Ministry of Trade, Industry,Regional Integration and Employment

MEDIUM TERM PLAN, 2016 – 2020

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PREFACE

The Ministry of Trade, Industry, Regional Integration and Employment, continues to pursue policies aimed at improving the business and investment environment in the Gambia for increased participation and contribution of the private sector to national development. This Medium Term Plan covering the period 2016 – 2020 is the Ministry’s strategic framework for the implementation of:

a) Government’s Trade, Industry, Regional Integration and Employment policies.

b) The Diagnostic Trade Integrated Study (DTIS) Updated Action Matrix.

c) The Trade and Industrial development Programmes in the Government Medium Plan, the Programme for Accelerated Growth and Employment (PAGE)

d) Programmes designed to ensure efficient functioning of the labour market including decent work for all.

Our objective is to address the supply side constraints through targeted projects and programmes in key sectors for improved competitiveness and value addition to facilitate the integration of The Gambia into the global trading system. I strongly believe that, through t close collaboration between the Government, the Private sector and Development Partners, these objectives will be achieved. The MTP has outlined the strategies and priority projects and programmes that will be pursued in the next five years to achieve our goal. The Ministry remains focus, reliable, effective and efficient in pursuit of National development goals within the context of Vision 2020, and will enhance its capacity to execute its mandate.

The MTP is therefore designed to complement National efforts in maintaining macroeconomic stability and to improve the capacity and competitiveness of the economy to produce goods and services for enhanced growth, employment and poverty reduction. My Ministry, through the MTP, DTIS and the National Export Strategy, will develop Tier 2 projects for funding from the Aid for Trade initiative as well as from Enhanced Integrated Framework (EIF) Trust Fund resources. Government will also continue to strongly collaborate with both bilateral and multilateral development partners, to mobilize resources to support the implementation of the MTP.

Finally, in order to ensure effective coordination, the Ministry will establish a functional MTP Coordinating Committee to oversee the implementation and monitoring. The second cycle of MTP is different from the previous one as this focus more on result in response to national development priorities of increase growth, employment and poverty reduction. MTP is therefore my ministry’s strategic contribution to achieving the objectives of both Visions 2016 and 2020.

I take this opportunity to thank the Head of State, His Excellency Sheikh Professor Alhaji Dr. Yahya A. J. J. Jammeh for his clear and shared vision which enables us to formulate plans and strategies geared towards realizing this vision. I also extend my thanks and gratitude to all institutions and individuals who supported the preparation of this Medium Term Plan and look forward to continue collaboration with all stakeholders and development partners for its full implementation.

Hon. AbdoulieJobeMinister of Trade, Industry, RegionalIntegration and Employment

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FOREWORD

The Medium Term Plan (MTP) is a comprehensive strategic framework designed for the implementation of the Ministry’s policies and strategies including the action matrix of the Diagnostic Trade Integration Study (DTIS) to ensure that activities are consistent with the overall national development objectives. The MTP is aimed at strengthening the Country’s productive and trade capacities, including reforms that are essential to improving the business environment and to enhance the country’s competitiveness. It would also serve as a strategic plan through which Aid for Trade funding for Trade Related Technical Assistance could be accessed.

The implementation period of the MTP is five years (2016-2020) and the plan outlines the key prorityprogrammes and projects for the facilitation of growth, employment and poverty reduction through the promotion of trade and industrial development. This would serve as a vehicle to create employment and wealth as a means of reducing poverty. The MTP also shows key priority areas to build on the gains already achieved in Poverty Reduction Strategy Paper II (PRSP II), Millennium Development Goals (MDGs), and also aims at implementing the trade-related activities in the Programme for Accelerated Growth and Employment (PAGE) towards the attainment of Vision 2020. The Strategic Plan provides a clear direction for staff, sectors and collaborating partners to focus their efforts during the coming five years. It also provides information and guide MOTIE in responding to its mandate as entrusted by the Government of The Gambia.

The MTP is also considered as part of fulfillment of requirement to access Aid for Trade resources under the Enhanced Integrated Framework. The fundamental importance of the MTP is that it focuses on achieving desired results which makes it consistent with the principles of aid effectiveness. As a strategic plan, it could also serve as a useful reference for resource mobilization.

The MTP will be implemented on the basis of yearly work plans and budgets. The annual plans will provide operational direction and guide the performance of the staff members of the Ministry. The increasing effectiveness of individual performance will support the effective and efficient implementation of the Strategic Plan at all levels, particularly at sector levels, where MOTIE interfaces directly with other Government Ministries and Departments.

MrsNaffie BarryPermanent Secretary, MOTIE

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TABLE OF CONTENTPREFACE...............................................................................................................................................................2

FORWARD................................................................................................................Error! Bookmark not defined.

LIST OF ACRONYMS............................................................................................................................................7

1.0 INTRODUCTION.............................................................................................................................................9

2.0 GENERAL OVERVIEW OF THE ECONOMY............................................................................................11

3.0 OVERVIEW OF MOTIE................................................................................................................................12

3,1 Legal mandate...........................................................................Error! Bookmark not defined.

3.2 Vision.................................................................................................................................12

3.3 Mission...............................................................................................................................13

3.4 Strategic Objectives of MOTIE:........................................................................................13

3.5 Organogram of MOTIE............................................................Error! Bookmark not defined.

3.6 Administrative structure of MOTIE.........................................Error! Bookmark not defined.Office of the Minister................................................................................................................................15Administration and Support Services.....................................................................................................15

3.7 Technical Directorates.......................................................................................................16Directorate of Trade.................................................................................................................................16Directorate of Investment and Industry..................................................................................................16Employment Unit......................................................................................................................................16Planning and Statistics Unit.....................................................................................................................17

3.8 Departments and Agencies under MOTIE........................................................................17Department of Labour..............................................................................................................................17Weights and Measures Bureau................................................................................................................17The Gambia Competition and Consumer Protection Commission.......................................................18Gambia Investment and Export Promotion Agency..............................................................................18The Gambia Standard Bureau.................................................................................................................18

4.0 SITUATIONAL ANALYSIS OF MOTIE......................................................................................................20

4.1 Situation Analysis Framework...........................................................................................20

4.2 SWOT Analysis..................................................................................................................20

4.3 Stakeholder Analysis..........................................................................................................22

5.0 OVERVIEW OF THE BUSINESS ENVIRONMENT..................................................................................24

5.1 Competitiveness.................................................................................................................25

5.2 Investment Climate and Doing Business............................................................................27Energy.......................................................................................................................................................29Tax System................................................................................................................................................30Access to Finance......................................................................................................................................31Access to Land..........................................................................................................................................31

5.3 Trade Facilitation..............................................................................................................31

5.4 Increased Productivity in Key Sectors for Trade...............................................................32

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5.4.1 Agriculture.......................................................................................................................................325.4.2 Fisheries and Aquaculture..............................................................................................................355.4.3 Manufacturing Sector......................................................................................................................36

5.5 Trade in Services Priority Sectors.....................................................................................365.5.1 Tourism............................................................................................................................................375.5.2 Telecommunications........................................................................................................................375.5.3 Transport Services...........................................................................................................................375.5.4 Entertainment Services (Performance Arts)..................................................................................38

5.6. Statistical Development.....................................................................................................39

5.7 Policy Coordination for Trade and Industrial Development.............................................39

6.0 STRATEGIC DIRECTION OF THE MTP...................................................................................................41

6.1 National Trade Related Strategic Frameworks.................................................................42

6.1 National Trade Related Strategic Frameworks.................................................................42

6.1 National Trade Related Strategic Frameworks.................................................................426.1.1 Vision 2020.......................................................................................................................................426.1.2 Programme for Accelerated Growth and Employment................................................................426.1.3 National Export Strategy.................................................................................................................43

6.2 MOTIE Policies.................................................................................................................436.2.1 National Trade Policy......................................................................................................................436.2.2 Industrial Policy...............................................................................................................................446.2.3 Investment Policy.............................................................................................................................466.2.4 National Micro, Small and Medium Enterprise Policy.................................................................466.2.5 National Quality Policy....................................................................................................................486.2.6 National Employment Policy...........................................................................................................49

6.3 Regional Integration programmes.....................................................................................50

7.0 STRATEGIC PROGRAMMES FOR THE MTP..........................................................................................51

7.1 Objectives of the Medium Term Plan................................................................................52

7.2 Programmes of the Medium Term Plan............................................................................52Programme 1: Administration, Human Resource Development...........................................................52

Sub-Programe 1.1: Administrative and Institutional Reform..........................................................53Sub-Programe 1.2: Capacity Building................................................................................................53

Programme 2: Domestic and International Trade development...........................................................53Sub-Programmes: 2.1: Trade Facilitation..........................................................................................53Sub-Programmes: 2.2: Trade Cooperation and Promotion..............................................................54Sub-Programmes2.3: Standards and Quality Development..............................................................54Sub-Programmes2.4: Competition and Consumer Welfare..............................................................55

Programme 3: Industrial and Enterprise Development.........................................................................55Sub-programme 3.1: MSME Development........................................................................................56Sub-programme 3.2: Investment Promotion......................................................................................563.3: Industrial Development....................................................................Error! Bookmark not defined.

Programme 4: Employment Promotion..................................................................................................57Sub-Programmes 4.1: Employment Creation and Skills Development............................................58Sub-programme 4.2: Promotion of Labour Intensive Technologies.................................................58

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Sub-programme 4.3: Decent Work Country Programme.................................................................59Programme 5: Statistics Development...................................................................................................59

7.3 Financing the MTP............................................................................................................60

7.4 Implementation of the MTP...............................................................................................60

ANNEX 1- THE LOGICAL FRAMEWORK.......................................................................................................62

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LIST OF ACRONYMS AND ABBREVIATIONS

ACP - African and Caribbean Countries AfDB - African Development BankAfT - Aid for TradeBIA - Banjul International AirportBDS - Business Development Services CET - Common External TariffCIF - Cost, Insurance & FreightDAH - Department of Animal Health DFID - Department for International Development (U.K.)DOF - Department of FisheriesDP - Development Partners DTIS - Diagnostic Trade Integration StudyDWCP - Decent Work Country ProgrammeEC/EU - European Commission/ European UnionECOWAS - Economic Community of West Africa StatesEIF - Enhanced Integrated FrameworkEIF TF - Enhanced Integrated Framework Trust FundEPA - Economic Partnership Agreement ETLS - ECOWAS Trade Liberalisation SchemeFAO - Food and Agriculture OrganisationFDI - Foreign Direct InvestmentsFOB - Free on BoardGAMWORKS - Gambian Agency for the Management of Public WorksGATS - General Agreement in Trade and Services GAMTEL - Gambia Telecommunication Company GBOS - Gambia Bureau of StatisticsGCAA - Gambia Civil Aviation AuthorityGCCI - Gambia Chamber of Commerce and IndustryGCCPC - Gambia Competition and Consumer Protection CommissionGDP - Gross Domestic ProductGGC - Gambia Groundnut CorporationGFSQA - Gambia Food Safety and Quality Authority GHE - Gambia Horticultural EnterprisesGIEPA - Gambia Investment and Export Promotion Agency GIPFZA - Gambia Investment Promotion & Free Zone AgencyGMA - Gambia Maritime AuthorityGPA - Gambia Ports AuthorityGRA - Gambia Revenue AuthorityGTA - Gambia Tourism AuthorityGTB - Gambia Tourism BoardISRT - Inter-state Road Transit LDC - Least Developed CountriesMDA - Ministries, Departments and AgenciesMOA - Ministry of AgricultureMOFEA - Ministry of Finance and Economic AffairsMOHSW - Ministry of Health and Social WelfareMOTIE - Ministry of Trade, Industry, Regional Integration and Employment MOWCI - Ministry of Works, Construction and Infrastructure

