific Community and nationally by the Government of Tuvalu This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of Mr Bikenibeu Paeniu, SPC consultant, and can in no way be taken to reflect the views of the European Union. EUROPEAN UNION Tuvalu Agriculture Strategic Marketing Plan 2016–2025 iii Contents Foreword ...................................................................................................................................................... iv List of Abbreviations ..................................................................................................................................... v Executive Summary ...................................................................................................................................... 1 1. Introduction ............................................................................................................................................... 2 2. Vision and Objectives ................................................................................................................................ 3 2.1 Vision ............................................................................................................................................. 3 2.2 Objectives ...................................................................................................................................... 3 2.3 Stakeholders’ Responsibility ........................................................................................................ 3 2.4 Benefits ......................................................................................................................................... 4 3. History of Agriculture in Tuvalu ................................................................................................................ 5 3.1 Traditional Agriculture: Pulaka ..................................................................................................... 5 3.2 Current Agriculture Trade ............................................................................................................. 5 4. Situational Analysis ................................................................................................................................... 6 4.1 Taiwan Gardens ............................................................................................................................. 6 4.2 Tuvalu Coconut Trading Co-operative ......................................................................................... 6 4.3 Trade Agreements and Potential Products for Export ............................................................... 7 5. Recommendations .................................................................................................................................... 8 6. Strategic Action Plan Framework ........................................................................................................... 15 7. TASMP Implementation .......................................................................................................................... 23 8. Challenges ............................................................................................................................................... 27 9. Conclusion ............................................................................................................................................... 28 Appendices ................................................................................................................................................. 29 Appendix A: Findings and Outcomes of Consultations with Stakeholders, Including the Funafuti and Vaitupu Workshops .............................................................................................. 29 Appendix B: Synchronising the Recommendations through Common Threads with the SAPF and 6mRIP ......................................................................................................................................... 35 iv Foreword Climate change is impacting the people of Tuvalu. It is likely that the prices and transportation costs for imported staple foods (i.e. rice, flour, sugar and biscuits) will significantly increase in the near future. Increased production of local food would protect Tuvalu’s economy and the livelihoods of the locals from any negative shock due to the increase in imported food prices. The Tuvalu Agriculture Strategic Marketing Plan (TASMP) is not an end in itself but rather a means towards increased food security in Tuvalu. Marketing local produce – i.e. foods and handicrafts – is not a new venture. In fact, in the first ten years of Tuvalu’s independence, there was regular domestic trade of local produce. Handicrafts were produced in large quantities and traded locally and overseas. The TASMP aims to revive domestic and international trade of locally produced agricultural products through domestic activities and trade arrangements. To achieve this, I encourage the people of Tuvalu to ‘return to the land’ by cultivating underutilised and barren land. The successful revival of trading local agricultural products is also dependent on the passing on of traditional skills for the production and preparation of local food and handicrafts. The TASMP is an important tool not only for boosting the production of local food and handicrafts, but also to encourage the people of Tuvalu to eat more local food in order to enable them to live longer and healthier lives. It is also a means for many families to earn extra income from the sales of local produce. Through synchronisation of TASMP with the other national policies and with support from developing partners, it is my dream that Tuvalu will be able to develop a sustainable industry of Tuvalu-branded agricultural exports. Tuvalu mote Atua, Hon. Elisala Pita OBE Minister for Natural Resources Figure 1: Planting crops for agroforestry in the Department of Agriculture Nursery, Funafuti. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 v List of Abbreviations ACIAR Australian Centre for International Agricultural Research AG Office of the Attorney General ASP Agriculture Sector Plan CTA Chief Technical Officer, Agriculture CTCs Community training centres CVO Coconut Virgin Oil DOA Department of Agriculture DOE Department of Education DOEN Department of Environment DOH Department of Health DOP Department of Planning DOT Department of Trade DOTR Department of Transport DRD Department of Rural Development DWG Department of Women and Gender EAS Elisefou Agriculture Station, Vaitupu EPA European Union Economic Partnership Agreement EU European Union FAO Food and Agriculture Organisation FGP Taiwan Fiafia Garden Project FHS Fetuvalu High School FSP National Food Security Policy FTF Falekaupule Trust Fund GCCA: PSIS Global Climate Change Alliance: Pacific Small Islands States GDP Gross Domestic Product GOT Government of Tuvalu HDP Human Development Programme IACT Increasing Agricultural Commodity Trade KRA Key Result Area MES Ministry of Education MHARD Ministry of Home Affairs and Rural Development MNR Ministry of Natural Resources MOF Ministry of Finance MOFA Ministry of Foreign Affairs MSS Motufoua Secondary School NAPA National Adaptation Programme of Action NGOs Non-Governmental Organisations NCDs Non-Communicable Diseases NPC National Policy on Culture NTP National Trade Policy OPM Office of the Prime Minister PACER Pacific Agreement on Closer Economic Relations PFS Policy on Food Security vi PICs Pacific Island Countries PIF (or PIFS) Pacific Islands Forum Secretariat PICTA Pacific Island Countries Trade Agreement PMU Project Monitoring Unit PWD Public Works Department R&D Research and development ROC Republic of China (Taiwan) SAPF Strategic Action Plan Framework SPNCDs Strategic Plan on Non-Communicable Diseases SPC Pacific Community SPC/HDP Pacific Community/Human Development Programme TA Technical assistance TANGO Tuvalu Association of Non-Governmental Organisations TASMP Tuvalu Agriculture Strategic Marketing Plan TCS Tuvalu Co-operative Society TCCS Tuvalu Copra Co-operative Society TCTC Tuvalu Coconut Traders Co-operative TEC Tuvalu Electricity Corporation TFG Taiwan Fiafia Garden TMTI Tuvalu Maritime Training Institute TOR Terms of Reference TNCW Tuvalu National Council of Women TNPSO Tuvalu National Private Sector Organisation TVET Tuvalu Vocational, Education and Training UNDP United Nations Development Programme WB World Bank 6mRIP Six Months Rolling Implementation Plan Tuvalu Agriculture Strategic Marketing Plan 2016–2025 1 Executive Summary The overarching goal of the Tuvalu Agriculture Strategic Marketing Plan (TASMP) is to increase the resilience of the Tuvalu people in relation to climate change by fostering a sustainable domestic trading platform for local food and other local produce, mainly traditional handicrafts. In pursuit of this noble goal, a review of various documents relating to agriculture in Tuvalu, combined with the findings and outcomes of the consultations held in Tuvalu and abroad (particularly in Fiji), identified issues and challenges (Chapter 6) and a total of 38 recommendations were developed (Chapter 5). From these issues and recommendations, eight common threads were identified that depict general thematically focused development areas, which the TASMP process will follow (detailed in Appendix B). The eight common threads are as follows: 1. Restructuring and strengthening of agriculture, which includes an organisational arrangement restructure for the Department of Agriculture (DOA); 2. Increased sale and consumption of local food with emphasis on the ‘Go Local’ campaign; 3. Increased production of local food through organic farming, which includes development of the ‘pulaka’ pit system; 4. Revival of production of traditional quality handicrafts, which includes the establishment of minimum quality standards for handicrafts and educating the younger generation on the range of skills necessary in making handicrafts; 5. Research and development with emphasis on the branding and development of export and cultural industries; 6. Changing the mindsets and attitudes of the people to accept and ‘Go Local’ by streamlining the campaign into all levels of the school curriculum; 7. TASMP implementation through the use of the Strategic Action Plan Framework (SAPF – Chapter 6) and Six Months Rolling Implementation Plan (6mRIP – Chapter 7); and 8. Financing the TASMP which includes identifying recurrent costs and preparing specific project proposals. The TASMP process will not only strengthen the resilience of the Tuvalu people against the negative impacts of climate change, but the population will also be healthier with fewer incidences of non-communicable diseases (NCDs). However, it does require political commitment by leaders – the Tuvalu Government and the administrative directorate must successfully design and implement an effective ‘Go Local’ food campaign. 2 1. Introduction This document is the result of extensive consultations that were held to develop the TASMP. Two consultation workshops with approximately 30 stakeholders were held in Vaitupu and Funafuti in 2014. A follow-up visit also allowed for a one-day consultation with representative farmers from all of the islands in Tuvalu, a half-day consultation with the Tuvalu National Council of Women (TNCW), and group consultations with representatives of the departments of education (DOE) and health (DOH). An analysis of the findings and outcomes of the consultations that were held is presented in Appendix A. The formulation of this TASMP is a result of the European Union funded and the Pacific Community (SPC) implemented Global Climate Change Alliance: Pacific Small Island States (GCCA: PSIS) project. The project is being implemented in nine of the smaller Pacific Island states from 2012 to 2016. Under the GCCA: PSIS regional project, EUR 0.5 million has been allocated to each country for on-the-ground climate change adaptation projects aimed at building resilience to climate change, with support from targeted technical assistance and training. The focus sector for these on-the-ground projects was selected by each country, with Tuvalu selecting agriculture in 2013. The overall objective of this climate change and agriculture project in Tuvalu is to ‘Increase resilience to climate change impacts in Tuvalu’ and the purpose is to ‘Enhance food security in Tuvalu’. The project benefits the 6,194 people living in the urban capital, Funafuti (55% of the population), as well as the rest of the people living in the outer islands. The key result areas are as follows: (i) Enhanced understanding of agroforestry among community members, land owners, and Kaupule through awareness raising, capacity building and training; (ii) Improved agroforestry system implemented in demonstration sites in Funafuti and Nukufetau; (iii) Evaluated marketing potential and access; and (iv) Enhanced coordination and capacity of the Department of Agriculture. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 3 2. Vision and Objectives 2.1 Vision The overall vision for the TASMP component of the GCCA: PSIS project in Tuvalu is ‘to revive the marketing of local food and other local produce to increase the resilience of Tuvalu towards climate change.’ This vision will be achieved through the implementation of the SAPF that is outlined in Chapter 7. 2.2 Objectives • Increase local food consumption and decrease reliance on imported food. • Generate foreign exchange earnings by exporting prime local products. • Revive traditional integrated organic farming practices and consequently increase land productivity. • Preserve and breed more climate-resilient traditional food crops and tree varieties by cultivating them with innovative crops and trees that are bred to be more resilient to climatic changes. • Increase knowledge and awareness of the benefits of local food. • Increase the sale of local produce and quality traditional handicrafts in Tuvalu. 2.3 Stakeholders’ Responsibility The revival of the sale of local produce will bring about immense benefits for the people and economy of Tuvalu. In order to realise these benefits, it is imperative that all responsible stakeholders play their part. These include the following: • The Government of Tuvalu (GOT) to take the lead role in implementing the SAPF. The TASMP was requested by the DOA, but implementation will require support from other government departments. It is predicted that coordination will be required for the following: ӹ Allocation of adequate funds from both recurrent and development sources (Special Development Expenditure and donor development funds1) to the Agriculture Sector. 1 It is understood that Tuvalu has surplus funds available from its multi-lateral partners such as the World Bank, which are yet to be allocated to development projects and thus it is important that a large proportion of these funds are allocated to agricultural development during the early preparation of project proposals. Figure 2: Tuvalu traditional cuisine 4 ӹ Communications campaign through education and health sectors and the media. ӹ Development and implementation of relevant education curricula that are focussed on changing the mindset and attitude of the people of Tuvalu. ӹ Multi-disciplinary approach among major stakeholders (i.e. health, education, environment, rural development, gender and agriculture) to fully integrate efforts directed at increasing consumption of local food and production of traditional handicrafts. ӹ Synchronisation of the TASMP with the National Adaptation Programme of Action (NAPA), National Policy on Culture (NPC) and the National Trade Policy (NTP)2. • The DOA, Falekaupule and Kaupule (local government) to adopt a policy for their respective people in order to clear their land, undertake replanting of coconuts and other trees, re-cultivate the barren pulaka pits, and encourage the people to eat more local food and produce traditional handicrafts. • Non-governmental organisations (NGOs) such as TANGO and Tuvalu National Private Sector Organisation (TNPSO) to provide technical backstopping to the people involved in the sale of local food and handicrafts. 2.4 Benefits Benefits from the implementation of the TASMP include: • Increased consumption of local nutritious food resulting in a healthier population with fewer incidences of NCDs. • Revival and protection of Tuvalu tradition in the preparation of local food and making of handicrafts through the upskilling of the younger generation in Tuvalu. • Provision of an opportunity to earn more money and consequently encourage those living on the outer islands to continue living there. • Increase in both cash and subsistence employment. • Opportunity to develop sustained trading arrangements with overseas markets through the export of prime local products. • Increase in the Agriculture Sector’s contribution to gross domestic product (GDP) and a narrower balance of trade for Tuvalu. 2 NAPA is now being streamlined into the national planning framework through the work of a technical advisor in the Planning Office, while the NPC is yet to be approved and the NTP is being finalised – these are compatible projects that should be synchronised. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 5 3. History of Agriculture in Tuvalu 3.1 Traditional Agriculture: Pulaka Tuvalu is an atoll country and consequently does not have the same soil composition and food crop varieties as volcanic countries like Fiji and Tonga. The soil is highly porous and holds very few nutrients. Tuvalu’s forebears had to dig pits that went down to the groundwater level and compost them by adding fertilisers in order to grow Tuvalu’s staple root crop – the giant swamp taro, Cyrtosperma chamissonis. This method is the traditional way of cultivating the giant swamp taro, or pulaka, and is among the best forms of organic farming techniques in the world. The use of fertilisers in conventional farming techniques has boosted food production locally, but this practice could eventually harm the groundwater and surrounding lagoon. All the islands of Tuvalu have at least five acres of land that has been dug and used as pulaka pits and these were the main source of food. The pits are rich in compost and usually store brackish water throughout the year. It is only during droughts that the pits dry up and the pulaka crops start dying3. The challenge, therefore, has been to have abundant water available for irrigation purposes should the need arise. Seawater had infiltrated a sizeable amount of pulaka pits and during the early years of independence, agricultural research was able to block the infiltration holes by constructing concrete floor blocks over them. This has helped, but there is still a need to verify if seawater infiltration at these points has completely ceased. If infiltration has not ceased, another option is to dig pits using available machinery, build concrete floors and walls in the pits, compost them the way the pulaka pits were done and use them for growing crops. There are some concrete pits around Tuvalu now where pulaka and taro are grown and this can be one of the main research activities for the Vaitupu Agriculture Station. 3.2 Current Agriculture Trade Tuvalu cultural norms are still practiced by its people. Families living overseas and those residing in the capital, Funafuti, send remittances to their families on the outer islands and those on the outer islands send local food such as pulaka, germinated coconuts, brown coconuts and fish in return. In the past decade, the number of Tuvaluan seafarers working on overseas boats has significantly decreased – the number of seafarers working at any one time overseas has dropped from 600 to about 40. Support from seafarers was the main source of income for families on the outer islands. The decrease in income puts pressure on the outer island community and further justifies the TASMP as it will provide alternative income-generating opportunities. Through the TASMP, the outer island communities will be able to sell their excess produce at the local market on Funafuti. 3 At Niutao Island for instance, the giant swamp taro in pulaka pits called ‘te pela’ were almost wiped out following the 2011 drought. This called for immediate R&D initiatives to rehabilitate ‘te pela’ and the proposed concrete pulaka pit is a feasible alternative. 6 4. Situational Analysis 4.1 Taiwan Gardens The Taiwan International Cooperation and Development Fund implemented a demonstration Fiafia Garden Project (FGP) on Funafuti in 2003. The FGP produce is being sold on Funafuti, but it fails to meet domestic demand and customers are often deterred by its high prices. The FGP also conducts training for farmers from all the islands in Tuvalu. It is recommended that when these farmers complete the training, they be equipped with proper tools to start small vegetable gardens and that this is followed up with regular visits from FGP technical staff. Ideally, the Kaupule on each island can follow up on the trainees and ensure that they receive appropriate support in developing their newly acquired farming skills. 4.2 Tuvalu Coconut Trading Co-operative The organisation was established as part of the Tuvalu Co-operative Society (TCS) a little after independence in 1978. Its primary activity was trading in copra at a time when world copra prices were reasonably good. In the mid-1990s, it separated from the TCS and became an entity on its own known as the Tuvalu Copra Co-operative Society (TCCS). A few years later, world copra prices dropped significantly and the TCCS resorted to diversifying its operating base to focus on ‘all’ coconut products instead of just copra. The TCCS then became the Tuvalu Coconut Trading Co operative (TCTC). In the early years of the 2000s, TCTC was extensively engaged in trading brown coconuts locally. Eventually it also exported brown coconuts to New Zealand; however, drought negatively affected this market. The GOT funded the TCTC from 2008 until 2010 and this was used to purchase coconut products and other local food like pulaka, salted fish and handicrafts from the outer islands. Widespread drought in 2011 forced the government to suspend its funding to TCTC and domestic trading of local produce ceased. Lessons learned from the TCTC process include the need for: • strong and sustained commitment by the GOT in order to provide the necessary economic and physical infrastructure such as appropriate level of funding whether through project funding and/or recurrent budgetary support; • a comprehensive exercise to analyse extensive dialogue with the people of Tuvalu with the view to arrive at a good understanding of the importance of establishing a pricing structure that will ensure a sustainable market for local produce both locally and overseas; Figure 3: The Taiwan Fiafia Garden on Funafuti. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 7 • ongoing training, research and development on the various traditional and conventional methods for food preparation and preservation; and • documenting traditional food preparation and preservation, and consequently upskilling the younger generation on these methods. 4.3 Trade Agreements and Potential Products for Export A trade agreement signed in 1998 by the Prime Ministers of Fiji and Tuvalu established a platform for a number of Tuvalu products to enter the Fiji market on a duty-free basis. Other trading arrangements that could benefit Tuvalu include the European Union Economic Partnership Agreement (EPA), and the Pacific Islands Forum (PIF) trading initiatives – Pacific Agreement on Closer Economic Relations (PACER) and the Pacific Island Countries Trade Agreement (PICTA). At the regional level, Tuvalu could collaborate and form partnerships with its Pacific Island neighbours to become joint suppliers of common goods such as the ‘noni’ juice and coconut virgin oil (CVO). Tuvalu’s Treaty of Friendship with the United States of America is another potential market-outlet that can be explored. The draft NTP (along with earlier analytical reports on export trading in Tuvalu) asserts that producing potential exports on a large scale is impossible. It further argued that the main role of agriculture in Tuvalu is to meet domestic demand. It urged the GOT to seriously regard the role of agriculture in its national policy framework as a major drive in achieving import substitution. Whatever the case may be, the TASMP strongly advocates a different view – it is possible to not only focus on import substitution but also on producing quality niche products that are branded with a Tuvalu logo, for export. Potential exports include the ‘red toddy’ (a syrup produced from boiling the sap of the coconut tree), CVO, noni juice, breadfruit chips, millionaire salad4 and handicrafts. 4 This is a popular and healthy food that comes from the heart of the coconut tree – at the top where the leaves are located. 8 5. Recommendations There should be a strong campaign to ‘Go Local’ R1. Strongly recommend that key stakeholders – agriculture, education, health, media and NGOs – jointly construct a campaigning platform to encourage the people of Tuvalu to increase consumption of local food. The campaign should: • carefully spell out in simple terms the phrase ‘Go Local’ in Tuvalu so that everyone has the same understanding when the phrase is used5; • adopt the ‘Go Local’ phrase to become the catchword for the campaign to eat and grow more local food; • encourage parents to support and strengthen the campaign by encouraging their children to eat local food; and • extend to the outer islands and include awareness on the TASMP. Agriculture The mainstay of the national economy and the sustainable livelihoods of the people of Tuvalu come from both the sea and land. While the wealth of Tuvalu comes from the sea, agriculture provides for the semi-subsistence living of the majority of the population. It is, however, not clearly reflected in the GDP composition even though it has the potential to make a meaningful contribution. The TASMP is one tool that has been created to realise this potential in the agriculture sector. Currently, in terms of percentage share of agriculture within the overall national budget (refer Table 1) agriculture does not even receive a 0.5% share of the national budget (up to 2014). Table 1: Share of the agriculture sector in the national budget and in the Ministry of Natural Resources (MNR) budget for years 2012–2014 % share of National Budget % share of Ministry of Natural Resources Budget 2012 2013 2014 2012 2013 2014 0.21 0.29 0.38 2.55 2.54 2.56 The following are therefore recommended: R2. Approve the Agriculture Sector Plan as soon as possible. 