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Overview of Good Practice in East Africa

Spencer Henson & Oliver Masakure International Food Economy Research Group Department of Food, Agricultural & Resource Economics University of Guelph. Overview of Good Practice in East Africa. ‘Good practice’ benchmarks The projects Examples of ‘good practice’ across projects

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Overview of Good Practice in East Africa

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  1. Spencer Henson & Oliver Masakure International Food Economy Research Group Department of Food, Agricultural & Resource Economics University of Guelph Overview of Good Practice in East Africa

  2. ‘Good practice’ benchmarks The projects Examples of ‘good practice’ across projects General principles of ‘good practice’ Conclusions Overview

  3. Challenges: • Timeframe – interventions verses impacts • Attribution: • Multiple interventions • Natural evolution of capacity • Multi-factorial impacts • Partial capacity-building • Differing scope of interventions • Metrics: • Process • Impacts: • SPS-related managerial capacity • Higher-order objectives ‘Good practice’ benchmarks

  4. Hierarchy of SPS management Functions

  5. Metrics: • Enhancement of SPS status • Enhancement of trade performance: • Value/volume of exports • Unit value of exports • Access to new markets • Impacts on livelihoods/poverty • Differential impacts: • Gender • Vulnerable groups/regions • Large versus small firms/farms Higher-Order Impacts

  6. Pesticide Initiative Programme (PIP) (EU) East Africa Phytosanitary Information Committee (USAID) Food Control Capacity-Building Needs assessments (FAO) Advanced Training Programme on Quality Infrastructure for Food Safety (SWEDAC/SIDA) Global Salm-Surv Training Programme on Laboratory-Based Surveillance of Food-Borne Diseases for Anglophone Central and Eastern Africa (WHO) Study on Costs of Agri-Food Safety and SPS Compliance in Tanzania, Mozambique and Guinea (UNCTAD) Case Study projects

  7. Extended duration • Basic awareness raising/information provision • Flexible work programme • Multi-tiered approach: • Public/Private • Regulatory measures/Private standards • Individual/Collective • Levels of SPS capacity • Engagement with private sector: • Demand-driven • Cost-sharing • Local capacity-building for service provision: • Individuals • Materials Pesticide Initiative Programme

  8. Recipient role in project genesis • Significant degree of local control/ownership • Ability to evolve • Local capacity linked to regional capacity • Regional cooperation & coordination • Flexibility across countries: • Basic capacity • Higher-level capacity • Critical capacity developed to attract other donors East Africa Phytosanitary Information Committee

  9. Standard framework • Project team: • Local consultant • International consultant • Stakeholder engagement • Efforts towards political ‘buy-in’ • On-going engagement Food Control Capacity-Building Needs assessments

  10. Needs assessment • Scheduling & organization • Extended engagement: • Length of training programme • Follow-up • Practical elements • Two-way engagement between participants and instructors • Project work • Nature of participants Advanced Training Programme on Quality Infrastructure for Food Safety

  11. Adaptation to local context Combination of theoretical & practical training Extended training programme Mixture of participants Establishment of informal network of practitioners Use of local facilities Global Salm-Surv Training Programme on Laboratory-Based Surveillance

  12. Standard methodology Local consultants National dissemination workshop Public & private sectors Study on Costs of Agri-Food Safety and SPS Compliance in Tanzania

  13. Hierarchy of SPS management Functions

  14. SPS status Trade flows Livelihoods/Poverty Evidence of higher-order impacts

  15. Supply-driven model still often prevails: • Needs identified externally • Broader external priorities • Local engagement in capacity-building can be limited • Often limited attention to ‘capacity to build capacity’ • Rigorous assessments remain the exception • Much assistance remains fragmented & partial: • Multiple interventions • Failure to address fundamental constraints • Predominant focus on public sector Common Areas of Less ‘Good practice’

  16. Demand versus supply-driven technical cooperation Needs assessment Flexibility Practitioner networks Active learning Linking skills development to practice Selection of beneficiaries Establishing local capacity-building capacity General Principles of ‘Good Practice’

  17. Taking account of prevailing local capacity & needs Sequencing and connectivity of capacity-building efforts Assessing and monitoring progress Role as ‘honest broker’ Market distortions Political support General Principles of ‘Good Practice’

  18. Can identify areas of ‘good practice’ across the six case studies • Key role of project design in context of donor policies • Can identify some general principles of ‘good practice’ • Some ‘traditional’ modes of assistance remain. • Challenge is to employ ‘good practice’ more generally • Biggest challenge relates to higher-order impacts: • Bringing about real change • Identifying & measuring that change • Key role of coincidence of interest Conclusions

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