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MSMEs - Micro, Small and Medium Size EnterprisesMTP - Medium Term PlanNARI - National Agricultural Research InstituteNAWFA - National Women Farmers’ AssociationNCFA - National Cashew Farmers’ AssociationNES - National Export StrategyNGO - Non-Governmental OrganizationNIP - National Industrial PolicyNIU - National Implementation Unit NTP - National Trade Policy PAGE - Programme for Accelerated Growth and Employment PPP - Public Private PartnershipPPU - Plant Protection UnitPRSP - Poverty Reduction Strategy PaperSICs - Special Investment Certificates SPS - Sanitary and Phyto-sanitary TGSB - The Gambia Standards BureauWAEMU - West Africa Economic and Monetary UnionWEF - World Economic Forum

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1.0 INTRODUCTION

During the implementation of EIF Tier 1, efforts have been made to develop tools to mobilize Aid for Trade funding and to achieve one of the EIF’s drives in mainstreaming trade in national development strategies. In this regard, a Medium Term Plan (MTP) was developed in 2013 aimed at strengthening the Country’s productive capacities including reforms that are essential to improving the business environment and to enhance the country’s competitiveness. This was built in line with the requirements of the Enhanced Integrated Framework (EIF) to serve as a strategic plan through which Aid for Trade funding for Trade Related Technical Assistance could be accessed. The MTP is a comprehensive strategic framework designed for the implementation of the Ministry’s policies and strategies for the facilitation of growth and poverty reduction through the promotion of trade and industrial development in line with the objectives of the Government Medium Term Plan. It is therefore structured to also be the Ministry’s framework for the implementation of Medium Term Expenditure Framework (MTEF) which is being introduced by the Ministry of Finance and Economic Affairs (MOFEA). The implementation period of the MTP is therefore planned for five years (2016-2020).

The MTP was developed recognizing prioritize actions identified in the Action Matrix of the updated Diagnostic Trade Integration Studies (DTIS) as key trade-enabling building block needed to promote economic growth and sustainable development. The DTIS as a common platform for government, civil society, private sector and development partners to own trade and development, took the lead in addressing supply constraints to competitiveness, supply chain weaknesses and sectors of greater growth and export potential of the country. In this regard it has served as bedrock for accessing funding for two Tier 2 projects, Sector Competitiveness and Export Diversification and the Trade Facilitation Project for air cargo complex.

In view of changes in the country’s development agenda, the development of the PAGE, National Export Strategy and the setting up of new trade related institutions, the DTIS has been updated to take these into consideration. Since the MTP 2013-2016 was predicated on the DTIS, it follows that it is updated also to ensure alignment and harmonization of strategies and activities for better mainstreaming trade in National Development Strategy as well as mobilization of Aid for Trade resources. At the same time, the MTP update coincides with the development of a new programme framework for the second phase of the EIF which defines “New Issues” with expressed need to bring on board Value chain and regional dimension as well as the implementation of programme budgeting through the MTEF by MOFEA. As the aim of the Ministry is to select strategic projects from the MTP to clearly leverage Aid for Trade resources, the MTP update also take into consideration these “New Issues”. It is however important to note that the updated MTP will be used as a planning tool to access Aid for Trade resources. Therefore, it is important that it is also an integral part of the EIF process.

The MTP 2013-2016 had gone a long way to achieve greater harmonisation with the National Trade Policy. Despite the need for its update, it did not deviate from the Trade Policy and it will continue to serve as a planning tool for implementation of trade and industrial development agenda and mobilization of Aid for Trade resources. The MTP took note of the importance of policy, programmes and aid coordination within the Ministry as well as other Government institutions. As institutions within the Ministry have their respective

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programmes, it is extremely important that that these programmes are align and harmonize with the Ministry’s Trade Policy and strategy so as to encourage better coordination. There are good programmes of institutions within the Ministry, but they are being implemented independent of the main policy that drives the Trade and development agenda of the Ministry. At this juncture, it is recognized that all policies, programmes, acts and regulations if anchored on the Ministry’s overall policy, the Country will be steered in a well-structured trade and industrial development. In a similar vein, the MTP will recognize inter-ministerial coordination for trade policy making with other Government Ministries and Departments. In light of the foregoing, the MTP will be updated for the period 2016-2018.

The update will be divided into seven chapters. Chapterone provides the introduction whilst chapterstwo and three look at the overview of the economy and the Ministry of Trade, Industry, Regional Integration and Employment. Chapter four provides situational analysis, SWOT and stakeholder analysis.Chapter five deals with overview of the business environment where competitiveness, business environment, trade facilitation, productive sectors and policy coordination for trade and industrial development have been raised. Chapter six touches on the different policies of the Ministry, and chapter seven outlines the MTP and its strategies.

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2.0 GENERAL OVERVIEW OF THE ECONOMY

The Gambian economy has been generally stable andeconomic growth has been robust over the last five years until recently when economic growth contracted from 4.3% in 2013 to an estimated -0.7% in 2014.Following the 2011 drought-induced contraction of the Gambia’s gross domestic product (GDP), the country’s economy recovered moderately in 2012 and in 2013. GDP growth in 2014 is estimated to have contracted to about -0.7%, compared to earlier estimated GDP growth of 2 to 5%. The principal factors behind the poor growth outturn are the decline in tourism earnings and reduced agricultural outputs due to delayed rains in 2014. The Ebola epidemic in the sub-region has had an adverse effect on tourism and related sectors, with hotel cancellation rates reaching 60% for the 2014/15 winter season. Delayed and erratic rainfall in 2014 has led to a significant decline in crop production.

In terms of sectoral contributions to GDP, the Services sector continues to be the largest contributor to economic activity which accounts 61 percent of GDP in 2014. The wholesale and retail trade sector grew by 3 percent in 2014 compared to 2013. The decline in agricultural growth from 21 percent to 19 percent in 2014 and the downturns in tourism, due to Ebola outbreak in the region contributed to the decline in the GDP. However, the performances in industry sector including construction, energy, mining and quarrying havereduced the effect of decline in growth for agriculture and tourism.

The Private   sector   development   remains   the   policy   objective   of Government. However, the private investment from domestic source declined due to high domestic borrowing. The investment as percentage of GDP accounts for 21 percent of the in 2014 compared to 18 percent in 2013. The domestic credit to private sector as percentage of GDP accounts to 15 percent in 2013 compared to 16 percent in 2012. This was caused by high cost of borrowing which was pegged at 22%.

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3.0 OVERVIEW OF MOTIE

In pursuance of the objectives of the Programme for Accelerated Growth and Employment (PAGE) and the Country’s overall development strategy as enshrined in Vision 2020, the Ministry of Trade, Industry, Regional Integration and Employment (MOTIE) continue to formulate and implement and as well as support policy measures that facilitate the creation of an efficient and effective environment for private sector-led development. Promote the development of domestic trade, enhanced the productive capacity development as well as ensure the creation of a sustained competitive business environment.

3.1Mandate of MOTIE

The Ministry of Trade, Industry, Regional Integration and Employment (MOTIE) is mandated to formulate and implement trade, investment and industrial policies that promote investment in the productive sector for increased production and export, thus promotestrade as an engine of growth. It also formulates and implements employment, competition and labour matters, promulgates national standards and takes a lead role in trade negotiations in collaboration with other stakeholders for enhance competitiveness. The following are the specific terms of reference for the Ministry.

Provide advice on policy formulation in the areas of trade, industry, regional integration and employment;

Ensure policies are documented and communicated to executing agencies Ensure that agencies carry out policy decisions; Formulate and implement national trade policies to ensure the maintenance of

liberalized trade policy regime; Formulate and implement national industrial policies to facilitate the orderly socio-

economic transformation and modernization process; Formulate and implement national employment policies to ensure the building,

strengthening and effective utilization of human resources; Formulate and implement national policies for micro, small and medium enterprises

to facilitate their developments; Promote investment, exports and the development of enterprises; Provide general management services that ensure the effective functioning of the

policies for private sector development.

In addition MOTIE is mandated to coordinate regional integration issues as well as multilateral organizations such as World Trade Organization (WTO), United Nations Conference on Trade and Development (UNCTAD), the African Union (AU), International Trade Centre (ITC), International LabourOrganisation (ILO) and other trade related multinational organizations in collaboration with other sectors in the implementation of regional integration and multilateral programmes.

3.2 Vision

To be a dynamic trading and industrial, globally competitive economy, characterized by inclusive growth and development, decent employment and equity, built on the full potential of all citizens.

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3.3 Mission

MOTIE’s mission is to promote trade, industrial development, regional integration and employment in a conducive and competitive business and investment environment by:

Providing a predictable, competitive, equitable and socially responsible environment conducive to investment, trade and enterprise development.

Promote structural transformation, towards a dynamic industrial and globally competitive economy;

Continually improve the skills and capabilities of MOTIE to effectively deliver on its mandate and respond to the needs of The Gambian economy.

Promoting a well-educated, trained, skilled versatile, self-reliant and enterprising labour force that will continually meet the needs of the nation;

Strengthening bilateral, regional and multilateral trade corporation to enhance the benefit from trade.

3.4 Strategic Objectives of MOTIE:

Facilitate transformation of the economy through promotion of industrial development, trade, investment, competitiveness and employment creation;

Build mutually beneficial regional and global relations to advance The Gambia’s trade, industrial policy and economic development objectives;

Facilitate broad-based economic participation through targeted interventions to achieve more inclusive growth;

Create a fair regulatory environment that enables investment, trade and enterprise development in an equitable and socially responsible manner; and

Promoting the coordinated and accelerated implementation of the government’s economic vision and priorities;

Promoting direct investment and growth in the industrial and services economy, with particular focus on employment creation;

Pursuing an employment-led economic growth strategy that will appropriately link agriculture to industry, particularly manufacturingas well as the service sector such as tourism.

3.5 Organogram of MOTIE

13Honorable Minister

3.6 Administrative Structure of MOTIE

Office of the Minister: The Honorable Minister is responsible for the policy direction of the Ministry and is assisted by the Permanent Secretary who serves as the administrative and technical head of the Ministry.