5 FAKA-TUVALU will be the most appropriate Tuvalu phrase to translate ‘Go Local’ and then elaborate on the term further by spelling out the specificities. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 9 R3. Increase the budgetary allocation (recurrent) to the agriculture sector to at least 1% of the total 2016 national budget and 3% of the MNR budget and then increase this annually for the next five years after which a review can be conducted as to whether there is still a need to increase. This is being recommended with the view that a high level of funds is required for national replanting schemes, executing a sustainable trading arrangement for local produce, revival of the Elisefou Agriculture Station (EAS) on Vaitupu, capacity building and training, etc. R4. Strengthen the research capacity of the EAS, Vaitupu. R5. Increase the workforce (e.g. all islands should be provided with at least one agriculture extension officer). R6. Strengthen the development of agriculture on each island through planning and formulation of island agriculture plans. Taiwan Fiafia Garden training programme R7. The ongoing training of farmers by the Taiwan project is highly commended and it is recommended that a programme is institutionalised where these trained farmers are encouraged, through the provision of relevant incentives, to apply the knowledge and skills they acquired by establishing vegetable gardens. Agricultural Census R8. Conduct an Agricultural Census to benchmark all agricultural development activities including the implementation of the TASMP. This census is to be carried out every ten years. National Policy on Food Security R9. Formulate and adopt a national Policy on Food Security (PFS) to provide the supporting framework for the successful implementation of the TASMP. Synchronisation of the ASP and TASMP with other national policy and planning documents At the time of this exercise, various related policy and planning documents were either already endorsed or yet to be considered for approval. These include the NAPA extension and Strategic Non-communicable Disease (SPNCD) plan – which are already endorsed, the draft NPC that is yet to be considered for approval and the NTP that is in the process of being finalised. In addition to this, as stated earlier, is a recommendation to also have a PFS in place. R10. All national policy and planning documents (TASMP, NAPA, NPC, SPNCD, NTP and later PFS) be synchronised as a matter of priority to avoid duplication and to reinforce each other, which would result in better coordination and optimum use of resources. The outcome of this synchronisation would be the identification of common priorities and activities in order to foster a multi-disciplinary approach towards their respective implementations. 10 Specific recommendations for NPC R11. Review and adopt the draft National Policy on Culture as a matter of priority6. R12. Foster the development of cultural industries with the assistance of the SPC Human Development Programme (HDP) Culture Division. Domestic trading of local produce TCTC was able to operate the sale of local produce from 2008 until 2010 without the informed planning as envisioned by the TASMP. In terms of infrastructure, there is market space available at the Ulukai building next to the Funafuti Kaupule Building. At present, farmers are selling local food at this market. R13. Recommence domestic trading (while research, planning and development are pursued in relation to the implementation of the TASMP) and the GOT to make available a grant to the TCTC to perform this task in the 2016 fiscal year. Due to the hot weather conditions, the people living on Funafuti are resorting to living in traditional houses called ‘fale-alaala’, ‘fale-umu’ or ‘maneapa’. Selling pandanus thatches (‘lau-sui’) and local timber and other building materials like coconut strings is a potential private sector enterprise. R14. Explore the opportunity for a market study for these important local products – thatches made out of pandanus leaves – and learn from the Kiribati experience of establishing a significant market for thatch. Supporting infrastructure for the domestic trading arrangements (the market) R15. Undertake a careful analysis to clearly map out the infrastructure economic and physical needs – e.g. budgetary, workers, packaging, storage facilities, transportation, freight, national market building, etc. – and have them prioritised by way of an implementation schedule to facilitate the smooth implementation of the domestic trading platform. Pricing The situation now in Tuvalu – as affirmed by the deliberations at the two Vaitupu and Funafuti workshops and later the workshop in October 2014 where representatives from the outer islands attended, including the presentation by TCTC – is such that prices of local produce are far too expensive. Some individuals confirmed that they prefer to eat imported meat and chicken because local fish is too expensive. The pricing of local produce is a major factor in ensuring sustainable trading of local products in both domestic and overseas markets. R16. A comprehensive study on the pricing structure is conducted in Tuvalu as soon as possible in close consultation with farmers, fishers, handicraft makers and members of the TNCW. 6 A Cultural Mapping Toolkit and Lens, accompanied with a draft National Policy on Culture was prepared with the help of SPC HDP Culture Division in the early part of 2010 and was funded by the European Union. This cultural policy is already with the Ministry of Home Affairs and Rural Development and as of November 2014, it has not been officially adopted. It advocates important milestones and activities that are also supported in the TASMP. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 11 R17. SPC, through the IACT and GCCA: PSIS project, to be approached to help in the preparation of a detailed Terms of Reference for the conduct of the proposed pricing study. Quality Control In addition to an agreed pricing structure for the TASMP, quality control is also imperative in fostering a sustainable market for local produce. In order to recognise the importance of revival and preservation of Tuvalu’s cultural practices, the following is recommended: R18. Adopt an acceptable quality benchmarking framework and accord the cultural heritage yardsticks as one of the main benchmarks7. Export products Consultations with the SPC/IACT programme reveal that there is potential for exporting Tuvalu products. Given that there are development funds available to Tuvalu under the World Bank (WB), the Fiji–Tuvalu trade agreement still exists and the Tuvalu Trade Policy Framework is still being finalised, the following are recommended: R19. Revisit the existing Fiji–Tuvalu trade agreement and develop an implementation framework to avail the opportunity provided in the export of local produce in particular handicrafts for the present and additional agricultural products in the future. R20. Request that SPC, through its HDP Culture Division, to assist in the recruitment of a branding consultant to develop unique export products bearing the ‘Tuvalu brand’ and noting the importance of fully accounting for the cultural heritage of Tuvalu8. R21. Review the appropriateness of the envisioned trade agreement with Rotuma relating to the import of taro and other crops considering that the islands of Nui and Vaitupu are potential suppliers of taro under the TASMP-mapped activities. Roles of Falekaupule, civil society and private sector Given that the TASMP was conceived as a means to help build the resilience of the Tuvalu communities towards climate change, the population of Tuvalu should be engaged and empowered in one way or another and the key entities – GOT, Falekaupule, civil society and the private sector – must play their parts consistently in the years to come. Without the concurrent genuine commitment of these entities, the TASMP process will likely fail. Following are the recommended roles (list not exhausted) for each institution other than the GOT. 7 Take the traditional dyes, for instance. Handicrafts such as mats using imported dyes will be ranked lower quality than those using traditional dyes (e.g. the main traditional colours in these traditional dyes are black, red and yellow). 8 One of Tuvalu’s major cultural heritages is featured in the various high quality mats on which each island sews it cultural heritage patterns. These mats are unique to Tuvalu and the patterns can be applied in fashion designing where Tuvalu could obtain property rights. There are many other options that can be explored. 12 R22. Falekaupule • Commitment by the Falekaupule as a first step to formulating island work plans. • Formulate island work plans to support the implementation of TASMP that are linked with existing island plans. • Commit funds from its budget to fund island agricultural projects. Civil society NGOs and religious bodies are generally the organisations that are most in touch with the people. It is important that the benefits of the TASMP are well articulated to all levels of the Tuvalu society. It is suggested that the key roles civil society will play are as follows: R23. Fostering effective campaigns through house-to-house visits, peer group discussions, radio programmes and pamphlets that encourage people to eat local food, teach traditional skills in food preparation and handicraft. R24. Organising regular programmes with their members in order to promote home gardening; and preparation and sale of local food. Private sector The private sector is considered most important in facilitating a sustainable local produce trading system because they are generally the best business managers. The following is therefore recommended: R25. Support private sector entities – either individuals or a group of entrepreneurs – that develop achievable proposals by: • Providing appropriate training; • Providing funding (preferably grants or soft loans); • Close monitoring and assessment; and • Strict quality control. Gender and women’s development R26. More coordination between the TNCW and the Department of Women and Gender (DWG) is needed. In addition, there needs to be extensive dialogue with the TNCW on agreed competitive prices of the various traditional handicrafts and male handicraft makers must be included in this dialogue. R27. Given the division among executive members of the TNCW on the need to lower the prices of their handicrafts, it is recommended that while the pricing study is commissioned, the TNCW office or any other private sector entity can identify women or groups of women on the different islands who are willing to sell their handicrafts at negotiated competitive prices. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 13 Education – school curricula and institutional strengthening Education, whether formal or informal, is of paramount importance in changing the mindset and attitude of people towards the ‘Go Local’ campaign and it is strongly recommended that the DOE take the lead role to: R28. Formulate and deliver comprehensive training modules for both schools and adults through consistent programmes and workshops. R29. Develop curriculum streams on local food preparation and preservation, and handicraft making for delivery at all levels of education – home economics the Tuvalu way. R30. Assist farmers/fishers in teaching their children traditional agriculture, fishing, handicraft making and food preparation. R31. Establish training centres at the national level and at all islands where traditional skills and knowledge are taught. Electrification of outer islands R32. Recommend that the DOA liaise with the Tuvalu Electricity Corporation (TEC) to ensure consistent power supply to support the TASMP. Research and development Research and development (R&D) is a crucial process when venturing into new productive grounds. It is important that the R&D component of the TASMP is carefully planned and established right at the beginning. It is therefore recommended to: R33. Carefully identify priority R&D activities in the areas of livestock (e.g. animal feed using breadfruit), organic farming (using the traditional farming system of the pulaka pits) and agricultural exports. R34. Test the nutrient value of all edible local crops and leafy plant vegetables and publish the results in pamphlets for use in the ‘Go Local’ campaign. TASMP implementation Two documents will guide the implementation of the TASMP – the (1) Strategic Action Plan Framework (SAPF), which is detailed in chapter 6 and (2) Six Months Rolling Implementation Plan (6mRIP), which is detailed in chapter 7. Both documents are subject to change as and when necessary but the vision and objectives of the TASMP are not to be modified. The following are therefore recommended: R35. Establishment of a steering committee to be chaired preferably by a Cabinet Minister (ideally the Minister for Agriculture) and to comprise technical personnel from agriculture, health, education, culture and the TNCW9. 