Administration and Support Services: This office ensures that appropriate financial, material and human resources are available for the daily operations of MOTIE. It comprises: The Permanent Secretary, three Deputy Permanent Secretaries, administrative, account and support staff.3.7 Technical Directorates

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Prin. Priv. Sec. 1

Permanent Secretary

Priv. Sec. 1

DPS(Trade &

R/Integration)

DPS(Administration &

Planning)

GIEPA TGBS

GCCPC

Projects

Directorate of Industry

Directorate of Employment

Administration & Finance

Directorate of Trade

Planning & Stat Unit

Directorate of Reg. Integration

The Gambia Legal Metrology Bureau

DPS(Industry &

Employment)

Labour Department

MOTIE, as part of its structural transformation to ensure the effective implementation of its mandate, will strengthen the staff capacities of the Directorates of Trade and Industryby creating the position of Deputy Directors and strengthen staff other technical cadres. The Ministry will also upgrade the Employment Unit to a directorateand create a Planning and Statistics Unit and Regional Integration Unit.

Directorate of Trade- This Directorate is responsible for policy formulation, planning and implementation of the trade sector. It carries out these functions in close collaboration with other stakeholders as trade is a crosscutting issue. The Directorate takes the lead role in trade negotiations. It advises government on matters relating to domestic and foreign trade, conducts studies on export potentials, formulate trade policies and provide statistical trade data.The Directorate is also responsible for all bilateral and multilateral trade issues, and also coordinate ECOWAS matters in the country. Currently the Directorate is headed by a Director and assisted by a principal economist, three senior economists, three economists, two senior statistical clerks. MOTIE will create a position for the Deputy Director of Trade and one additional principal economist.

Directorate of Investment and Industry- This Directorate is responsible for matters relating to investment and industrial development. The Directorate of investment and industry is mandated to formulate and implement comprehensive industrial, investment and micro, small and medium enterprise policies to facilitate the country’s industrialization process. It works closely with the productive sectors to identify new industrial opportunities in such sectors. It advises government on industrial policy matters including, among others, appropriate incentives to encourage private sector participation in industrial activities. It monitors and assesses industrial performance of the economy and advises government on appropriate policy actions to address challenges. The Directorate also undertakes sectoral reviews not only to identify industrial opportunities but also to recommend policy and regulatory changes where such sectoral policies and regulations impact negatively on the industrial development agenda of the country. As industrial activities are mainly private sector matters, the Directorate advises government on programmes and projects that would enhance the capacity of the private sector to undertake industrial activities on more competitive bases. It also recommends institutional setting for efficient and effective policy implementation as well as increase participation of the private sector in the economy. The Directorate represents the Ministry in technical meetings relating to industrial development issues both within and outside the country. Currently, the Directorate is headed by a Director and assisted by a principal economist, two senior economists and two economists. MOTIE will create a position for the Deputy Director of Industryand additional positions for one principal economist,one senior economist and one economist.

Employment Unit- This Unit is responsible for issues relating to employment mainstreaming in national development programmes to ensure that such programmes lead to employment generation. The unit is also responsible for formulation, implementation and coordination of employment policy. It advises government on labour policy issues, and promotes programmes that are trying to address unemployment. In close collaboration with LabourDepartment, the Unit ensures that the employers and employees better understand their respective rights and obligations as enshrined in the Labour Act of 2007. It analyses trends in the labour market and advises government appropriately, and also ensures that national planning frameworks articulate employment issues adequately. The Unit also represents the MOTIE in technical meetings relating to employment and labour both within and outside the country. The Unit consists of a principal Labor economist, senior labour

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economist and a labour economist. The Unit will be upgraded to a directorate with additional positions of assistance directorate, one senior Labour economist and one labour economist.

Regional Integration Unit – This Unit is responsible for all issues relating to Regional Integration matters of the Ministry. The Unit monitors the regional integration programmes at ECOWAS, AU and OIC levels. In close collaboration with the relevant sectors, it coordinates the implementations and reporting of the ECOWAS, AU and OIC regional programmes. The Unit is also responsible for coordination of national preparatory works on negotiations of regional integration programmes to ensure that national interests are adequately taken into account during the preparation and implementation of such programmes. The Unit consists of a principal economist, a senior economist and an economist. In order to ensure effective coordination of the regional integration programmes, this Unit will eventually be upgraded into a Directorate with a Director, one Principal Economist, a Senior Economist and two Economists.

Planning and Statistics Unit- MOTIE will also create a Planning and Statistics Unit to ensure effective planning and monitoring of activities and programmes as the MTP is implemented. The unit will be working with all the technical directorates and units in preparation of their annual work plans and thereafter monitor their implementation. The unit will be reviewing the level of implementation of the work plans and provide report to the management in terms of result. The Unit will also be responsible for the collection and generation of trade, industry and labour statistics for policy decision making for government as well as for private sector consumption. The Planning and Statistics Unit will be headed by a Principal Planner to be assisted by one senior Planner, one planner, one Statistician, one senior Statistical clerk and two Statistical Clerks.

3.8 Departments and Agencies under MOTIE

There are a number of departments and agencies operating under the Ministry and they are mainly responsible for implementing the Ministry’s policies and programmes. Currently, there are two Technical Departments under the Ministry and they are the Departments of Labour, and Weights and Measures Bureau. The Ministry also has three statutory agencies namely-the Gambia Competition Commission, the Gambia Investment and Export Promotion Agency, and the Gambia Standards Bureau. These agencies have operational autonomy from the Ministry and they are administered by Boards of Directors appointed by the President upon the recommendation of the Minister of MOTIE.

Department of Labour: This Department is responsible for the administration and implementation of the Labour Act 2007 Injury compensation Act and Factory Act. It advises employers and employees of their rights and obligations as per the Labour Act. It carries out the labour inspection of commercial establishments as a means of ensuring compliance with the provisions of the labour Act. The Department is also involved in mediating labour disputes, administering compensation in case of injury as well as death during active service. As a technical department, it advises the Minister of MOTIE on matters relating to labour. The Department is headed by a Commissioner and assist by number of professionals.

Weights and Measures Bureau- The mandate of this Bureau is to ensure that there is a level playing field in trade transactions that involve metrology application and that the consumer gets his/her money’s worth of goods and services he/she purchased. The Bureau administers the implementation of the Weights and Measures Act of 1977. MOTIE is currently

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formulating the Gambia Legal Metrology Bill to replace the Weights and Measures Act of 1977. The Bill is designed to strengthen the regulation of weights and measures in trade and will extend the mandate of the Gambia Legal Metrology Bureau to regulate measurement devices used in health and safety, law enforcement and environmental management.The Bureau is headed by a Controller and assisted by a team of technical staff. For the effective implementation of The Gambia Legal Metrology Bill, MOTIE will expand the mandate of the Gambia Standards Bureau to include the functions of the Weights and Measures Bureau.

The Gambia Competition and Consumer Protection Commission- The Gambia Competition and Consumer Protection Commission was established in 2008 and mandated to enforce the Competition Act 2007 and administer the Consumer Protection Act 2014, which together aim to promote and enforce fair competition in the Gambian economy, and protect the welfare of consumers of goods and services.

The Commission is mandated by the Competition Act 2007 to promote competition in the supply of goods and services by prohibiting collusive agreements and bid rigging, investigating and controlling other types of restrictive agreements, monopoly and merger situations, and promoting understanding of the benefits of competition and related matters. The Consumer Protection Act 2014 mandates it to protect consumers from unfair and misleading conduct, establishment of Consumer Tribunals and to deal with consumer complaints and connected matters.The Commission is composed of five Commissioners and a Secretariat, headed by an Executive Secretary.

Gambia Investment and Export Promotion Agency (GIEPA) - The Gambia Investment and Export Promotion Agency (GIEPA) is responsible for the implementation of GIEPA Act of 2010 which has been revised, adopted by the National Assembly and assented consented to by the President in 2015. The Agency is responsible for the administration of investment and export promotion incentive schemes for both prospective and existing investors as outlined in the Act. The Agency is responsible for all matters relating to investment promotion and facilitation, export promotion and enterprise development support with focus on micro, small and medium enterprises in the Gambia. The Agency is headed by a Chief Executive Officer who is assisted by four departmental directors.

Some of the key functions of GIEPA are:

To promote and facilitate both foreign and domestic direct investments in the priority sectors of the economy with the objective of promoting economic growth and poverty reduction.

To promote export of products from traditional and non-traditional sectors of the economy with the objective of broadening and increasing export earnings to address trade imbalances.

To promote and facilitate the sustainable development of micro, small and medium enterprises with the objective of generating employment and poverty reduction.

To create a strong innovation culture central to accelerating the impetus towards robust global competitiveness.

To advocate for an improved business environment through relevant policy and regulatory reforms.

The Gambia Standards Bureau (TGSB) – The Government of The Gambia, with the support of the Commonwealth Secretariat and the West Africa Quality Programme,

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established The Gambia Standards Bureau in 2010 to implement the Gambia Standards Bureau Act of 2010. The objective of the Bureau is to standardize methods, processes and products produced and consumed in The Gambia. The Bureau is responsible for Scientific and Industrial Metrology and has established a National Metrology Laboratory wherein the national primary measurement standards are kept and maintained. Among the pillars of the National Quality Infrastructure, the mandate of the Bureau covers Standardization, Metrology and Conformity Assessment. In addition, the Bureau hosts the WTO-TBT Enquiry Point.

The main objectives of the Bureau are to:

Establish and promulgate standards for imports, exports and locally produced goods; Promote Standardization, Conformity assessment and Metrology in industry and

trade; Promote industrial efficiency and development; Promote standards in public and industrial welfare, including health and safety.

The Gambia Standards Bureau will help in building industrial and trade capacities in The Gambia by providing an essential framework for industry to maintain domestic and foreign confidence in goods and services produced to improve market access and thus facilitate the Gambia’s integration into the global economy. The Gambia Standards Bureau is headed by a Director General who reports to the Board of Directors as the governing body responsible for its policy direction.

MOTIE executes its mandate through these various directorates, departments and agencies, and therefore the success of the MTP would depend, to a greater extend, on the efficient functioning of these structures. . It is for this reason that collaboration among these structures in the implementation of the MTP must be strengthened.The requisite capacities that are required for the efficient functioning of these institutions are critical for the attainment of the objectives of the MTP.

4.0 SITUATIONAL ANALYSIS OF MOTIE

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The effective implementation of the MTP requires MOTIE to have the necessary capacity to take the lead in engaging the various stakeholders in the implementation of the MTP strategies. This informed the need to conduct a situational analysis that reviews the preparedness of the institutional framework to pursue the objectives and the main elements required to implement strategies of the MTP.

4.1 Situation Analysis Framework

The table below sets the framework for making a situational analysis of MOTIE. This is an imperative benchmark for the articulation of an MTP and its subsequent implementation. It is therefore indispensable for monitoring progress, potential pitfalls in implementation and mitigating actions in order to improve the success rate of the MTP.

Table 1: Framework for situational analysis of MOTIE

Medium-Term Plan

InternalAnalysis

External Analysis

Internal Stakeholders

External Stakeholders

Priorities of PAGE

(2012-2015)

- Leadership Strategy,

- Organizational Structure,

- Human and other Resources,

- Operational Systems

- Political- economic- Social- Cultural- Technological- Legal

- MOTIE Employees,

- Internal Directorates and units,MOTIE agencies and departments

- Development Partners,

- Other Ministries and Agencies,

- Media, - Public,- Private

Sector,- Suppliers

SWOT and stakeholders analysis are used to carry out a situational analysis for MOTIE and for the implementation of the MTP.

4.2 SWOT Analysis

An analysis of Strengths, Weakness, Opportunities and Threats is the approach used to analyze and determine the Ministry’s internal and external operational situations.

Good performance within an organisation is the result of correct interaction of the organisation’s management with its internal and external environment. The recognition of internal strengths and weakness, as well as external opportunities and threats, takes on the basis of a SWOT – analysis. However, despite their importance, many organisations or institutions have only vague ideas of their competitive strengths and weakness, opportunities and threats.

Every institution is confronted with a variety of internal and external forces which, on the one hand can comprise potential stimulants, or on the other hand can compromise potential limitations as regards the performances of the organisations or the objectives the institutions wishes to achieve.

As a first step in the development of the Medium Term Plan for the Ministry, the Ministry should therefore commence with the identification and evaluation of the strategic factors

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which assist or hinder the Ministry in reaching its full potential. Every institution including the Ministry is confronted with a dynamic environment, consequently the strategic plan would keep changing as would be determine by the both internal and external factors.

The external environment consists of variables existing outside the Ministry, which in the short-term are not under the control of the Ministry. These variables form the context in which the institution exist and functions. The external environment can be further subdivided into a direct environment and indirect environment.

The direct environment includes those elements or groups which are directly influenced by the actions of the Ministry. Examples of these are the government, the suppliers, local authorities and the employee’s organisations. The indirect environment includes more general forces which primarily have an influence on the long-term decisions of the institutions. These are the economic, cultural, Social, Legal, technological, and political.

The internal environment of the Ministry consists of variables within the organisation itself, of which the management does not have an influence in the short term. These variables include the institutions structure, the culture, and the resources of the institution.

Therefore the formulation of the mid-term plan for the Ministry as a strategy is a process for the development of long term plans, to effectively respond to environmental opportunities and threats in the light of the strengths and weakness of the institution. Points of departure here are the objectives of Ministry’s Management, which determine the long-term objectives to be achieved.

Strengths

The following are the key strengths of the Ministry:

Existence of PAGE, National Trade Policy, DTIS Action Matrix, , National Employment Policy and Action Plan, Entrepreneurial Strategy, MSME Policy, Cluster Strategy, National Export Strategy, Decent Work Country Programme and other policies ;

Existence of trade related Acts e.g. Weight and Measures Act, Gambia Standards Bureau Act, Gambia Competition Act, Labour Act,2007, GIEPA Act;

Existence of well-functioning directorates for trade, industry, employment; Existence of Departments, Agencies and Projects Participation in ECOWAS Programmes (most of the ECOWAS protocols are

ratified); Improved Public Sector Reform Initiatives (PMO); Efficient consultative frameworks with national stakeholders.

Weaknesses:

The Ministry has the following weaknesses;

Inadequate macroeconomic analysis capacity; Inadequate monitoring and evaluation capacity at the national level; Inadequate middle level technical staff (in terms of quantity and specific/specialized

training needs);

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Weak IT infrastructure (in terms of connectivity and software) Inadequate staff capacity Slow rate of implementation of decisions Limited budget for programme implementation

Opportunities

The Ministry has the following opportunities: Budgetary resources are available for recurrent spending; Opportunities for investments and wealth creation through the Ministry and GIEPA;

and, Technical and financial support from development partners through the EIF and Aid-

for-trade (bilateral, regional and multilateral) There is Public Private Partnership Policy

Threats

The Ministry faces the following threats: Overlapping and conflicting mandates among Government ministries; Low funding of projects; Inadequate recurrent and development budget allocation for Ministry; Frequent changes in top management; Limited human capacity.

MOTIE, through the MTP, seeks to make use of the most of the strengths and opportunities while minimizing the weaknesses and eliminating or reducing the threats.

4.3 Stakeholder Analysis

The stakeholder Analysis is a methodology used to facilitate institutional and policy reform processes by accounting for and often incorporating the needs of those who have a stake or an interest in the reform under consideration. The successful implementation of the MTP will eventually depend on the support and coordination among all stakeholders. With information on stakeholders, their interest, and their capacity to oppose reform, reform advocates can choose how to best accommodate them, thus assuring policies adopted are politically realistic and sustainable. Stakeholders can be of any form, size and capacity. They can be individuals, organizations or unorganized groups.

The stakeholders’ attributes are important for the successful implementation of the Mid-Term Plan. Those attributes of stakeholders include:

The stakeholders’ position on the reform issue, The level of influence (power) they hold, The level of interest they have in the specific reform, and The groups / coalition to which they belong or can reasonably be associated with.

The level of influence depends on the quantity and type of resources and power the stakeholder can marshal to promote its position on the reform. The level of interest or salience is the priority and importance the stakeholder attaches to the reform area. Broadly, these attributes signal the capability the stakeholder has to block or promote reform, join with others to form a coalition of support or opposition, and lead the direction / discussion of the

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reform. Thus stakeholders’ analysis provides a detailed understanding of the political, economic, and social impact of reform on interested groups.

The investment drive for the MTP would, for example, requires significant assistance from multilateral and bilateral partners. Implementation would depend on a buy in by other Ministries, Departments and Agencies (MDAs) at all levels of the government hierarchy and private participation would be indispensable. The details are presented below. Table 2: Stakeholders analysis

Stakeholders ExpectationsMOTIE Staff Members

- A supportive, favorable, consultative and conducive working environment to enhance productivity

- Facilities, equipment, training and competitive remuneration.- Incentives and rewards- Career development opportunities.- Teamwork at all levels.- Policy Direction- Stakeholders support and participation- Rationalization and restructuring- Capacity building

MDAs - Prompt services such as responses to enquiries on implementation of policies, regulations, procedures and programmes;

- Coordination of policy and programme formulation;- Collaboration of policy and programme formulation- Collaboration in project implementation.

MOFEA - Rationalized budgets for prioritized development programmes; - Well prepared project proposals;- Prudent utilization of allocated funds; - Timely returns and reports.

Private Sector - Information on investment opportunities;- Availability of counterpart technical expertise;- Consistent and predictable policies and guidelines;- Availability of human resources pool for skilled; - Availability of land for investors;- Rationalization of taxes - Competitive costs of doing business.

Development Partners

- Prudent and transparent use of resources;- Proper assessment of Programme / Project priorities to achieve

national objectives; - Collaboration in project formulation and implementation.

Media Fraternity

- Access to information - Collaboration in information dissemination

General public - Access to information

5.0 OVERVIEW OF THE BUSINESS ENVIRONMENT

The Government’s blueprint for socio-economic development as enshrined in the Vision

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2020 calls for a private sector-led growth path to the year 2020. This would require the private enterprises to be more involved in production, expansion, and diversification of their activities in order to respond to trade, investment and market opportunities. However, the sustainable development of private enterprises in The Gambia is constrained by a number of factors, including the following:

The general economic operating conditions in the domestic and international environment;

Lack of or inadequate trading and investment infrastructure; Limited skilled human resource Limited quality training institutions; Limited capital and high cost of borrowing from commercial banks. High cost of energy Inadequate infrastructural development Policy inconsistencies and reversals makes the business operating environment

unpredictable

Each of these constraints has the effect of limiting the possibility of entrepreneurs to effectively respond to market signals and thus constraint their ability to compete.

The Government has therefore renewed its focus on programmes that aim to improve and attract the development of the private sector to maximize economic growth and hence attain the objective of using trade as an engine of growth for poverty reduction. As part of this effort, Government conducted a Diagnostic Trade Integration Study (DTIS) in 2007 and identified the supply side constraints contributing to The Gambia’s inability to integrate into the global economy. Government has also formulated various policies and laws that have taken on board some recommendations of the DTIS to improve the business environment for private sector development. The National Trade and Investment Policies aim at improving the business environment to enhance trade and investment to leverage the growth potentials of the productive sectors for an export-led growth.

The key policies issues for improving the business environment that informed the articulation of the MTP are detailed in this section. The country’s professed export-led strategy is predicated upon competitiveness, an enabling environment for investment and doing business, domestic production for export from a diversified production base and market access.

5.1 Competitiveness

Competitiveness is a sine qua non for increasing a country’s market share in a globalized world and therefore a subject of much attention for an export-oriented growth strategy of development. Price effect based on unit cost cutting at the micro production level is one of the major drivers of competition in international trade. A more competitive economy is one that is likely to grow faster over the medium to long run. From the macroeconomic standpoint, competitiveness requires relatively higher productivity, openness and an appropriate level of the real effective exchange rate (REER).

The Gambia over the years have been growing and to some extent, been successful in attaining macroeconomic stability. However, as shown in the table below, the Gambia had registered 3.3% average GDP growth rate during the period between 2004 and 2008 slightly

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lower than the 3.6% average rate of West African Economic and Monetary Union (WAEMU) countries. On the other hand, despite the severity of recent global financial and debt crises which hit the developed world, The Gambia registered a moderate growth rate of 2.9% during the period between 2009 and 2011, higher than the 2.8% average rate of WAEMU. In addition, the country increased its average GDP growth rate from 2.9% to 3.4% during the periods 2009-11 and 2012-14, although, such increase was considerably below WAEMU’s average of 6.2% during the same period. Notwithstanding, indications from IMF GDP growth rate forecast for 2015-16 shows the potential for recovery and placed the country as becoming one of the most rapidly growing countries in the sub-region.

Table: Real GDP Growth Rates, 2012-14 and forecasts 2015-16 (%)2004-08 2009-11 2012-14 2014-15

Forecast2015-16 Forecast

The Gambia 3.3 2.9 3.4 2.5 6.9Senegal 4.5 2.8 3.8 4.6 4.9WAEMU 3.6 2.8 6.2 6.0 6.1

Source: Calculated from data on IMF Regional Economic Outlook (2015)

Furthermore, the Gambia’s domestic inflation rate on average has increased over the years. Measured by the consumer price index, during the period between 2011 and 2014, domestic prices rose by 5.5% which represents a slight increase from the 4.8% rate experienced between 2007 and 2011. Hence, the inflation rate in The Gambia was found to be significantly above the 1.3% experienced in Senegal and the WAEMU average of 1.6% between 2011 and 2014.

Figure: Exchange Rate Fluctuations of Gambia Dalasi against US Dollar, 2000 - 2012

Source: TheGlobalEconomy.com, the World Bank

Other positive development registered during the same period includes improvement in the competitiveness of the country’s export trade. The Gambia’s exports have been made more competitive by a depreciating exchange rate. The Gambian dalasi depreciated drastically against the US dollar, although more modestly. The exchange rate of dalasi in relationship to the dollar first went through a depreciation phase from 2000 and lasted until 2004, followed by an appreciation phase which lasted until 2008. However, effects of the recent global financial crises have resulted to increase in demand for foreign currency in the face of rising

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international commodity prices. This situation marked the beginning of a second depreciation phase for the dalasi which began in 2009 and lasted until 2012. The net effect of this depreciating exchange rate has resulted to making Gambian exports more competitive in the global market.