9 It is important that the number is kept to a maximum of five people to ensure easy coordination and facilitation. 14 R36. As a matter of priority, recruit a Chief Technical Advisor to support the Director of Agriculture in the overall management and implementation of the Agriculture Sector Plan and the TASMP process. Financing the TASMP R37. As a matter of priority, submit an official request to SPC for a joint technical assistance to Tuvalu by relevant experts from the IACT, GCCA: PSIS project and HDP Culture Division to determine and prepare relevant project proposals for submission to the Ministry of Finance (MOF) to bid for WB funds and for submission to any other donor agencies that may have available funds for allocation. Specific projects or 2 to 3 separate project proposals should be prepared as soon as possible in order to seek financing for the following strategic outcomes: • Increase in food production (by way of organic farming) and raw materials (for production of traditional canoes, etc. and handicrafts) through increased land cultivation, clearing and replanting; • Revive and strengthen the production and sale of quality Tuvalu handicrafts through the development of cultural industries; • Commence trading of local produce through the TCTC; and • Develop branding and export of Tuvalu local produce. R38. Identify priority activities for the first two years – i.e. short-term and develop estimated budgetary requirements, which are from both recurrent and development sources. This has to be done jointly with the DOA and MOF in close consultation with other relevant stakeholders such as the DOE, media, etc. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 15 6. Strategic Action Plan Framework This is the main section of the Plan – depicting the strategic priorities, indicators and activities, and the responsible stakeholders. The underlying consideration in the preparation of this action plan is to be pragmatic – sometimes a strategic plan lists numerous activities but very little consideration is given to the real priorities that will, when implemented at the appropriate time, move the whole process forward and eventually achieve the set targets. Therefore, bearing in mind this underlying factor, the proposed action plan framework will be kept strictly ‘strategic’ and thus only the real pragmatic priorities are listed with the view that upon implementation the set goals and vision of the TASMP will be achieved. It is a working document and should be consistently reviewed at least every year and adapted as and when necessary. 16 Table 2: Strategic Action Plan Framework (SAPF) Strategic Priority 1: Restructure and strengthen the agriculture sector Key Performance Indicators: 1. Agriculture Sector Plan adopted. 2. SAPF and the Six Months Rolling Implementation Plan adopted and followed diligently allow for unforeseen changes as and when required. 3. Budgetary (both recurrent and extra-budgetary) allocation for agriculture increased to at least 1% of total budget. 4. Tuvalu trade policy in place and synchronised with TASMP to enhance its implementation. 5. Tuvalu food security policy in place. 6. Agriculture organisational structure reviewed and upgraded. 7. Capacity at Elisefou Agriculture Station on Vaitupu strengthened. 8. Establishment of agriculture extension officers on all islands. Activities Milestones Achievements Responsible StakeholdersShort-term 2016 Medium-term 2017–2019 Long-term 2020–2025 1. Rank the agriculture sector a top priority within the overall national policy framework Finalise the SAPF prepared with the assistance of the Food and Agriculture Organisation (FAO) Percentage share of the agricul ture sector in the overall national GDP increased to at least 2% Percentage share of the agriculture sector in the overall national GDP considerably increased to at least 6% DOA/MNR, MOF Cabinet, FAO Provide a summary of the ASP to all islands and relevant stakehold ers in the Tuvalu language Percentage share of the agricul ture sector in the overall national budget increased to at least 2% Percentage share of the agricul ture sector in the overall national budget increased to at least 5% DOA, MOF/Planning Synchronise SAPF with NTP, NPC, NAPA and SPNCDP Multi-disciplinary approach put in force to save time and resources Agriculture, education, health, DWG, TNCW, media, and civil society working closely on a com mon approach DOP, DOH, DOEN, DOT,DOC/MHARD, TNCW, DWG, Media, NGOs GOT considers and endorses the formulation of a national food security policy (FSP) FSP formulation in process FSP in place OPM, MOF, DOA, FAO Taiwan FGP extended to EAS EAS fully operational – all houses and offices fully renovated, with a well-stocked agricultural store that has all the necessary tools and equipment EAS fully staffed with the relevant expertise supported by Taiwan FGP and project funds DOA, MOF/ Planning, SPC, FAO, UNDP, Other Donors, ROC All islands provided with appropri ately sized agricultural machiner ies such as multi-purpose tractors, and small coconut mills and saws Local food production through the cultivation of additional land and pulaka pits increased to sustain able levels ROC/FGP, DOA, SPC, Other donors, Falekaupule/ Kaupule, Farmers/ Women Priority research activities in or ganic farming systems, trees and livestock developed and opera tional Local food produced using organ ic farming available in abundance DOA, ROC, DOF, MOF, SPC, TNPSO Commercial pig and poultry farm ing using organic animal feed developed Livestock products such as eggs, pork sausages, local chicken, etc. available in abundance domesti cally at competitive prices Lay the ground work for the im plementation of the TASMP 6mRIP fully operational Additional inflow of development funds from donors DOA, TASMP Steering Committee, MOF/ Planning, Donors 2. Review and restructure DOA or ganisational structure Develop the R&D capacity of the DOA Upskilling of agricultural staff through further specialised train ing overseas; recruitment of TAs Research capacity of DOA well established in agronomy, livestock, tree crops and traditional farming systems DOA/MNR Personnel/OPM All islands have agriculture exten sion officers Additional agricultural staff work ing on all islands who focus on replanting schemes and nursery maintenance Falekaupule include budget lines for increased production of local food and handicrafts FTF specifically assign develop ment funds from its annual distri bution for TASMP through nego tiations with Falekaupule Falekaupule Kaupule DOA MHARD MOF/Planning Tuvalu Agriculture Strategic Marketing Plan 2016–2025 17 Strategic Priority 2: Increase sale and consumption of local food Key Performance Indicators: 1. TCTC government grant received to recommence its purchasing scheme of local produce from outer islands. 2. Increased local food sold in Funafuti and to government institutions. 3. Prices of local food reviewed and now competitive. 4. Cooling and storage facilities on outer islands installed. 5. National market building established. Activities Milestones Achievements Responsible StakeholdersShort-term 2016 Medium-term 2017–2019 Long-term 2020–2025 1. Commission study on pricing structure Construct a well-structured campaign on the pricing of local produce to persuade farmers, fishers and handicraft makers (both men and women) to adopt competitive prices Local campaign to accept cheaper and competitive prices for local produce continues Majority of the people in Tuvalu eating more local food due to more competitive prices of local food DOA, DOE, MOF/ Price Control Board, AG, SPC, Planning, DOT, TCTC, TNCW, Media 2. TCTC to recommence its purchasing of local produce from outer islands Government gives TCTC a grant of at least AUD 50,000 TCTC able to make a small con tribution towards financing its purchasing scheme TCTC focussed on specialised line of local products now that the pri vate sector (through farmers and fishers) is taking over the same local produce TCTC and its branches all over the islands MOF TCTC receives a reduced grant for AUD 45,000 for the next year TCTC able to generate adequate profits for its future purchasing scheme TCTC purchasing scheme of local produce fully running and self financing TCTC MOF 3. Te Ulukai on Funafuti to be fully utilised by people as the centre for sale of local produce and cuisine Increased people from Funafuti selling local produce at the Ulukai Te Ulukai as a market space for the sale of local produce is fully operational Te Ulukai services local produce to Funafuti and government institu tions Funafuti Kaupule Farmers Fishers TNPSO Taiwan/FGP More private vendors renting rooms upstairs of the Ulukai to sell Tuvalu cuisine More people eating at Ulukai restaurants serving local cuisine Restaurants serving Tuvalu cui sine become highly competitive against Chinese food and thus less people eating Chinese food DOH DOE DOA TNPSO MOF 4. Planning for the construction of the national market building on Funafuti Feasibility study for the construc tion of a national market building Project proposal formulated and submitted to potential donors for the construction of a national mar ket on Funafuti to include costs, architectural plan and expected site location National market building con structed and fully operational DOA DOTR MOF Foreign Affairs PWD TNPSO Donors 5. Economic and physical infrastructure to be developed on Funafuti and all the islands Project identification for the secur ing of infrastructure, e.g. cooling machines and freezers, packaging materials, etc. for all outer islands. Project proposal developed and submitted to donors for funding All islands, including the national market and other institutions, have adequate infrastructure to support the sustainable marketing of local produce DOA DOE TEC MOF/Planning Falekaupule Establish consistent power supply to support needed infrastructure Installation of much needed infra structure, e.g. storage facilities and packaging materials, on all islands Transportation (including freight) arrangements for the TASMP process developed TEC DOA DOE DOTR MOF 18 Strategic Priority 3: Change the mindset and attitude of the people of Tuvalu towards local food Key Performance Indicators: 1. ‘Go Local’ campaign fully developed and ongoing. 2. Benefits of local food and strategies to sell local produce shared with all islands. 3. National policy on ‘national food security’ reviewed. 4. School curricula at all levels teaching value of eating local food, food preparation and farming. 5. Patients of hospitals and students of all government schools, including primary schools, eat more local food. Activities Milestones Achievements Responsible StakeholdersShort-term 2016 Medium-term 2017–2019 Long-term 2020–2025 1. Local food preparation streamlined to school curricula Identification of critical lines of local food for preparation and preservation for inclusion in the school curricula Local food preparation curricula developed and taught at all levels of schools TMTI expanded to include train ing streams in traditional home economics DOA DOH/Nutrition DOE TMTI SPC Other Donors MSS FHS TNCW DWG Farmers/Women Youth Traditional certified trainers in cooking identified Training and further certification of the trainers Tuvalu home economics and traditional technical skills in agriculture, fishing, etc. fully integrated into the official school curricula at all levels of education (i.e. primary to tertiary) 2. Develop campaign platform for ‘Go Local’ with the participation of all relevant stakeholders Contents of campaigning strategy to ‘Go Local’ fully mapped out and translated into the Tuvalu language All local food tested for their nutrient value and the results published in the Tuvalu language People of Tuvalu (majority if not all) fully appreciate the value of eating nutritious local food Media NGOs DOA DOE DOH SPC Other Donors Education policy established requiring all primary schools to serve local food during breaks and lunches Government serves local food in all its schools, hospital and clinics on the outer islands People are used to and prefer local food over imports MOF MES MSS FHS TMTI Youth TNCW DWG Women and Men Falekaupule Kaupule 3. Introduce import sub stitution policy FSP to include a policy that all imported food be labelled with expiry dates, manufacturer, and nutrient contents Reduction in the quantity of certain imported food due to people eating more local food instead of rice, flour and sugar More money on average is spent by households in the purchase of local food than imported food OPM DOA DOT MHARD DOEN TNPSO AG FAO SPC/IACT Import substitution policy in place clearly spelling out local food involved, regulations and other specificities Import substitution policy legislated and fully operational Tuvalu Agriculture Strategic Marketing Plan 2016–2025 19 Strategic Priority 4: Research and development of potential export products from Tuvalu Key Performance Indicators: 1. Tuvalu exporting unique branded products. 