The Gambia’s rankings for the periods 2013-14 and 2014-15 were relatively better than some of its African neighbours as indicated by the World Economic Forum’s Competitiveness Index. During both periods (116 for 2013-2014 and 125 for the 2014-2015 report), the country was ranked among the five top competitive economies within the ECOWAS region with Ghana leading, followed by Senegal, Cape Verde and Cote d’ Ivoire. This is a reflection of the country’s increasing level of competitiveness when compared to other ECOWAS countries, though there remain other key challenges to be addressed.

However, it is important to note that the Gambia has been outcompeted by Senegal which emerged as the second most competitive economy within the sub-region during the same periods. This is mainly attributed to Gambia’s inability to retain the traditional role of an entrepot trading hub which have been diminishing as the Senegal continued with renewed efforts to enhance the competitiveness of their port facilities, engaged in further regional liberalization, and undertook autonomous, domestic reforms. Consequently, The Gambia has lost some of its competitiveness in the re-export trade to Senegal.

Other competiveness challenges for The Gambia include declining foreign direct investment which according to the World Bank Doing Business Report (2015), might be attributed to a relative drop in the country’s attractiveness vis à vis other African countries; existence of several “nuisance” taxes which impacts negatively on the cost of doing business; and the expensive, erratic and inconsistent supply of electricity to the productive sector of the economy.

Finally, in terms of openness, The Gambia remains one of the most open countries in West Africa. Notwithstanding, for the country to derive maximum benefits from integrating into the international trade system, government will progressively improve the Gambia’s regional and global competitiveness.

5.2 Investment Climate and Doing Business

One way of determining the success of a country’s integration processes into the global trading system is to measure the inflow of investment capital. During the past decade, The Gambia despite enjoying relative peace and socio-political tranquility characterized by peaceful co-existence among communities, macroeconomic stability, low crime rates, increasing skillful and potentially smart work force and maintaining the rule of law, has suffered from a relative decline in FDI inflows.

Data obtained from UNCTAD Statistics shows that foreign direct investment in The Gambia has been declining in recent years, which is partly attributed to a relative drop in the country’s attractiveness as a preferred destination for prospective investors vis à visother African countries. The data illustrated in the figure below suggests that The Gambia has lost ground when compared to its West African neighbours. In 2005, the Gambia’s FDI inflows amounted to $45 million (equivalent to 7.1% of GDP), similar to the capital going to Senegal. However, after that the rate of new investment grew especially in 2007 when the country registered its highest FDI inflow amounting to $76 million for the entire period between 1995

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and 2013. By 2009, inflows fell sharply from $70 million in 2008 to $40 million. Furthermore, by 2013, the Gambia’s flow of capital declined considerably to $25 million while within that same year, FDI inflows to Senegal were significantly increased from $276 million in 2012 to $298 million in 2013.

Figure: Inflows of Foreign Direct Investment to The Gambia, 1995-2013 (Millions of US$)

Source: Calculated from UNCTAD data

The 2015 Doing Business Report of The World Bank as shown below has ranked countries according to several specific factors affecting their attractiveness to trade and investment. Data in the table below offers some perspectives on The Gambia’s attractiveness as a destination for foreign investors, as measured by all respective indices.

Table: Rankings of The Gambia and other African Countries on the World Banks’ Doing Business Index, 2015

Country/ Economy

Overall Ranking

Starting a Business

Dealing with Construction Permits

Getting Electricity

Registering Property

Getting Credit

Protecting Minority Investors

Paying Taxes

Trading Across Borders

Enforcing Contracts

Resolving Insolvency

Mauritius 1 3 26 1 14 3 2 1 1 2 2South Africa 2 7 4 27 13 5 1 2 5 4 1

Rwanda 3 15 5 4 1 1 18 3 33 9 13Ghana 4 12 23 6 2 3 3 13 11 16 35Botswana 5 26 17 11 5 7 14 6 26 8 3Seychelles 6 18 7 16 9 40 3 4 2 18 4Namibia 7 28 1 5 41 7 8 10 17 7 7Swaziland 8 25 8 22 23 7 16 7 13 41 6Zambia 9 8 21 14 31 2 7 9 41 17 10Cape Verde 10 9 25 18 6 10 43 11 6 1 39Mozambique 11 13 16 29 15 18 11 19 14 38 16

Lesotho 12 14 36 13 10 32 14 17 22 20 22Tanzania 13 17 41 9 20 32 30 26 18 3 15Ethiopia 14 33 2 8 16 38 38 18 35 6 5Kenya 15 24 19 23 25 15 20 14 25 25 28Gambia, The 16 30 11 21 18 36 39 40 3 5 14

Sierra Leone 17 11 28 34 33 32 5 21 15 19 29

Gabon 18 22 14 15 45 10 31 29 16 33 24Mali 19 34 20 17 24 18 31 25 32 21 17Côte d'Ivoire 20 6 46 28 21 18 31 37 27 12 8

Togo 21 21 42 19 46 18 20 32 9 24 9

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Uganda 22 32 37 44 22 18 16 16 30 13 11Benin 23 16 9 35 36 15 28 38 12 39 18Burundi 24 1 30 42 4 40 11 20 36 35 30São Tomé and Príncipe

25 2 6 3 29 46 47 31 8 45 36

Cameroon 26 20 39 2 40 15 18 41 29 36 23Comoros 27 37 3 7 17 18 20 33 21 44 39Sudan 28 23 35 20 3 38 45 22 31 37 34Senegal 29 10 33 43 38 18 20 43 4 27 12Madagascar 30 5 45 47 32 44 8 5 7 28 26Malawi 31 29 12 41 8 32 27 15 37 32 37Equatorial Guinea 32 46 18 10 27 10 20 35 20 10 39

Burkina Faso 33 27 13 38 28 18 20 28 39 31 18

Niger 34 41 27 30 12 18 31 30 42 22 25Guinea 35 39 34 25 19 18 39 44 19 23 21Nigeria * 36 19 43 46 47 5 5 39 28 26 27Zimbabwe 37 43 44 24 11 10 8 23 43 34 31Liberia 38 4 31 31 43 36 46 8 23 42 38Mauritania 39 31 15 32 7 40 41 47 24 14 39Congo, Rep. 40 35 22 33 39 10 31 42 44 30 20

Guinea-Bissau 41 40 38 40 34 18 20 27 10 40 39

Angola 42 38 10 26 35 44 11 24 34 47 39Congo, Dem. Rep. 43 36 24 37 26 18 31 34 40 43 39

Chad 44 45 29 36 37 18 31 46 45 29 32South Sudan 45 42 40 39 44 40 44 12 47 15 39

Central African Republic

46 47 32 45 30 18 28 45 46 46 32

Eritrea 47 44 47 12 42 46 41 36 38 11 39

The above table is used for making comparisons between The Gambia and its African neighbors based on rankings of the 2015 WB Doing Business Index. By looking at The Gambia’s overall ranking on this index, it is evidently clear that significant improvements were recorded in enhancing conduciveness of the operating business environment. Overall continental rankings of African countries shows The Gambia holding 16th place out of 47 nations to have registered significant strides in improving the competitiveness of their business environments. In addition, regional rankings of ECOWAS countries also shows The Gambia holding 3rd place after Ghana and Cape Verde which ranked as 4th and Cape Verde 10th respectively at the continental level and 1st and 2nd within the ECOWAS region. This achievement is an indication that in terms of recent improvements in the business environment, The Gambia has successfully outcompeted Senegal which was ranked 29th at the continental level and 9th at ECOWAS level.

The re-export trade has been slowed down by liberalization in ECOWAS countries and the intermittent border closures by Senegal which surrounds the country but for the Atlantic Ocean. The country also does comparatively well on the measures of enforcing contracts, dealing with construction permits, resolving insolvency. Furthermore, the establishment of a Single Window Business Registration office in 2014, which is currently up and running, has contributed towards improving efficiency in businesses registrations in the country and has been regarded as a milestone achievement which continues to have positive impacts on the business environment.

On the other hand, The Gambia’s worst performances on the indices were in the areas of getting credit, paying taxes and protecting investors. Therefore, it is imperative to recognize

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the need for dedicating more efforts on the above indicators so as to improve their ranking and, by extension, improve the overall ranking of the Gambia and its attractiveness for doing business.

Energy:The energy situation in The Gambia is characterized by high dependence on biomass fuels, limited access to modern energy services and an unsustainable dependence on imported fuel. According to DTIS Update (2013), almost all of The Gambia’s modern energy service requirements are met from imported fossil-based energy sources, which make the country vulnerable to fluctuation in world oil prices. One key finding of DTIS Update shows that electricity supply in The Gambia is insufficient, and expensive, and is amongst the highest in Sub Saharan Africa. The cost of electricity hampers the international competitiveness of industry related businesses, which are relatively energy-intensive, as the cold chain equipment needs to operate continuously 24 hours per day, seven days per week (according to some estimates the price of electricity would account for estimated 75% of operating costs).

Another critical challenge cited in DTIS Update (2013) is that electricity pricing methods have generated some price distortions. The main cause of these distortions is the use of a progressive pricing system (the more you consume the more you pay) discourages expansion/scaling up of processing activities; high electricity rates in the industrial sector (including fisheries) cross-subsidize energy consumptions for other categories of users (domestic (residential), governmental, and agriculture). For instance, the electricity tariff rate for all industrial users as at July 2015 is D10.40 per D/kWh. The tariff rate for agricultural sector is lower, at D9.10 per kWh just like those applied on domestic consumers. However, there is no subsidy for any category of users in the fisheries sector.

The electricity, like the financial sector, is therefore a cross-cutting challenge for most of the sectors because it has the potential of influencing outputs. It is in recognition of its centrality in the development process that the Government continues to invest in the energy sector and capacity to generate power has therefore increased over the years although there remains considerable unmet demand. Government will also continue its efforts to attract more private sector investment in electricity generation to provide power that is both reliable and affordable. In this regard, a number of challenges have to be address to promote mobilization of private financing including the inadequacy of the transmission and distribution (T&D) network, difficulties in regulation of the sector, a lack of fuel diversity, and the high cost of power.

Government will thus encourage investment in power generation and transmission equipment through the use of public-private partnerships. In addition, Government will also continue its efforts to increase the share of renewable energy as well as address the distortions in fuel prices. As part of these efforts, Government has initiated the process of developing a national energy strategy, with support from the African Development Bank, the World Bank, and the European Union. The strategy will deal both with electricity (produced from hydrocarbons and alternative/renewable sources). Other reforms are being implemented leading to the liberalization of fuel import and the implementation of a fuel-pricing formula recommended by the IMF.

Tax System: The tax system is problematic for both the public and private sectors in The Gambia. Currently, the existences of numerous taxes (government, local and sectoral taxes) have been found to be a disincentive for growth of small businesses in the formal sector.

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Additionally, the absence of predictability and clarity of tax policies have also affected the conduciveness of the business environment. Therefore, lowering and harmonizing the various taxes are urgently needed to expand investment and growth of businesses. According to the World Bank Doing Business Index 2015 as indicated on the table below, The Gambia performed extremely poor in comparison to all its ECOWAS neighbours except for Guinea, with respect to paying taxes. This can be attributed partly as a result of the burdens imposed by numerous, time-consuming tax payments, and the overall rate of taxation on profits.

Table: Rankings of the Gambia and other ECOWAS Countries on the “paying Taxes” Measures of the World Bank’s Doing Business Index, 2015

Overall Relative Rank

Payments (per year)

Time Total tax rate (% of profit)

ECOWAS Average   45 339 46.1Liberia 1 33 150.5 33.3Cape Verde 2 30 186 36.5Ghana 3 32 224 33.3Sierra Leone 4 33 353 31Mali 5 35 270 48.3Guinea Bissau 6 46 208 45.5Burkina Faso 7 45 270 41.3Niger 8 41 270 47.8Togo 9 50 270 50.3Cote d' Ivoire 10 63 270 51.9Benin 11 55 270 63.3Nigeria 12 47 907.9 32.7The Gambia 13 50 376 63.3Senegal 14 58 620 45.1Guinea 15 57 440 68.3

Source: World Bank Doing Business Report: Regional Profile for ECOWAS (2015)

Government will therefore pursue reform measures to eliminate the “nuisance” taxes as much as possible, simplifying the tax system to adopt less burdensome procedures to ensure higher levels of compliance.

Access to Finance: Access to finance for businesses in the Gambia still remains a challenge despite a vibrant banking sector. Production of goods and services requires investment capital which is largely unavailable in The Gambia and thus continue to constraint private sector investment. The share of domestic credit provided to the private sector was only about 16 percent of GDP in 2009. Consequently, there is high demand for investment capital and hence high interest rates on borrowed funds ranging from 22 to 27 percent. Most of the commercial banks, in spite of the increased number of banks, provide short to medium term financing facilities. The investments in the productive sector (which are of long term nature) are mostly competing with other sectors such as trade financing (which require short term financing) in the form of letters of credit, therefore causing low investments in productive sectors. Commercial banks are more inclined towards financing non-productive sectors which provide minimum risks and a quick roll-back for the banks on their capital. The absence of a development finance institution and the high cost of borrowing in The Gambia have tremendously impeded development and expansion of the productive sectors such as agriculture, fishing, manufacturing and tourism. These sectors offer comparative advantage for The Gambia and have great potentials for creating employment opportunities and value-

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added contribution needed for the growth of the domestic economy. In addition, the limited access to finance has limited the participation of Gambians in the business sector.

Access to Land

The State land Act of 1991 provides a legal basis to improve and rationalize the land tenure system by the replacement of the customary tenure with a long term (99 year) leasehold system in designated (specified) areas of the country. However the declaration of State lands, customary allocations need to be formalized by converting them into leaseholds to conform to the State lands Act. This is causing access to land particularly to business difficult through delay in leasing land as a private property. Access to land is hampered by the long waiting time for a legal title. A typical firm must still wait more than a year before it has full legal title to land. In addition, land allocation is limited for business development. Lastly, businesses face the risk of insecurity due to the land tenure system. Currently the institutional capacity to carry out this huge task is lacking. Capacity in land management institutions should therefore be enhanced and the process of leasing simplified and made cheaper.

5.3 Trade Facilitation

The Government over the years has made significant strides to improve the trade facilitation systems in The Gambia. The Government has recently improved the road infrastructure, delivery of ports services, and customs clearance of goods. In 2010, Gambia Revenue Authority (GRA) has installed the ASYCUDA++ from ASYCUDA 2.7. This has enabled the electronic declaration of goods thus cutting down on time and cost of clearing goods.

One of the challenges to sustain these gains is the lack of extension of the ASYCUDA++ automated system to the major customs border posts to facilitate the processing and clearance of goods at these posts. In addition, the interfacing between GAINDE in Senegal and ASYCUDA ++ in The Gambia has not yet taken place.

Government will therefore expand the coverage of the ASYCUDA++ to all the major customs posts, build the necessary infrastructure for administering electronic payments and urgently complete the interfacing between GAINDE and ASYCUDA ++.

The Government will also put in place the necessary policy and legal framework for common border procedure and documentation and build the technical capacity of the Trade Facilitation Committee with the needed resources to carry out trade facilitation activities effectively. Furthermore, government will also develop capacity to smoothen the switching process and enable GRA to implement their customs valuation database, including assistance in the development of their data model.

As part of efforts to facilitate the free movement of goods, Government of The Gambia has started implementing the ECOWAS Interstate Road Transit Scheme (ISRT). The objective is to facilitate the movement of transit goods in an efficient and cost effective manner through the port of Banjul. The implementation process of the scheme is constrained with a number of challenges including none-recognition of the ISRT logbook by the custom officials of the destination countries in the region, overloading of trucks and the lack of containerize trucks. Government will continue to monitor and collaborate with relevant stakeholders to ensure its effective implementation by addressing the operational challenges.

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The size of haulage at the Port of Banjul is also low and there is a need to improve on the port handling services to increase the turnaround time. Government will thus support the Gambia Ports Authority to build the capacity of the Port to improve on its service delivery in a more effective and efficient manner.

Government will also pursue its strategy of linking the Port of Banjul to the country’s interior and to other countries through river transport and coastal shipping to allow goods to be moved at cost effective rates to make the Port more competitive.

There is limited ground and cargo handling capacity at the Banjul International Airport (BIA). Government is currently building an ultramodern cargo complex under the EIF Trade Facilitation Project which is expectedto improve the capacity of BIA towards attracting more airlines particularly those that operate in the European and American markets. This will further ensure that a more transparent, secured and competitive airport cargo services are available to exporters and small holder businesses to stimulate the tourism, horticulture and fisheries export sub-sectors.

5.4 Increased Productivity in Key Sectors for Trade

The Government will boost domestic production in support of the country’s export drive for employment and poverty reduction in sectors such as Agriculture, Fisheries and Aquaculture. In addition to the traditional groundnut and fisheries sub-sectors, there are a number of agricultural products and aquaculture with huge potentials for the realization of an increase productive base of the economy for exports. The Government would, in close collaboration with the development partners and farmers make the right investment to unleash this potential. The Government would act as facilitator to create the enabling environment through the provision of basic infrastructure and market information which are keeping production at low levels.

5.4.1 Agriculture

Agriculture contributed on average 24.8% to the Gross Domestic Product (GDP). It provides employment and livelihood for over 75% of the labor force. Agricultural production is largely rain-fed which is erratic and subject to the vagaries of climate change. The sector’s production is primarily tilted towards subsistence farming. The agriculture sector faces a number of challenges. These include rising soil infertility and environmental degradation, poor quality and inadequate supply of inputs, limited value addition and commercialization, insufficient linkages and integration with local, regional and international markets as well as other sectors of the economy such as tourism, manufacturing and services. The extension and research services are also weak with limited extension outreach and modest farm mechanization. These collective challenges culminated to low food, nutrition and income security levels of smallholders.

To redress this low agricultural output, joint public and private sectors partnership efforts are being increasingly directed at transforming the sector from its current status to a more commercially-oriented, modern sector with optimal returns to investments. Projects, through collaboration with development partners, will continue to be pursued under the aid for trade initiative, targeting various components of the value chains to provide support to all sectors to promote agricultural productivity, foster linkages to achieve economies of scale and boost growth.

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These efforts will support the continued implementation of the GNAIP to help address policy gaps, promote the development of irrigation systems both using the River Gambia and extraction of underground water. Focus will also be made in supporting value chains in groundnuts, cashew, sesame, rice, poultry and horticulture that all provides potential for linkages with the tourism value chain.

Groundnuts: Groundnut production continues to be one of the major economic activities of most farmers in The Gambia. Groundnuts occupied about 50% of the total land under cultivation. It plays a pivotal role in rural life, primarily providing income, food and animal feed. The sub-sector creates jobs and job opportunities in the area of transportation and processing as well as one of the major sources of foreign exchange earnings. Groundnuts account for 80% of agricultural exports and close to 60% of foreign exchange earnings. The sector is also important to food security and poverty reduction, as well as a source of feed for livestock.

Regardless of its importance, the groundnut sub-sector’s performance is still below expectations and export of groundnuts and groundnut products has declined over the years due mainly to the effects of erratic rainfalls. The groundnut value chain is therefore affected by lacks credible institutional structures for the provision and management of farm input credit, crop finance and implementation of quality improvement programmes. At the final stage of the value chain, the current processors are unable to sell in the stringent Hand Picked Selected (HPS) market that requires less than 4pppb aflatoxin content for edibles and instead, sell in the lesser lucrative Bird market.

A number of reforms are currently being implemented by the Government to put in place required institutional structure to support the sector throughout the groundnut value chain. Government recently transformed the Gambia Groundnut Corporation into the National Food Security, Processing and Marketing Corporation to give due attention to the provision of inputs, processing and marketing of food products including groundnuts. Government, through the Sector Competitiveness and Export diversification Project also undertook a number of interventions to support the production of quality products through the establishment and effective operation of Farmer Filed Schools.

Government, in collaboration with development partners, will continue to support processes along the groundnut value chain to improve both the quantity and quality of the groundnuts and strengthen the Food Security, Processing and Marketing Corporation and ASPA as well as support the production of certified seeds to address market access challenges while focusing on the commercialization of the sector.

Cashews: Potentially, The Gambia has much to gain from increased production of cashews, as well as from moving up the value chain in this commodity than groundnuts, but it also faces impediments. Cashew production is constrained by lack of irrigation and virtually none fertilizer application. At exporters’ level, accessing crop finance from local banks is very expensive. Hence, most exporters either secure revolving pre-financing from their international buyers and/or obtain liquid cash from general importers for conversion to foreign exchange from cashew exports. The challenge with cashew processing is lack of readily available nuts. The marketing arrangement needs to be more organized with considerations given to establishing uniformity in farm gate prices and with these prices driven by the forces of demand and supply. The problems faced by the sector also includes:

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over-reliance on a single market (India) and concerns over quality due to the mixing of good Gambian cashew nuts with other origins that are of poor quality at the detriment of the Gambian brand.

The cashew sector would be supported to increase production for export and farmer’s incomes. Already efforts are underway to package cashew nuts for the hotels and supermarkets. These initiatives among others would be supported to make this product an important source of saving or earning foreign exchange through higher exports. Government will therefore implement the Gambia Cashew Sector Development and Export Strategy to leverage the potential in the cashew value chain.

Sesame: Sesame is another non-traditional crop with real growth prospects. It was originally introduced in The Gambia in the 1980s by the NGO Catholic Relief Services and the National Women Farmers Association (NAWFA), with the aim of providing a diversification crop that specifically targeted women farmers in rural areas. It has a lot of potential but higher production is kept down by ineffective marketing arrangements, low private sector involvement and yield varieties, and limited cleaning and storage facilities. The weakening of institutional structures has also currently reduced sesame production to an alternative cash crop and productivity is further reduced as certified seeds are absent. Sesame also requires high fertilizer input, which farmers cannot provide without credit support. There is also none structured information network for the provision of prices to farmers and at the export level, the Gambia is losing the high-end market prices since around 85 percent of its total sesame production is mixed whilst the white variety which constitutes only 15 percent fetches much higher prices in international markets.

The Government, in collaboration with the development partners, will support the sesame value chain processes by implementing Sesame Sector Development and Export Strategy for increased production, processing and exports.