2. Trade agreement with Fiji revived and operational. 3. Coconut mills established in the outer islands are operational. Activities Milestones Achievements Responsible StakeholdersShort-term 2016 Medium-term 2017–2019 Long-term 2020–2025 1. Establish Tuvalu brand for all Tuvalu export products Marketing branding specialist hired to establish a pure Tuvalu brand for potential export prod ucts like ‘red-toddy’ Unique Tuvalu products researched and developed for export Tuvalu branded exports fully established and operational DOA SPC (IACT and HDP, Culture) MOFA (to submit official request to SPC) MOF (to secure adequate fund ing) 2. Trade agreement with Fiji to be reviewed and made operational Commence negotiations with Fiji Government with the view to operationalise the existing trade agreement Handicrafts and other products listed under the trade agreement exported to Fiji and other overseas markets Tuvalu branded exports well established and in reasonable supply MOFA/Tuvalu High Commission, Suva TNCW DOA DOF Falekaupule Quality of local produce analysed and established Benchmarks for quality control of all local produce in place Quality control benchmarking legislated 3. Undertake a compre hensive situ ation analysis of the small coconut mills established in all the outer islands except Funafuti Strategy for operating the coco nut mills in place Resources, both technical and financial, in place to operationalise the coconut mills CVO and other by-products produced for local and overseas markets DOA TNCW DOT SPC PIFS FAO MNR Falekaupule MHARD Packaging and branding CVO completed Coconut flakes used for animal feed Animal feed supply available locally 4. Develop appropriate packaging materials and preservation methodolo gies Local food available for domestic trade identified and provided with appropriate packaging and preservation methodologies Packaging materials readily available at competitive prices DOA SPC FAO UNDP 20 Strategic Priority 5: Increased sustainable production of local produce and raw materials Key Performance Indicators: 1. Increased percentage of land and barren pulaka pits under cultivation. 2. Main mode of growing vegetables and food crops wholly organic. 3. Concreted pulaka pits constructed on all the islands. 4. More locally prepared thatches available nationally. 5. Coconut, pandanus and other trees replanting schemes under way. Activities Milestones Achievements Responsible StakeholdersShort-term 2016 Medium-term 2017–2019 Long-term 2020–2025 1. Effective campaign for people to increase cultivation of food crops, clear land and replant coconut trees, pandanus and other trees Replanting schemes planned and funding sought through project proposals Commence replanting schemes in all islands Replanting schemes fully operational Media DOA DOE DOH Farmers Associations TNCW TNPSO SPC FAO Falekaupule Innovative and adaptable ‘con crete pulaka pits’ researched and developed Land area for cultivating pulaka and other local food crops through concrete pulaka pits increased Pulaka, taro, and local food crops readily available at competitive prices 2. Adopt organic farming as the main farming system Policy on organic farming devel oped Organic farming instrumental in terms of direction and research in place No more fertilisers imported and main farming system is wholly organic Taiwan FGP DOA SPC FAO 3. Agroforest ry nurseries to be extend ed to all the islands Agroforestry project nurseries on Funafuti and Nukufetau are fully developed by way of established local and overseas varieties of trees Transfer of planting materials from Funafuti and Nukufetau to the rest of the outer islands commenced All islands now have fully stocked and thriving agroforestry nurseries manned by Kaupule agriculture employees under the supervision of agriculture extension officers SPC DOA Falekaupule Taiwan/FGP Concrete pulaka pits built in the demonstration farms on Funafuti and Nukufetau for cultivating pulaka and other crops Concrete pulaka pits built on the demonstration farms on all the islands Landowners constructing concrete pulaka pits throughout the islands with the assistance of the GOT Market research into the sale of pandanus thatches to Funafuti Pandanus thatches used widely in Funafuti DOA Falekaupule 4. All islands to update existing island development plans for beyond 2016 including agricultural priorities DOA identifies funds for this plan ning exercise Updating of island development plans commences All islands have updated island development plans for 2016–2020, including agricultural priorities MOF Planning DOA Falekaupule/Kaupule Tuvalu Agriculture Strategic Marketing Plan 2016–2025 21 Strategic Priority 6: Development of cultural industries and strengthening of the production and sale of handicrafts Key Performance Indicators: 1. Acceptable pricing structure for all handicrafts in place. 2. International standards of quality are instituted and legislated. 3. Increased number of women and men – young and old – producing handicrafts as a source of sustainable livelihood. 4. Sustainable trading both domestically and overseas of Tuvalu quality traditional handicrafts. 5. National Policy on Culture adopted and implemented. 6. Cultural tourism strengthened. 7. School curricula at all levels include teaching handicraft skills. 8. Certified trainers in handicrafts making. Activities Milestones Achievements Responsible StakeholdersShort-term 2016 Medium-term 2017–2019 Long-term 2020–2025 1. Priority dialogue with women (TNCW, and all other women) and men on the prices of handicrafts bearing, in mind the importance of a sustainable trading process Gender featured strongly in the negotiations and dialogue regarding the pricing structure of local handicrafts The once popular traditional handicrafts like ‘ato taa’, ‘tele taa’, ‘kete’, ‘tuluma’ etc. are now produced in large quantities Sale of handicrafts domestically and overseas fully operational TNCW MHARD DWG DOT DOA SPC/HDP, Culture SPC/IACT MHARD MOF MEDIA Men and women who are traditional experts in handicraft making Island consultations through peer group meetings and workshops completed, and report submitted to stakeholders National consultation on the recommended options for local handicraft pricing platforms held and the best competitive pricing structure is adopted Local handicraft prices highly competitive and ongoing domestic and international trade Quality benchmarking for handicrafts considered by all stakeholders Minimum quality standard for all handicrafts discussed and agreed at the national workshop Quality benchmarks published with prices according to grades and distributed to all makers and buyers 2. Review National Policy on Culture and submit to Cabinet for approval Quick review of draft policy on culture and the accompanied Cabinet paper for submission to Cabinet for adoption National Policy on Culture is operational supporting TASMP with commitment from GOT, civil society and all islands Falekaupule strengthened and role of women in national and island development clarified and upgraded Status of culture sector in the overall national development framework of Tuvalu is upgraded in terms of staffing and budgetary resources, and fully streamlined into the national development platform MHARD DCC DOC OPM/Cabinet DOA TNCW DWG 3. Implement handicraft training and teaching programme Traditional experts – men and women – in handicraft making, (weaving, carving, canoe building, etc.) identified from all the islands Technical assistance sought from potential donors National workshop (with subse quent certification) on ‘training of the trainers’ for identified experts Establish training centres to teach agriculture and handicraft making on all islands1 Trainers certified and available to teach the range of skills in handicraft making MHARD DOE DOA DWG DOC Price Control Board Private Sector MOFA/Trade TNCW National workshop to include women’s groups, Kaupule, NGOs, government and other stakeholders National trainers working with staff of DOE in the design of curriculum streams on handicraft making (including canoe and house building) National workshop on teach ing curricula in traditional home economics, handicraft making and canoe and house building All schools including community training centres teach handicraft making and other skills Increased adult training programmes Revive handicraft centres on all islands Handicraft production increased by at least 30% and an increase in the number of women and men engaged in handicraft making 22 4. Establish market outlets both domestically and overseas Establish a technical steering committee to monitor quality and pricing of handicrafts National workshop on handicraft quality testing Quality handicrafts sold locally and also exported with a value around AUD 1 million a year MOFA/Trade All Tuvalu overseas posts DOA Media SPC PIFS 5. Replanting of trees to supply raw materials for handicraft making, canoe building, local house building, etc. All trees pertinent to the handi craft industry, and traditional canoe and local house building included in the two agroforestry demonstration farms on Funafuti and Nukufetau National workshop on canoe building, carving, building local houses and weaving The same workshop (above), including quality benchmarking, extended to all islands All islands using canoes more for leisure, fishing and for agricultural purposes Carved and woven handicrafts available in high quantities More people with knowledge and skills in building canoes and local houses DOA Falekaupule Kaupule Donors SPC FAO UNDP Strategic Priority 7: Financing the Tuvalu Agriculture Strategic Marketing Plan Key Performance Indicators: 1. Budgetary allocation for DOA increased to allow for the implementation of the strategic priorities under the TASMP. 2. Agricultural credits readily available to support agribusiness enterprises. 3. Acceptable level of development funding from donor-partners both regional and international resulting from approved project proposals. 4. DOA, other partner agencies in government and the private sector have technical expertise to support the TASMP process. Activities Milestones Achievements Responsible StakeholdersShort-term 2016 Medium- term 2017–2019 Long-term 2020–2025 1. Establish a team comprising relevant expertise that is recruited locally and from overseas to work on project identification and formulation Establish clear project streams and activities including the resources required through development of a framework (either for each project or collectively) Framework for all projects – rank ing them in order of priority – supporting the TASMP process developed and endorsed GOT clearly defines recurrent costs of all projects and provides budget lines from the national budget Secured adequate development fund and support from donors DOA MOF SPC MOFA Donors Project and associated activities are clearly prioritised At least 2–3 projects approved and funds flowing into Tuvalu The same projects bearing positive outcomes as envisioned and are applied throughout the islands First 2–3 priority project proposals prepared and submitted for do nors’ consideration Procedures for acquittal of project funds well established and follow the respective donor requirements Donors satisfied with reports and acquittals, and continue to provide funding Technical assistance sought (Chief Technical Advisor); preferably an agricultural economist with skills in project formulation, monitoring and evaluation A Project Monitoring Unit (PMU) in the DOA established and operated with appropriate expertise DOA to clearly map out the training needs for current staff, and new graduates to make sure the department is operated by professional and technically qualified staff DOA and partner agencies benefitting from employment of technical expertise funded under projects PMU fully operating with project specialist staff Tuvalu Agriculture Strategic Marketing Plan 2016–2025 23 7. TASMP Implementation It is proposed that the Strategic Action Plan Framework (SAPF) presented above will be implemented by way of a Six Month Rolling Implementation Plan (6mRIP). In these six months, careful analysis of the tasks that are required in order to achieve the seven Strategic Priorities listed in the SAPF above are clearly listed in terms of priority ranking, and show the tasks, responsible stakeholders, timeframe, and key performance indicators (KPIs). Flexibility will be maintained to account for unforeseen events but it is encouraged that thorough planning is conducted as much as possible. In this way, the degree of risk – both external and internal – is minimised. The 6mRIP identifies priority activities and assignments; adjusts priorities as required; allocates appropriate amount of time for completing work; foresees risks and allows for contingencies when planning; monitors and adjusts plans and actions as necessary; and uses time efficiently. In this case, one has to be realistic in the sense that there is no need to list endless activities for implementation in the first six months. Rather, it is imperative to be focussed and carefully map out the priority activities through careful analytical planning. This is the manner in which the 6mRIP, below, was formulated. 