Horticultural: The horticulture sub-sector is a fast-growing sector and is one of the key priority areas of the Government for investment. About 65% of the agricultural labour force is engaged in this sector with a large participation of women (88%) in individual or communal gardens. Broadly, it comprises of fresh fruits and vegetables mainly exported to Europe.

The greatest development potential lies in exporting to high end markets and in supplying the domestic tourism industry. However the sector has a number of challenges as Smallholder farmers are not coordinated, the number of commercial firms operating is low, the value chain lacks integration, and exports to Europe are still constrained by limited air cargo capacity and expensive freight as well as increasing competition from more cost effective sources such as Morocco.

Government will continue to support and encourage the private sector investment in the horticulture sub-sector to make it viable for both domestic and export markets.

Poultry and Livestock: There is currently some level of local commercial investment in the poultry sector, but producers are encountering problems related to production and marketing. Productivity in this sector is limited due to high cost of electricity, inadequate feed availability.

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The supply of chicks has improved following the investments made by EMPAS and under the poultry out-grower scheme, linkage of poultry farmers to the processing facility and marketing of the final products will improve. The poultry out-grower program started in January 2015 following the signing of the partnership agreement between the Gambia Growth and Competitiveness Project (GCP) and EMPAS to establish an out-grower scheme that would support selected poultry farmers. Under the poultry program, EMPAS is currently working with six centres of excellence for poultry farmers in the North Bank and West Coast Regions to develop the poultry out- grower program.

Livestock sub-sector contributes about 8% to GDP and its production provides livelihood opportunities to about 44% of the population particularly those living in the rural and peri-urban areas. Livestock production is predominantly traditional with few pockets of semi-intensive commercial enterprises. The sub-sector has great potential for import substitution and export diversification through processing activities for products such as milk, cream, butter and cheese. The domestic tourism sector and catering services provide a ready market.

Government will support the poultry out-grower initiative and provide the policy framework to promote the development of the value chain in the poultry and livestock subsector trough FDI and collaboration with development partners.

5.4.2 Fisheries and Aquaculture

The country has coastal waters along the Atlantic Ocean with some of the richest fish resources in the world. The Government continues to give high priority to the development of the fisheries sector because it is not only a source of revenue and foreign exchange earnings for the country through exports but also an opportunity to increase employment opportunities, particularly for women who are mainly involved in fish processing and marketing. The artisanal subsector provides direct and indirect employment to a large number of citizenry especially the women folk. However, industrial fishing has nearly collapsed, and exports have plummeted due to the unbalanced fishing Agreement with Senegal, declining catches, high cost of processing, stringent sanitary and phytosanitary requirements in the EU market, unsustainable number of fishing licenses, and illegal fishing..

Therefore, expansion of industrial fishing would require a more favourable agreement with Senegal, enhanced surveillance capacity, and upgraded local processing to improve quality control in conformity with standards set by destination markets such as the EU and a rationalization of licensing of fishing vessels. The Government has also embarked on projects to improve fish landing sites as well as address the insufficiencies in terms of infrastructure. In this regard, Government will ensure a sustainable exploitation and utilization of the fisheries resources.

Though still in an embryonic stage, aquaculture is deemed to have huge growth potential in the Gambia. The development of subsistence, small-scale and commercial aquaculture is a stated Government policy, given the nutritional and economic potential of this sub-sector. Aquaculture represents an additional source of animal protein, contributing to food security, stimulating regional development, generating foreign income, creating new jobs and reducing pressure on wild stocks. However, the scale of production is still very low. Government will therefore create incentives that encourage private sector participation in commercial aquaculture.

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5.4.3 Manufacturing Sector

The manufacturing sector in the Gambia is small and limited to small and medium-sized enterprises producing mainly for the domestic market. The sector on average contributes 5% to GDP. The long term objective for the sector is to develop a solid infrastructural base for processing of primary products. The sector has a lot of untapped potential and Government, through targeted programmes, aims to attract more private investment for the transformation of the sector in a bid to increase and diversify industrial output, increase exports and create employment opportunities.

The Government's strategy in the manufacturing sector is to build on the small domestic base to encourage companies to supply the Gambian and regional markets, and subsequently develop products which can be exported to the EU and the US by taking advantage of the preferential schemes under the EBA and AGOA. To achieve this objective, the MTP strategies will aim at addressing the factors affecting the investment climate.

5.5 Trade in Services Priority Sectors

Trade in services is a key driver of growth and development, and constitutes a major source of export earnings, and employment generation. It has been the subject of trade negotiations and at the 8th WTO Ministerial Conference in 2011, Trade Ministers adopted a waiver enabling WTO members to provide preferential treatment to services and service suppliers of LDCs. Leveraging the services sector not only assists in unlocking further growth potential, but also can help reduce poverty and enhance the quality of life through greater access to available services.

In order to operationalize the waiver, The Gambia needs to identify areas where it could benefit from commercially meaningful preferences. However, there is a difficulty in collecting reliable economic data on our services trade, exports, target markets and existing barriers. In this context, Government will make optimal use of existing aid-for-trade channels such as the EIF and the technical assistance and capacity building work of relevant international institutions to address key challenges and leverage the potential is the service sectors.

5.5.1 Tourism

Tourism remains a priority sector for the Government given its significant contributions to GDP, employment, and foreign exchange earnings potential. Yet still, it remains an area where a great deal more could be done to improve The Gambia’s outside links and to enhance the benefits that may be derived from this trade. The Ministry of Tourism and Culture established the Gambia Tourism Board in 2009 whose focus is more on destination marketing, product development, diversification, and promotion of quality service standards. The Board accords all stakeholders, notably the private sector, a role in the management of the sector. However, in order for the sector to undergo significant expansion, more efforts will be made to promote year-round tourism, developing new niche markets (eco-tourism, conference tourism, cultural tourism, sport tourism), utilization of the River Gambia, as well as the strengthening of linkages between tourism and other productive sectors like agriculture, fisheries and horticulture.

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The outbreak of the Ebola virus in the sub-region had an adverse effect on the 2014/2015 tourist arrivals despite The Gambia being Ebola-free. Government will therefore continue to pursue aggressive marketing of The Gambia as an attractive and safe tourist destination to lure back potential tourists deterred from visiting the country. Government will also continue to promote the development of good quality hotel infrastructure to complement the development of roads and the upgrading of various craft markets in the Tourism Development Area.

5.5.2 Telecommunications

Telecommunications remains one of the most viable and competitive industries in the Gambian economy. GSM and Independent Service Providers have been liberalized for investment subject to a license by the Public Utilities Regulatory Authority (PURA). Currently, there are four GSM operators whilst the provision of landline phones is limited to the state-owned, Gamtel. As part of efforts to expand the gateway to ensure effectiveness, efficiency and competitiveness in the provision of international connectivity services, the Government of The Gambia inaugurated the African Coast to Europe (ACE) submarine communications cable in December 2012. This cable, which connects The Gambia to France, is owned 49% by the Government and 51% by a consortium of private companies.

The telecommunications industry is burdened by the cost and unreliability of the country’s power system thus requiring the installation of more battery-backup systems than is the case in most other economies. There is potential for business opportunities through Public Private Partnerships and investment promotion initiatives to establish Call Centres, Disaster Recovery and Data Processing Centres, as well as ICT manufacturing and assembling plants. Government will encourage through legal and regulatory frameworks, incentive schemes for telecommunications service providers to expand their services in the rural areas as contained in the Telecommunications Act 2009.

5.5.3 Transport Services

Transportation has always been a key issue for The Gambia, given its historical role as an entrepot center. The Gambia has seen its relative advantage on maritime transportation decline as other countries in the region have improved their capacities, and road transportation linking the Gambia to the sub-region remains a major area challenge due to the inadequate state of the road infrastructure. However, the laying of the foundation stone for the construction of the Trans-Gambia Bridge was done in February 2015. Upon completion, the project will boost economic activities and will facilitate movement of goods and people between the Gambia and the ECOWAS sub-region.

In July 2013, The Gambia also commenced the implementation of the ECOWAS Inter-State Road Transit Scheme (ISRT) and the objective is to facilitate the movement of transit goods in a timely manner without undue delays. Since its implementation, there has been a significant increase in the volume of transit trade and stakeholders have expressed an overall satisfaction with the scheme. However, there are still challenges affecting The Gambia’s effective implementation of the scheme including the non-recognition of the ECOWAS logbook by other countries in the sub-region. The Government of the Gambia will strengthen bilateral cooperation with other countries in the sub-region to facilitate the implementation of the scheme.

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Air transport links are the one area where there are signs of significant improvements and The Gambia has great potential to serve as an air hub for the region. The construction of a multipurpose cargo complex at the Banjul International Airport began in February 2015 through the EIF Trade Facilitation Project which is being implemented by the Gambia International Airlines. It is envisaged that once completed, the cargo complex will facilitate trade by improving the infrastructure of cargo services at the airport and enhance its capacity to handle air cargo by volume and diversity. The project will also increase The Gambia’s participation in international trade, thereby improving livelihoods in the tourism, horticulture and fisheries export sub-sectors.

However despite the incentives and efforts made, this sector in The Gambia still has many constraints to overcome. The plans to act as a regional hub cannot go far without upgrades such as a transit lounge, an airport hotel, and a duty free area. The Gambia Investment and Export Promotion Agency in collaboration with the Gambia Civil Aviation Authority, and the Gambia International Airlines will continue to pursue potential international partners for such investments.

5.5.4 Entertainment Services (Performance Arts)

The entertainment services sector is an area which is currently underutilized in the Gambia despite its global participation requiring relatively low levels of investment. There is potential for significant opportunities given the growth in global entertainment services as well as the acceptance of alternative genres and world cultures. The entertainment services sector has been recognized as an area wherein The Gambia has potential to implement the LDCs services waiver.

The Ministry of Tourism and Culture as well as the National Centre for Arts and Culture will be supported to promote local artists and cultural groups to gain exposure to international markets thus maximizing their earnings on services from live performances or publishing royalties. Government will also develop a framework to export entertainment services to Europe and the America targeting the Gambian Diaspora.

5.6. Statistical Development

The Statistics Act 2005 created The Gambia Bureau of Statistics (GBOS) that provide new governance structure and paved the way in the development of national statistics system in the Gambia that aims to meet the needs of the country and other development partners in terms of relevant and timely statistical information for better decision making.

The macroeconomic framework is focusing on the improvement of fiscal and monetary policy coordination, real sector development, and the external sector. The external trade statistics and the balance of payments (BOP); government finance statistics; and monetary statistics will need very careful monitoring. The statistics on productive sectors ofagriculture, tourism, fisheries, trade and industry, and infrastructure, and private sector development must be reliable and timely to help monitor the sustainability of The Gambian economy.

MOTIE presently provides limited statistics information for both public and private use. This information does not adequately address trade, industry and employment statistical needs of the public and private sectors. This is partly attributable to a lack of an integrated data management system to provide a coordinated approach to statistics development. In this

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regard, the Ministry is currently developing a sector statistics strategy in line with the National Strategy for the Development of Statistics (NSDS) to generate the required statistics for the public and private sectors.