24 Table 3: Six Months Rolling Implementation Plan, 6mRIP Strategic Priority # from SAPF Tasks/Activities Respon sible KPIs 1st Month 2nd Month 3rd Month 4th Month 5th Month 6th Month 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 SP1 Early approval of the Agriculture Sector Plan (ASP) DOA MNR Agriculture Sector Plan endorsed Finalise ASP DOA MNR Increase budgetary allocation for agriculture by at least 1% Cabinet paper sub mitted MNR Approval and adop tion of ASP Cabinet Map Implementation Plan framework DOA MNR Agriculture Sector Plan Finalise TASMP Agriculture MNR Cabinet paper sub mission Agriculture MNR Approval and adop tion Cabinet TASMP SP2 Commission pricing study Agriculture SPC Consultants re cruited Commence pricing study Agriculture SPC Consultations complete – report submitted Tuvalu Agriculture Strategic Marketing Plan 2016–2025 25 Strategic Priority # from SAPF Tasks/Activities Respon sible KPIs 1st Month 2nd Month 3rd Month 4th Month 5th Month 6th Month 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 SP3 Craft a common campaigning platform to ‘Go Local’, which engages key stakeholders such as media, education, health, and agriculture Media Education Agriculture Health SPC ‘Go Local’ campaign fully explained (also in the Tuvalu language) and repeatedly aired on radio Launch effective campaign to ‘Go Local’ Agriculture, Health, Education, Media NGOs, Fale kaupule Increased number of people eating local food Consultative workshops taken to rest of the islands Agriculture, SPC All islands aware of TASMP TASMP translated to Tuvalu language Conduct radio programmes Agriculture Media employs a specialist on ‘Go Local’ Develop relevant training modules and publish pamphlets Agriculture, Education, NGOs Commence planning work on food import substitution policy Agriculture Trade MOF Customs Develop curriculum streams on local food production Agriculture, Education Traditional skills and knowledge integrated into teaching curriculum Local food served in government schools and hospital Education, Agriculture, Health, Cabinet Local food served regularly in schools SP4 Explore export products Commission branding consultant Branding consultant recruited National workshop on quality bench marking Workshop on branding conducted SP5 Commence agro forestry nursery on Nukufetau Agriculture SPC 26 Strategic Priority # from SAPF Tasks/Activities Respon sible KPIs 1st Month 2nd Month 3rd Month 4th Month 5th Month 6th Month 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 SP6 Adoption and approval of Tuvalu National Policy on Culture Cabinet National Policy on Culture endorsed Due to long delay in its approval, table the draft policy to relevant technical and administrative directorates Home Affairs Amended and supported by technical and administrative directorate Cabinet Paper submission Home Affairs Commence implementing policy Culture Unit/ Home Affairs National Policy on Culture implemented Develop curriculum streams on handicraft making National trainers, Education Traditional skills and knowledge integrated into teaching curriculum SP7 Project identification and formulation process Project proposals for specific priority activities approved Recruit Chief Technical Officer Agriculture OPM Chief Technical Officer recruited Tuvalu Agriculture Strategic Marketing Plan 2016–2025 27 8. Challenges The challenges that are to be addressed in order to achieve the vision espoused in the TASMP include changing the mindset and attitude of the people, most importantly the young generation, towards eating local food through capacity building, through school curricula and a strong behaviour change campaign. This envisioned change is seen as a combined effort of the GOT, Falekaupule, civil society and private sector. It is envisaged that the media and the education sector will play critical roles through the ‘Go Local’ campaign. Commitment from all levels of government is of paramount importance, particularly in meeting the following: • Early approval of the Agriculture Sector Plan and National Policy on Culture; • Increased budgetary allocation to the agriculture sector starting with the 2016 national budget; • Availability of necessary tools and implements; • Provision of storage and packaging facilities; • A national market building on Funafuti; • An effective campaign for people to eat more local food; • Local food preparation and handicraft making streamlined to school curricula; and • Government schools, the hospital and outer island clinics to serve local food. Changing the mindset and attitude of the people will also lead to the development of cultural industries – revival of traditional knowledge, skills and heritages – which will enhance Tuvalu’s resilience to the effects of climate change by increasing local food production and subsequently increasing domestic and foreign trade. Another challenge arises with the allocation of budgetary resources. It is important that the agriculture sector allocation in the national budget and within the Ministry of Natural Resources is increased. The sector is the mainstay of the Tuvalu economy and this should be reflected in its budget and its level within the national policy framework. A quick analysis of the increasing budgetary allocation to the Department of Fisheries shows that one major contributing factor to this trend is the fact that the department has consistently brought in increased revenue. The same analogy can be applied to agriculture by increasing its contribution to economic growth through the development of agricultural exports – CVO, red toddy, breadfruit chips and cultural industries. Pricing provides another challenge. It has been recommended that a comprehensive pricing study be undertaken to determine a national consensus on the nature of the pricing structure. This then raises the issue of whether prices should be regulated or be determined by the forces of supply and demand. 28 9. Conclusion The proposed TASMP provides the means to realise the numerous benefits arising from domestic and international trading. The following are important prerequisites and must be accomplished at the earliest. • Genuine commitment by government, Falekaupule, civil society and the private sector must be forthcoming. • Government to upgrade and strengthen the agriculture sector and to commit to increase budgetary allocation to agriculture by at least 1% of the total budget in the 2016 national budget. • Government to consider, approve and adopt the following and in accordance with the proposed Implementation Plan: ӹ Agriculture Sector Plan ӹ TASMP ӹ National Policy on Culture There is a platform in place that can be used immediately to commence domestic trading of local produce while in-depth planning for the execution of the TASMP’s proposed strategies and activities is pursued. As revealed in section 4.2, TCTC has been doing this work for a number of years. It stopped its domestic trading activities in 2011 when the government suspended its funding support due to widespread drought. A sign of genuine commitment by the government would be to allocate a reasonable grant to TCTC in the 2016 national budget to enable them to recommence domestic trading. The challenge now is for the DOA and MNR begin to implement the TASMP, since it has been already endorsed by cabinet. Face-to-face dialogue with the people of Tuvalu over the next 2 to 3 years will impact on changing their mindset towards eating more local food. This is because, from experience, there is a tendency for people to accept and adapt to changes when they fully understand the issue(s). Finally, the success of the TASMP is dependent, from the outset, on the effectiveness of the ‘Go Local’ campaign. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 29 A p p e n d ic e s A p p e n d ix A : F in d in g s a n d O u tc o m e s o f C o n su lta tio n s w ith S ta ke h o ld e rs , I n cl u d in g t h e F u n a fu ti a n d V a itu p u W o rk sh o p s B el ow is a su m m ar y of th e gr ou p di sc us sio ns , w hi ch sh ow s t he e m er gi ng th re ad s a nd su gg es te d st ra te gi es a nd a ct io ns th at fo rm th e ba se o f t he fo rm ul at io n of T A SM P ’s tw o m ai n co m po ne nt s – S tr at eg ic A ct io n Pl an F ra m ew or k (S A PF ) a nd th e Si x M on th s R ol lin g Im pl em en ta ti on P la n (6 m R IP ). Ta b le A .1 : S u g g es te d S tr at eg ie s an d A ct io n s Fo llo w in g t h e O u tc o m es o f t h e C o n su lt at io n P ro ce ss FU N A FU TI A N D V A IT U P U W O R K SH O P S V ai tu p u W o rk sh o p Q u es ti o n s C o m m o n T h re ad s an d S u g g es te d S tr at eg ie s A ri si n g fr o m G ro u p D is cu ss io n s Su g g es te d A ct io n s Pr io ri ty R an ki n g 1. W h at d o yo u th in k of th e p ric es o f lo ca l f oo d ? • Im p o rt an t to c o n si d er s el lin g a t af fo rd ab le p ric es i n o rd er t o ea rn a s m al l p ro fit a n d en co u ra g e b u ye rs to c o nt in u e b u yi n g . • Ex p lo re w h et h er p ric in g n ee d s to b e re g u la te d o r n ot . • Le ar n fr o m o th er P IC s C om p re h en si ve s tu d y on th e p ric in g st ru ct ur e – b ea rin g in m in d n ee d fo r su st ai n ab le tr ad in g. H ig h (I m m ed ia te /S h or t te rm ) P rio rit y St an d ar d is e al l p ric es o f l oc al fo od . 2. W h at k in d o f s er vi ce s an d as si st an ce s h ou ld b e p ro vi d ed b y th e G ov er n m en t a n d Is la n d Fa le ka up ul e to s up p or t t h e m ar ke tin g o f l oc al p ro d uc e? G ov er n m en t t o p ro vi d e th e fo llo w in g : • m ac h in er y (e .g . s h re d d er , p lo u g h , e tc .) • fe rt ili se rs • fa rm in g to o ls • fe n ce s • se ed s; • a n at io n al m ar ke t b u ild in g • st o ra g e fa ci lit ie s (fr id g es , e tc .) • ad eq u at e fu n d s • tr an sp o rt at io n • tr ai n in g ( n ot o n ly i n f ar m in g b u t al so h an d ic ra ft m ak in g a n d f o o d p re p ar at io n a n d p re se rv at io n • q u ic kl y en d o rs e th e TA SM P an d th e A g ric u lt u re S ec to r P la n . Fa le ka up ul e to : • fo rm u la te a n d a d o p t an is la n d s tr at eg ic p la n o n t h e p ro d u ct io n a n d m ar ke tin g o f l o ca l p ro d u ce ; • p u t i n p la ce a n e vo lv in g w o rk p la n fo r t h e ef fe ct iv e im p le m en ta tio n o f a ct iv iti es o n th e is la n d ; a n d • lia is e cl o se ly w ith t h e g ov er n m en t (a g ric u lt u re , r u ra l d ev el o p m en t, h ea lth , e d u ca tio n , et c. ) a n d fa rm er s. G ov er n m en t t o p ro vi d e th e ec on om ic a n d p hy si ca l i n fr as tr uc tu re n ee d ed . M ed iu m (S h or t te rm to m ed iu m ) p rio rit y N at io n al m ar ke t b ui ld in g o n F un af ut i. M ed iu m P rio rit y A d eq ua te a n d p rio rit y fu n d s. H ig h P rio rit y Ea rly a p p ro va l o f t h e ag ric ul tu re s ec to r p la n an d th e TA SM P. H ig h P rio rit y C on si st en t t ra in in g p ro g ra m m e. H ig h to M ed iu m P rio rit y Fa le ka up ul e/ Ka up ul e fo rm ul at e is la n d w or k p la n s. H ig h to M ed iu m P rio rit y 30 V ai tu p u W o rk sh o p Q u es ti o n s C o m m o n T h re ad s an d S u g g es te d S tr at eg ie s A ri si n g fr o m G ro u p D is cu ss io n s Su g g es te d A ct io n s Pr io ri ty R an ki n g 3. W h at d o yo u th in k ab ou t t h e p ric es fo r h an d ic ra ft s? Ve ry e xp en si ve : • D et er s p eo p le fr o m b u yi n g . • Fa ilu re o f d o m es tic t ra d e in lo ca l p ro d u ce is d u e to th e h ig h p ric es . U n d er ta ke a c om p re h en si ve a n al yt ic al ex er ci se o n th e p ric in g s tr uc tu re in c lo se co n su lta tio n w ith th e p eo p le a t a ll le ve ls . H ig h P rio rit y 4. D o yo u su p p or t t h e in iti at iv e to re vi ve a n d s tr en g th en th e m ar ke tin g o f l oc al p ro d uc e? Ye s, s tr on g ly s up p or t t h e re vi va l o f t ra d in g in lo ca l p ro d uc e: • It h el p s p eo p le o n th e o u te r i sl an d s ea rn m o re in co m e. • It w ill a llo w t h e Va itu p u p eo p le t o in cr ea se lo ca l p ro d u ct io n a n d s el l t h ei r p ro d u ce t o Fu n af u ti an d a ls o ov er se as . • Th er e w ill b e in cr ea se d lo ca l f o o d fo r c o n su m p tio n b y th e p eo p le . • Pe o p le w ill b e h ea lth ie r, w h ic h w ill p ro te ct th em fr o m N C D s. • Th e yo u n g er g en er at io n o f T u va lu w ill le ar n h o w to p re p ar e an d p re se rv e lo ca l f o o d a n d th e m ak in g o f h an d ic ra ft s. In iti at e ra d io a n d p ub lic a w ar en es s p ro g ra m m es to re vi ve th e m ar ke tin g o f lo ca l p ro d uc e. H ig h P rio rit y Q ua lit y co n tr ol is o f p ar am ou n t i m p or ta n ce an d s h ou ld b e ad d re ss ed fr om th e ou ts et . Fu n af u ti W o rk sh o p Q u es ti o n s C o m m o n T h re ad s an d S u g g es te d S tr at eg ie s A ri si n g fr o m G ro u p D is cu ss io n s Su g g es te d A ct io n s Pr io ri ty R an ki n g 1. W h at a re th e b en efi ts th at yo u en vi sa g e fr om th e re vi va l o f su st ai n ab le tr ad in g o f l oc al fo od a n d h an d ic ra ft s? • H ea lth y b o d y, li ve lo n g er , l es se n o cc u rr en ce o f N C D s lik e d ia b et es , h ig h b lo o d p re ss u re , g o u t, et c. • Tu va lu p eo p le w ill l iv e h ig h ly s an it ar y an d h yg ie n ic l iv es a n d w ill a p p ly t h is w h en p re p ar in g lo ca l f o o d . • Fa m ili es w ill e ar n m o re m o n ey to s u p p o rt th ei r c h ild re n in e d u ca tio n , e tc . • Th e yo u n g er g en er at io n w ill le ar n th e fo llo w in g s ki lls : o tr ad iti on al m et h od s of m ak in g h an d ic ra ft s an d fo od p re p ar at io n o tr ad iti on al m et h od s of fo od p re se rv at io n o tr ad iti on al fa rm in g a n d fi sh in g te ch n iq ue s. Be n efi ts o f t h e TA SM P to b e ar tic ul at ed st ro n g ly to a ll le ve ls o f t h e Tu va lu s oc ie ty . H ig h P rio rit y – (t o b e ad d re ss ed th ro ug h th e p ub lic a w ar en es s ca m p ai g n p ro g ra m m e) 2. W h at a re th e m ai n m ile st on es to b e p ut in p la ce in o rd er to fa ci lit at e th e su cc es sf ul m ar ke tin g o f T uv al u lo ca l p ro d uc e? • In st itu te th e n ec es sa ry e co n o m ic a n d p hy si ca l m ar ke tin g in fr as tr u ct u re fo r t ra d in g lo ca l p ro d u ce . • St o ra g e fa ci lit ie s fo r f o o d a n d p ac ka g in g . • A d o p t t h e h ig h es t l ev el o f q u al it y co nt ro l. • Re se ar ch a n d a n al ys e w h et h er t h e ac tu al t ra d in g it se lf co u ld b e b et te r co n d u ct ed b y th e p riv at e se ct o r th ro u g h c o m p et iti o n w h ile g ov er n m en t p ro vi d es t h e in st itu tio n al su p p o rt . • G ov er n m en t in st itu tio n s lik e th e M ar iti m e Tr ai n in g In st itu te an d th e M ot u fo u a Se co n d ar y Sc h o o l sh o u ld b e th e fir st t o b u y lo ca l fo o d a n d m ak e it a p er m an en t co m p o n en t o f t h ei r m ea ls . • M ai nt ai n a c o n si st en t tr ai n in g a n d a w ar en es s p ro g ra m m e to e n co u ra g e th e p eo p le t o ea t l o ca l f o o d a n d in tr o d u ce lo ca l m ea ls , a s m at te r o f p rio rit y, to a ll p rim ar y sc h o o ls . • A g ric u lt u re , lo ca l fo o d a n d h an d ic ra ft p re p ar at io n t o b e ta u g ht i n a ll sc h o o ls a n d in cl u d ed in th e sc h o o l c u rr ic u lu m a t a ll le ve ls . • C o n d u ct ra d io p ro g ra m m es an d us e th e m ed ia in b u ild in g th e ca p ac it y an d u n d er st an d in g o f t h e Tu va lu p eo p le o n th e va lu e o f ‘ G o in g L o ca l’ an d p u b lis h p am p h le ts in th e lo ca l l an g u ag e to e n h an ce th e ca m p ai g n to e at lo ca l f o o d . • Pr ic es s h o u ld b e fa ir to t h e o w n er a n d t h e b u ye r – th e p ro p o se d s tu d y sh o u ld a d d re ss th is fa ct o r c ar ef u lly in c lo se c o n su lt at io n w ith th e p eo p le . T h e p ric in g s tu d y sh o u ld a ls o ta ke in to a cc o u nt h an d ic ra ft s an d th e ex p o rt p ot en tia l o f a n u m b er o f T u va lu p ro d u ct s. Th e TC TC p ric in g s tr u ct u re i s a us ef u l b as e fo r th e st u d y to g et h er w ith t h e p ric in g st ru ct u re o f t h e TN C W . N at io n al m ar ke t b ui ld in g o n F un af ut i. H ig h P rio rit y St or ag e an d p ac ka g in g. M ed iu m P rio rit y Q ua lit y C on tr ol b en ch m ar ks to b e in p la ce . M ed iu m P rio rit y C ar ef ul ly d et er m in e ro le a n d re sp on si b ili tie s of a ll st ak eh ol d er s, e sp ec ia lly th e g ov er n m en t, Fa le ka up ul e, N G O s an d th e p riv at e se ct or . H ig h to M ed iu m P rio rit y G ov er n m en t s ch oo ls a n d tr ai n in g in st itu tio n s to b e th e fir st to s er ve lo ca l f oo d w ith in th ei r i n st itu tio n s. H ig h P rio rit y Fo rm ul at e a co m p re h en si ve tr ai n in g m od ul e fo r b ot h s ch oo ls a n d a d ul ts th ro ug h c on si st en t t ra in in g p ro g ra m m es an d w or ks h op s. H ig h P rio rit y C ur ric ul um s tr ea m s on lo ca l f oo d p re p ar at io n a n d p re se rv at io n p lu s h an d ic ra ft m ak in g to b e d ev el op ed a t th e ea rli es t. H ig h to M ed iu m P rio rit y M ed ia c am p ai g n o n lo ca l f oo d b en efi ts . H ig h to M ed iu m P rio rit y C om p re h en si ve p ric in g s tu d y. H ig h P rio rit y Tuvalu Agriculture Strategic Marketing Plan 2016–2025 31 Fu n af u ti W o rk sh o p Q u es ti o n s C o m m o n T h re ad s an d S u g g es te d S tr at eg ie s A ri si n g fr o m G ro u p D is cu ss io n s Su g g es te d A ct io n s Pr io ri ty R an ki n g 3. W h at d o yo u th in k ar e w ay s to en co ur ag e th e Tu va lu an p eo p le to ea t m or e lo ca l f oo d ? • In cr ea se b u d g et ar y al lo ca tio n t o th e ag ric u lt u re s ec to r an d p re p ar e p ro je ct p ro p o sa ls to a tt ra ct d o n o r f u n d in g . • In te g ra te a g ric u lt u re , tr ad iti o n al h o m e ec o n o m ic s an d h an d ic ra ft m ak in g i nt o th e sc h o o l c u rr ic u lu m fo r a ll le ve ls o f s ch o o l. • A s a m at te r o f p rio rit y, G ov er n m en t t o p u rc h as e lo ca l f o o d fo r s tu d en ts a t G ov er n m en t sc h o o ls . • Es ta b lis h a v o ca tio n al t ra in in g s ch o o l o r ex te n d t h e cu rr ic u lu m a t th e TM TI t o in cl u d e tr ad iti o n al h o m e ec o n o m ic s an d h an d ic ra ft m ak in g In cr ea se b ud g et ar y al lo ca tio n to th e ag ric ul tu re s ec to r a s a m at te r o f p rio rit y. H ig h P rio rit y St ro n g c am p ai g n a n d a w ar en es s p ro g ra m m e fo r p eo p le to e at lo ca l fo od m or e. H ig h P rio rit y Lo ca l f oo d s er vi n g a t g ov er n m en t s ch oo ls . H ig h to M ed iu m P rio rit y Sc h oo l c ur ric ul um d ev el op m en t. H ig h P rio rit y 4. S h ou ld th e m ar ke tin g o f l oc al p ro d uc e b e ov er se en b y th e p ub lic or p riv at e se ct or ? A h ol is tic a p p ro ac h is n ee d ed h er e an d it s h ou ld n ot n ec es sa ril y b e g iv en to o n e en tit y on ly . Th e g ov er n m en t, N G O s an d th e p riv at e se ct or o ug h t t o w or k to g et h er . • G ov er n m en t f ac ili ta tio n b y: o en d or si n g th e TA SM P an d th e p ol ic y on fo od s ec ur ity ; o p ro vi d in g a d eq ua te fu n d s – op er at in g a n d p ro je ct fu n d in g ; o up g ra d in g th e st at us o f a g ric ul tu re a n d in p ar tic ul ar e ar ly a p p ro va l o f t h e A SP ; an d o h av in g re le va n t d ep ar tm en ts p ro vi d e te ch n ic al a ss is ta n ce b ac ks to p p in g, p ro vi d in g to ol s, e tc . o st ro n g s up p or t f ro m F al ek au p ul e an d K au p ul e to is la n d p ro g ra m m es a n d p ro je ct s on in cr ea se d c ul tiv at io n a n d p ro d uc tio n o f l oc al fo od a n d ra w m at er ia ls .im p le m en ts , e tc . A h ol is tic a p p ro ac h is n ee d ed , w h ic h ve ry c le ar ly m ap s ou t t h e re sp ec tiv e re sp on si b ili tie s of th e g ov er n m en t, Fa le ka up ul e, N G O s an d th e p riv at e se ct or . Th is h as b ee n s ta rt ed in th e SA PF . H ig h P rio rit y 5. W h at d o yo u th in k of th e p ric es o f lo ca l f oo d a n d h an d ic ra ft s? • Pr ic es o f l o ca l p ro d u ce a re to o ex p en si ve . • Fo r t ra d in g to b e su st ai n ab le , t h es e p ric es s h o u ld b e co m p et iti ve a n d a ff o rd ab le . Th er e is a n u rg en t n ee d to a d d re ss th is fa ct or b y co n d uc tin g a c om p re h en si ve p ric in g a n al ys is o f l oc al p ro d uc e th at in vo lv es d ia lo g ue a n d c lo se c on su lta tio n w ith fa rm er s, e tc . H ig h P rio rit y Th is a n al ys is m ay le ad to th e es ta b lis h m en t of a P ric in g R ev ie w C om m itt ee o n lo ca l p ro d uc e. 6. W h at w ou ld b e th e ro le o f t h e g ov er n m en t? • Pr ov id e ad eq u at e fu n d in g to th e TA SM P. • M ak e av ai la b le a g ric u lt u ra l t o o ls , h an d ic ra ft m ak in g to o ls a n d in p ar tic u la r a p p ro p ria te si ze d m ac h in er y lik e tr ac to rs , p lo u g h e tc . t o til l a n d c u lti va te th e la n d , o n a ll th e is la n d s. • In st itu te n ec es sa ry ec o n o m ic an d p hy si ca l in fr as tr u ct u re to su p p o rt th e TA SM P im p le m en ta tio n (e .g . b u ild in g a n at io n al m ar ke t b u ild in g o n F u n af u ti) . • C o nt in u e b u ild in g w at er st o ra g e fa ci lit ie s to m ak e ad eq u at e w at er av ai la b le fo r ag ric u lt u re . o A ll is la n d s to h av e re lia b le in te rn et o Ea rly p ro je ct fo rm ul at io n to a cc es s d ev el op m en t f un d s to s up p le m en t t h e re cu rr en t b ud g et ar y al lo ca tio n to a g ric ul tu re . St ro n g c om m itm en t b y th e g ov er n m en t t o th e TA SM P is o f p rim ar y im p or ta n ce . H ig h P rio rit y 32 Fu n af u ti W o rk sh o p Q u es ti o n s C o m m o n T h re ad s an d S u g g es te d S tr at eg ie s A ri si n g fr o m G ro u p D is cu ss io n s Su g g es te d A ct io n s Pr io ri ty R an ki n g 7. W h at a b ou t t h e Fa le ka up ul e an d Ka up ul e – w h at a re th ei r r ol es ? • Su p p o rt t h e TA SM P b y en co u ra g in g t h ei r p eo p le t o ea t lo ca l f o o d a n d in tr o d u ce lo ca l fo o d lu n ch es a n d m o rn in g te as to th e p rim ar y sc h o o l o n th ei r i sl an d . • Ka u p u le , t h e lo ca l g ov er n m en t ar m o f t h e Fa le ka u p u le , t o in st itu te is la n d p ro g ra m m es fo r p eo p le to p la nt m o re fo o d c ro p s an d t re es . Fa le ka up ul e co m m itm en t i s al so im p or ta n t as a fi rs t s te p to fo rm ul at in g is la n d w or k p la n s. H ig h P rio rit y 8. A n d y ou a s th e fa rm er , t h e g ar d en er , t h e fis h er , w h at w ill b e yo ur ro le a n d c on tr ib ut io n ? • Fa rm er s an d l an d o w n er s to c le ar b us h c o co n u t la n d s an d c o m m en ce r ep la nt in g co co n u t, p an d an us t re es a n d o th er s. • M ot h er s to te ac h th ei r c h ild re n h o w to g ar d en , w ea ve m at s, fa n s, e tc . m ak in g tr ad iti o n al d ye s, t ra d iti o n al fo o d p re p ar at io n s an d p re se rv at io n , e tc . • Fa th er s to t ea ch t h ei r ch ild re n c an o e ca rv in g a n d o th er ‘l o st ’ m al e h an d ic ra ft s, m ak in g st rin g s fr o m c o co n u t f ib re s, e tc . C le ar th e b us h c oc on ut w oo d la n d / re p la n tin g s ch em es H ig h P rio rit y Fa rm er s/ fis h er s to te ac h th ei r c h ild re n tr ad iti on al a g ric ul tu re , fi sh in g, h an d ic ra ft an d fo od p re p ar at io n . H ig h to M ed iu m P rio rit y Es ta b lis h tr ai n in g c en tr es a t t h e n at io n al le ve l a n d o n a ll is la n d s w h er e tr ad iti on al sk ill s ar e ta ug h t. M ed iu m P rio rit y O ut er is la n d p eo p le to m ak e w ov en p an d an us th at ch es fo r s al e to th e Fu n af ut i p op ul at io n fo r l oc al h ut s. Ex p lo re a m ar ke t s tu d y fo r t h is im p or ta n t lo ca l p ro d uc t – th at ch es m ad e ou t o f p an d an us le av es (l ea rn fr om th e Ki rib at i ex p er ie n ce ). H ig h to M ed iu m P rio rit y C O N SU LT A TI O N S W IT H O TH ER S TA K EH O LD ER S C o n su lt at io n w it h R u ra l D ev el o p m en t M et w it h Su g g es te d S tr at eg ie s Su g g es te d A ct io n s Pr io ri ty R an ki n g D ire ct or o f R ur al D ev el op m en t A m aj or g oa l o f t h e D ep ar tm en t o f R ur al D ev el op m en t ( D RD ) i s to h el p p eo p le o n th e ou te r is la n d s d iv er si fy th ei r i n co m e g en er at in g o p p or tu n iti es a n d in d oi n g s o th e D RD w an t t o w or k cl os el y w ith th e d ep ar tm en ts o f a g ric ul tu re a n d fi sh er ie s to h el p fa rm er s an d fi sh er s p ro d uc e su rp lu se s b ey on d th ei r d ai ly s us te n an ce fo r s al e. M ee t w ith D O A a t t h e ea rli es t a n d m ap ou t a n a g re ed jo in t w or k p la n w ith c le ar re sp on si b ili tie s. H ig h P rio rit y D ire ct or o f D RD w is h ed to s ee in cr ea se d h om e g ar d en in g a n d re c ul tiv at io n o f p ul ak a p its th at a re p re se n tly fi lle d w ith o ve rg ro w n w ee d, a s w el l a s th e re p la n tin g o f c oc on ut s, p an d an us a n d o th er im p or ta n t t re es (p oi n tin g to th e im p or ta n ce o f t h e on g oi n g G C C A : PS IS a g ro fo re st ry a ct iv ity in T uv al u) . Fr om th e ag re ed jo in t w or k p la n , f or m ul at e a jo in t p ro je ct p ro p os al to o b ta in m uc h n ee d ed fu n d s fo r t h e ac tiv iti es . H ig h P rio rit y Re co g n is ed th e im p or ta n ce o f h av in g q ua lifi ed a n d s ki lle d a g ric ul tu ra l s ta ff o n e ac h is la n d – si m ila r t o th e se tt in g in th e ea rly y ea rs o f i n d ep en d en ce w h er e al l i sl an d s w er e p riv ile g ed w ith th e p os tin g o f a n a g ric ul tu ra l s up er vi so r a n d re g ul ar v is its fr om a g ric ul tu ra l e xt en si on offi ce rs e ith er fr om V ai tu p u or F un af ut i. Es ta b lis h q ua lifi ed a g ric ul tu ra l e xt en si on offi ce rs o n a ll ou te r i sl an d s. H ig h to M ed iu m P rio rit y C o n su lt at io n w it h W o m en a n d G en d er D ev el o p m en t M et w it h Su g g es te d S tr at eg ie s Su g g es te d A ct io n s Pr io ri ty R an ki n g W om en a n d G en d er D ev el op m en t O ffi ce r In re g ar d s to g en d er , i ts a ct iv iti es re vo lv ed m ai n ly a ro un d le ad er sh ip , m ai n st re am in g g en d er in to p ol ic y m ak in g, e co n om ic d ev el op m en t, ca p ac ity d ev el op m en t a n d d om es tic v io le n ce . In cl ud e as a m at te r o f p rio rit y ‘G o Lo ca l’ i n it s w or k p ro g ra m m e. M ed iu m P rio rit y D is cu ss ed th e n ee d fo r m or e in te ra ct io n w ith th e TN C W a n d to fo st er th e tr ue s p iri t o f te am w or k at a ll le ve ls o f i n te rv en tio n s in g en d er d ev el op m en t. C re at e d ia lo g ue a n d e st ab lis h a n a g re ed jo in t w or k p la n w ith T N C W . H ig h to M ed iu m P rio rit y Tuvalu Agriculture Strategic Marketing Plan 2016–2025 33 C o n su lt at io n w it h T C TC M et w it h Su g g es te d S tr at eg ie s Su g g es te d A ct io n s Pr io ri ty R an ki n g G en er al M an ag er Fo r a b ou t 3 y ea rs , 2 00 8– 20 11 , t h e or g an is at io n w as e n g ag ed in d om es tic tr ad in g o f l oc al p ro d uc e, u si n g a p ric in g s tr uc tu re . Th e G en er al M an ag er , P as iv ao M aa n i, co n fir m ed th at a m aj or h in d ra n ce in th e flo w o f t h ei r tr ad in g a ct iv iti es w as th e h ig h p ric es o f l oc al p ro d uc e – so in 2 00 9 th ey v is ite d a ll th e is la n d s to c on d uc t a s ur ve y of p ric es . I t w as n ot a s ys te m at ic a n al ys is s in ce in th e en d th ey ju st p ic ke d th e lo w es t p ric e p er p ro d uc t o ffe re d b y an is la n d o r g ro up o f i sl an d s. F or e xa m p le , i n th e ca se o f a b uc ke t o f r ed to d d y, w h ic h u se d to c os t A U D 8 0 ea ch , t h ey h ad to c h oo se th e lo w es t p ric e off er ed b y N iu la ki ta o f A U D 4 5 p er b uc ke t. Ex te n si ve d ia lo g ue w ith th e p eo p le m us t b e ca rr ie d o ut w h en th e p ric in g s tu d y is co n d uc te d a n d th e re su lts s h ou ld b e us ed in th e ca re fu l c on st ru ct io n o f f ai r p ric es . H ig h P rio rit y TC TC w as a b le to d o d om es tic tr ad in g th ro ug h th e fu n d in g p ro vi d ed to th em in 2 00 8 b y th e g ov er n m en t, w h ic h a m ou n te d to A U D 4 5, 00 0. T h is fu n d in g, h ow ev er , g ra d ua lly d ec lin ed o ve r t h e ye ar s – A U D 2 5, 00 0 (2 00 9) a n d A U D 1 5, 00 0 (2 01 0) , a n d in 2 01 1 fo llo w in g th e n at io n al d ro ug h t, th e p ro g ra m m e ca m e to a s to p u n til re ce n tly . C on fir m th e im p or ta n ce o f s us ta in ab le fu n d in g b y th e g ov er n m en t w ith th e vi ew th at th e ac tiv ity w ill la te r b ec om e se lf fin an ci n g. n /a It w as re ve al ed b y TC TC th at e ac h is la n d – e xc ep t f or F un af ut i – w as s up p lie d w ith a s m al l co co n ut m ill to p ro d uc e vi rg in o il. S om e m ac h in es a re s til l w or ki n g b ut th er e is n o up d at e on w h et h er th e re st a re s til l w or ki n g o r n ot – w h ic h p oi n ts to th e im p or ta n ce o f c on d uc tin g a si tu at io n a n al ys is o f t h es e m ac h in es a n d re p or tin g o n a ny n ee d fo r m ai n te n an ce to e n su re co n tin ue d p ro d uc tio n o f v irg in o il. A lo n g w ith th is p ro p os ed a n al ys is , t h e st an d ar d is at io n o f th e p ro d uc tio n p ro ce ss u p to th e p ac ka g in g a n d q ua lit y co n tr ol m us t a ls o b e ad d re ss ed . Id en tif y th e si tu at io n o f t h e co co n ut m ill s th at w er e es ta b lis h ed in th e is la n d s ar ou n d 20 04 a n d h av e th em o p er at io n al . H ig h P rio rit y C o n su lt at io n w it h A g ri cu lt u re M et w it h Su g g es te d S tr at eg ie s Su g g es te d A ct io n s Pr io ri ty R an ki n g A g ro fo re st ry T A a n d P ro je ct F in an ce M an ag er To s yn ch ro n is e th e en vi si on ed o ut co m es o f t h e as si g n m en t r eg ar d in g th e ag ro fo re st ry co m p on en t o f t h e G C C A : P SI S p ro je ct a n d to b rie f t h em o n th e p ur p os e of th e vi si t t o Tu va lu . It w as a g re ed th at th e ag ro fo re st ry a ct iv ity is o f p ar am ou n t i m p or ta n ce in n ot o n ly in ke ep in g a n ur se ry fo r a ll im p or ta n t l oc al tr ee s, b ut m or e so a s a m aj or s up p or tin g a ct iv ity in th e re p la n tin g o f r aw m at er ia ls fo r h an d ic ra ft p ro d uc tio n s uc h a s: d w ar f c oc on ut tr ee s m os t s ui ta b le fo r t od d y cu tt in g, c oc on ut tr ee v ar ie tie s fo r t h e p ro d uc tio n o f ‘ ta a’ (c oc on ut fib re fr om c oc on ut s h oo ts ) f or fa n s an d o th er T uv al u h an d ic ra ft s, p an d an us v ar ie tie s fo r th e p ro d uc tio n o f ‘ la u’ to th at ch lo ca l h ou se s, p an d an us v ar ie tie s to p ro d uc e ‘k ie ’ f or m at w ea vi n g, e tc . G C C A : P SI S p ro je ct w ill n ot c on tin ue p as t 20 16 s o an ot h er p ro je ct is u rg en tly re q ui re d to s ec ur e ad eq ua te fu n d in g to c on tin ue th e co lle ct io n o f p la n tin g m at er ia ls , e tc . H ig h P rio rit y A c om p re h en si ve p ro je ct p ro p os al n ee d s to b e p re p ar ed fo r a N at io n al R ep la n tin g S ch em e n ot o n ly fo r c oc on ut s, p an d an us a n d o th er tr ee s, b ut a ls o fo r p la n tin g c ro p s an d n on i t re es un d er c oc on ut tr ee s. It is im p er at iv e to q ui ck ly fo rm ul at e re le va n t p ro je ct p ro p os al (s ) t o en su re ad eq ua te fu n d s ar e co n si st en tly a va ila b le to im p le m en t t h es e ac tiv iti es . H ig h P rio rit y 34 C o n su lt at io n w it h IA C T M et w it h Su g g es te d S tr at eg ie s Su g g es te d A ct io n s Pr io ri ty R an ki n g Ex p or t M ar ke tin g O ffi ce r a n d E xp or t Pr oc es si n g O ffi ce r It is n ow IA C T’ s b el ie f t h at T uv al u co ul d b en efi t i m m en se ly fr om e xp or t p ro d uc ts u si n g th e w h ol e of th e co co n ut tr ee . A c oc on ut m ill to p ro d uc e vi rg in o il w ou ld b e a st ar tin g p oi n t an d IA C T h as p re p ar ed a s p re ad sh ee t o n th e as so ci at ed c os ts a n d re ve n ue p ro je ct io n s, a n d p as se d it to th e D O A . Fo llo w u p o n th e sp re ad sh ee t a n d th e cu rr en t s itu at io n . H ig h P rio rit y It w as p oi n te d o ut th at IA C T h as n o p ro je ct fu n d s fo r T uv al u b ut w as w ill in g to p ro vi d e te ch n ic al a ss is ta n ce o n re q ue st . D is cu ss w ith IA C T an d th e G C C A : P SI S p ro je ct w h at te ch n ic al a ss is ta n ce is re q ui re d fr om th em . H ig h P rio rit y Th is is a n a re a IA C T, th e G C C A : P SI S p ro je ct a n d th e H D P C ul tu re P ro g ra m m e co ul d jo in tly as si st T uv al u in p ro je ct m ap p in g a n d p re p ar at io n a t t h e ea rli es t f or th e D O A to s ub m it to th e M O F. Re q ue st fo r a jo in t m ee tin g o f t h e 3 SP C p ro g ra m m es – IA C T, G C C A : P SI S an d H D P C ul tu re D iv is io n to a g re e on a jo in t T A to su p p or t t h e TA SM P im p le m en ta tio n . H ig h P rio rit y C o n su lt at io n w it h T ai w an F ia fi a G ar d en s M et w it h Su g g es te d S tr at eg ie s Su g g es te d A ct io n s Pr io ri ty R an ki n g RO C A m b as sa d or C h ie f T ec h n ic al A d vi so r, Ta iw an F ia fia G ar d en s C on fir m ed th at th e RO C G ov er n m en t t h ro ug h it s O C D F A g en cy h ad a p p ro ve d th e ex te n si on o f t h e Fi afi a G ar d en to V ai tu p u to fa ci lit at e th e re n ov at io n o f t h e h ou si n g a n d offi ce a t t h e El is ef ou A g ric ul tu re S ta tio n , c on d uc tin g o f c ro p re se ar ch a n d d ev el op m en t in cl ud in g tr ee c ro p s an d li ve st oc k, a n d th e p os tin g o f t w o TA s to V ai tu p u. Re vi si t t h e ag re ed e xt en si on o f T ai w an ’s Fi afi a G ar d en to E A S an d id en tif y lo op h ol es re q ui rin g im m ed ia te a tt en tio n . H ig h P rio rit y D is cu ss ed th e Fi afi a G ar d en p ro d uc t p ric es a n d s ta te d th at th ey a re ra th er e xp en si ve – h e ex p la in ed th at th is w as a n a rr an g em en t w ith th e D O A . T h e at te n tio n o f t h e D O A w as d ra w n to th is im p or ta n t p oi n t. In cl ud e an a ss es sm en t o f t h ei r e xi st in g p ric es in th e ov er al l p ro p os ed P ric in g S tu d y. H ig h P rio rit y Pr om ot ed th e us e of o rg an ic fa rm in g o r a ny o th er t yp e of fa rm in g w h er e th e us e of fe rt ili se r is m in im is ed o r n ot u se d a t a ll. Fo st er o rg an ic fa rm in g th ro ug h ou t. M ed iu m to L ow P rio rit y Tuvalu Agriculture Strategic Marketing Plan 2016–2025 35 Appendix B: Synchronising the Recommendations through Common Threads with the SAPF and 6mRIP Common threads: • Restructure and strengthen agriculture ӹ Early approval of Agriculture Sector Plan (ASP). ӹ Synchronise ASP with National Trade Policy (NTP), SPNCD and NAPA. ӹ Synchronise ASP with National Policy on Culture (NPC) (pending consideration for approval). ӹ Restructure the organisational arrangement of the DOA in terms of staffing and divisions, such as livestock, crops, coconuts and other trees, research and development. ӹ Revive and strengthen the Elisefou Agriculture Station (EAS). ӹ Accord the agriculture sector its rightful position in the overall national development policy framework by the allocation of the necessary budgetary resources, both from recurrent and development sources. • Increased sale and consumption of local food ӹ Competitive pricing. ӹ Strong consistent campaign on ‘Go Local’. ӹ High quality local food production and preparation. ӹ Domestic trading – quality control, packaging, storage, and transportation – and explore need for different islands to produce different local food (e.g. Nui and Vaitupu to produce taro, etc.) ӹ Food import substitution – limit the import of selected food items through a quota system. ӹ Market space – Ulukai and national market building. ӹ Follow up on the trainees who are completing training at the Taiwan Fiafia Garden (TFG) and provide them with relevant support (e.g. tools) to help them establish home gardens. ӹ DOA to liaise closely with TEC to ensure that the power needs for TASMP on all islands are well taken care of. • Increased production of local food through organic farming ӹ The medium to long-term goal is to do away with inorganic farming and revert to a traditional organic farming system through in-depth research and development of the pulaka pit system. ӹ Both demonstration farms on Funafuti and Nukufetau, respectively, to include research and development of a pulaka pit farming system. ӹ Test growing of vegetables and other root crops including bananas etc. in the pulaka pits. ӹ Research the planting of taro (taro-ni-tanna) under the coconut trees. ӹ Develop preservation and packaging of local food, e.g. breadfruit. ӹ All government schools and institutions such as the Princess Margaret Hospital to serve more local food. ӹ Education department and Funafuti Kaupule to introduce a policy where no imported food is sold or served to the pupils. 36 • Revival of production of traditional quality handicrafts ӹ Establish the minimum standard of quality for each handicraft. ӹ Extensive review of the prices using the TNCW 2009 pricing structure. ӹ Strengthen domestic trading of handicrafts. ӹ Increased production of raw materials through replanting on all islands. ӹ Teach younger generation on the range of skills in making handicrafts (e.g. weaving of mats, baskets, trays, fans, etc.) • Research and development ӹ Export development – synchronise with the NTP. ӹ Development of cultural industries – synchronise with the NPC. ӹ Branding Tuvalu export products. ӹ Strengthen research at the EAS. • Change the mindset and attitude of the people to accept and ‘Go Local’ ӹ Development and streamline ‘Go Local’ into the school curriculum at all levels. ӹ Explore and certify local experts in the preparation and preservation of local food in order to train students at community training centres throughout the nation. • TASMP implementation ӹ Implement TASMP through the use of the SAPF and 6mRIP. ӹ Steering committee to be chaired preferably by the Minister for Agriculture and attendance by members from Agriculture, Health, Education, Culture and TNCW. ӹ Synchronise TASMP with NAPA, SPNCD, NPC and NTP. ӹ Liaise closely with TEC to make sure power needs for TASMP on all islands are well accounted for in the ongoing outer islands electrification project. • Financing the TASMP ӹ As a matter of priority, identify recurrent costs. ӹ Prepare specific project proposals for each of the following:  Financing of the restructuring of the agriculture sector.  Increased food production (by way of organic farming) and raw materials (for production of traditional canoes, etc. and handicrafts) through increased land cultivation, clearing and replanting.  Strong campaign to ‘Go Local’.  Revive and strengthen the production and sale of quality Tuvalu handicrafts through the development of cultural industries.  TCTC to commence trading of local produce as early as possible.  Health and Education technical backstopping by way of expertise to develop curriculum streams, and school and hospital local food menu. Tuvalu Agriculture Strategic Marketing Plan 2016–2025 EUROPEAN UNION Government of Tuvalu