The Ministry, as part of this strategic framework will continue to provide updated and comprehensive trade, industry and employment information to both the private sector and government agencies. The private sector requires information to enable it to determine its investment decisions and suitable markets, and to select appropriate market entry strategies. The government requires information to determine the direction in which to develop the country’s trade, industrial and employment development policies. The need for quality trade related information that will help producers, processors and exporters identify and capitalize business opportunities have been widely recognized by government and the private sector.

MOTIE will therefore collaborate with development partners to fully implement its sector strategic plan for statistics to improve the provision of timely reliable trade, industry, investment and employment related statistics.

5.7 Policy Coordination for Trade and Industrial Development

The role of complementary policies for effective trade and industrial development is undeniable. However, rationale for policy coordination is important, considering that policy formulation, analysis and implementation should be aiming at achieving improved performance and better delivery for result. Currently, the Ministry faces interconnected cross-sector challenges affecting trade and industrial development and, with the Trade and Industry Divisions operating independently, calls for closer and coordination. This will help better designing of Trade policies for development of industries as well as eliminate redundancy of the trade policy and Aid for Trade-EIF projects. It will achieve policy coherence and eliminate fragmentation resulting from cross-cutting issues e.g. tariffs, standards, quality, metrology, anti-competitive practices etc. Moreover, coordination between policies needs to be referenced to an overall policy or planning framework within the Ministry. If coordinated effectively then all cross cutting and cross sectoral trade related policies and programme will be taken on board.

The MTP is expected to play a reference framework for Trade, Industry and other policies, programmes, Acts and Regulations of institutions within the Ministry. By this way, it helps promote a coherent planning process and thus consolidate the resource envelope for a more coordinated approach for resource mobilization. The MTP is already aligned to the Programme for Accelerated Growth and Employment (PAGE) and already mainstreamed trade in national development plan. Once trade forms part of the wider development framework, complementary and coordinated sets of activities can be undertaken to sequence trade reforms that will promote economic growth and lock in sustainable development for the future.

It is important that the MTP update addresses policy coordination for trade and industrial development. In essence, the constituents of the two policies are somewhat interdependent in the sense that the formulation of trade policy largely depends on the industrialization being pursed. One of the key indicators of the country’s economic development is its level of industrialization as it is a solution from dependence from vulnerable primary exports. Whilst the MTP is updated, it should be borne in mind that the Ministry will soon update its industrial policy and define clearly what type of industrialization to pursue. Then it goes

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without saying that coherent execution of industrial policy requires a coordinated approach to trade policies. This is because trade policies are designed usually in accordance with a country’s trade negotiations, which include: policies related to investment, tariff, Intellectual property, and others. At the end of the day, it is the trade policy that represents the Country’s commitment to its liberalisation and to the principles of World Trade Organisation. “The effectiveness of tariffs as a tool for industrialization is also linked to the monetary policy framework within which it operates. When the capital account is liberalized control over exchange rates may be lost and the appreciation of exchange rates can obviously undermine export competitiveness and the impact of tariff protection” (Murray Gibbs 2007, p. 19). The main challenge in formulating the exchange rate policy is in keeping balance between maintaining exchange rate stability and maintaining export price competitiveness.

For the purpose of the MTP update, it would be prudent to consider and bring on board programmes, of all institutions under the Ministry as well as other sector policies to ensure they are part of the process for better delivery for results. The MTP will therefore endeavour to organize the different policy elements of trade and industrial development for better planning and coordination. The Ministry cannot achieve or realize meaningful results from coordination with institutions under it without sectoral consultations and coordination. The Ministry will therefore strengthen the Trade Policy Decision Making Committee, which provides the inter-institutional framework for policy discussion and decision making, for its effective operations and map out a clear coordinating mechanism.

6.0 STRATEGIC DIRECTION OF THE MTP

The Medium Term Plan (MTP) is a comprehensive strategic framework designed for the implementation of the Ministry’s policies and strategies for the facilitation of growth and

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poverty reduction through the promotion of trade and industrial development. In order to steer this framework, the MTP seeks to strengthen the Country’s productive capacities including reforms that are essential to improving the business environment and to enhance the country’s competitiveness. This was built in line with the requirements of the Enhanced Integrated Framework (EIF) to serve as a strategic plan through which Aid for Trade funding for Trade Related Technical Assistance could be accessed. In this connection, the strategic direction of the MTP in facilitating growth and poverty reduction is regarded as a framework that brings together all programmes of the Ministry, elaborate strategic projects and activities and seeks funding for their implementation. The reforms to improve the business environment to enhance competitiveness that the Ministry already put in place will no doubt facilitate the strategic direction of the MTP. The MTP will be updated and extended initially for a period of five years from 2016-2020 including resource mobilization, implementation and evaluation.

The strategic direction of the MTP will be guided by the national trade related strategic framework, the vision 2020 whose mission include making the Gambia an export-oriented agricultural and manufacturing nation, thriving on free market policies and vibrant private sector. This mission sets overall strategic framework for trade and thus provide an overarching policy guideline where all other national trade and trade related programmes, and strategies anchor. These include the PAGE, national trade policy, the national agricultural policy, the Gambia National Agricultural Investment Plan (GNAIP), National Export Strategy, and Standard Bureau to standardize methods in trade and industry or industrial efficiency and development. Also a competition commission has been established to promote healthy and competitive markets in the Gambian economy.

The Strategic direction of the MTP will identify priority projects and develop a log frame to enhance monitoring and evaluation. The following course of actions (not exhaustive list) leads to achievement of the MTP goals:

Activities Responsible party Time framePrioritization of sector strategies and programmes in line with the updated DTIS

MOTIE and Sector Institutions

Using priority sector policies/strategies and identify priority AfT projects

MOTIE and sector institutions

Collection of information on identified of AfT projects

MOTIE and sector Institutions

Develop priority project profiles MOTIECollection of data on the priority projects and formulate trade indicators

M and E consultant

Presentation of indicators with relevant ministries;

M and E consultant

Finalize "trade indicators" and log frame M and E consultant

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6.1 National Trade Related Strategic Frameworks

6.1.1 Vision 2020

The Vision 2020 provides the overarching policy framework that defines the strategies and policies that seek to get The Gambia to be a middle-income country by 2020. The mission statement of the Vision reads:"To transform The Gambia into a financial centre, a tourist paradise, a trading, export-oriented agricultural and manufacturing nation, thriving on free market policies and a vibrant private sector, sustained by a well-educated, trained, skilled, healthy, self-reliant and enterprising population and guaranteeing a well-balanced eco- system and a decent standard of living for one and all under a system of government based on the consent of the citizenry".

With particular reference to trade, the Vision aims to increase production, industrialization and improve services to support internal and external trade. The overall thrust of macroeconomic policies “….shall reinforce the present liberal and market oriented policies in prices, exchange and payment mechanisms and Government shall adopt an aggressive approach to export promotion”.

The Vision seeks to upscale the country’s competitiveness in trade and entrepôt status in the West African sub-region and shall continue to explore market potentials and tailor services to gain market share in growing markets.

6.1.2 Programme for Accelerated Growth and Employment (PAGE)

The Programme for Accelerated Growth and Employment was launched in December 2011 to succeed the PRSP II. The overall objective of the PAGE is to implement Vision 2020 by mapping out two medium term programmes over the periods 2012 – 2015 and 2016 – 2020 that would articulate the strategies, projects and activities intended to turn the country into a middle-income country by the end date.

It sets the overall growth, macroeconomic and financial targets that sectors aim to achieve and also emphasizes on the development of programmes and projects that will generate the growth that would create higher employment and income for the transformation of the Gambian economy.

6.1.3 National Export Strategy (NES)

The Gambia, with the support of the Commonwealth Secretariat, completed the formulation of a National Export Strategy in June 2012 to drive the export promotion and development needs of the country. The goal is to achieve an export-led economic growth, improve and sustain export performance and achieve trade competitiveness.

In line with the above goals, the NES seeks to achieve following objects objectives:

Leverage the Market Access provided by the multilateral,regional and bilateral Preferential Market Access treatments;

Promote the development of Packaging & Labeling to meet international market requirements;

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Institutionalize a functional Trade Facilitation Committee supported by an integrated trade facilitation framework;

Improve Quality & Standards Infrastructure; Create employment and alleviate poverty; Promote women in exports; Develop human capacity in trade, especially exports; Improve and sustain the contribution of the NES sectors to GDP; Standardize administrative procedures that underpin trade, especially exports; Facilitate for greater involvement of banks in the financing of trade.

The NES also presented a thorough overview of situational analysis of the sectors and subsectors covered in the NES and highlighted the strategies and related activities in these sectors that should be carried out to achieve the objectives.

The implementation strategies of the MTP are designed to complement the NES as it will facilitate the implementation of some the activities of the NES strategies.

6.2 MOTIE Policies

6.2.1 National Trade Policy

The MOTIE, with the support from West African Monetary Institute, completed formulation of the National Trade Policy (NTP) in 2011 to provide direction for trade activities and facilitate the mainstreaming of trade in the productive sectors for better integration of the Gambia in the global market. The aim is to pursue an export-driven economic growth strategy by targeting programmes to improve productivity in agriculture, fisheries and manufacturing through value addition for export and supported by the services sector. The opportunities provided by the Tourism sector through backward and forward linkages with the productive sectors will be exploited. The policy also seeks to enhance the competitiveness of the Gambia’s training and investment environments and ensure compliance to the WTO and regional integration commitments. The aim is for trade to make significant contribution to achieving the objectives of PAGE by ushering in sustained new economic growth trajectory for poverty reduction. The policy therefore highlighted the strategies to improve competitiveness, create an enabling environment for investment and businesses, improve domestic production for export from a diversified production base and improve market access.

6.2.2 Industrial Policy

The current industrial policy was prepared in 1996 and undoubtedly outdated. MOTIE, with support of ECOWAS, has initiated the review and update of the 1996 industrial policy for a new industrial policy that supports a private sector-led growth geared towards an aggressive export-led strategy. The current policy seeks to “increase employment through the expansion of the number of jobs at the prevailing level of productivity and a continuous drive to improve the level of productivity, technology and technological capability.” It is expected that the new industrial policy would embrace continuous change in technology as a basis for reduction of unit cost of production and higher productivity.

The review and update of the National Industrial Policy (NIP) of 1996 is in recognition of the fact that placing the Gambian economy on a higher and more labour-absorbing growth path

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requires that the country deals with a number of structural factors that still affects the economy’s productive capacity and competitiveness.

The NIP’s purpose is to expand production in value-added sectors, with high employment and growth multipliers that can compete in export markets as well as in the domestic market against imports. It places emphases on more labour-absorbing production and services sectors, and increased participation of citizenry.

The Policy would be set within the context of the Gambia’s long-term strategic vision of achieving middle income status by 2020, through transformation into an industry-driven economy capable of delivering decent jobs with widespread, equitable and sustainable growth and development. It would provide clear and transparent guidelines for the implementation of Government’s industrial development agenda, with respect to the growth, diversification, upgrading and competitiveness of the country’s manufacturing sector.

The key development objectives of the new NIP would be: To expand productive employment in the manufacturing sector To expand technological capacity in the manufacturing sector To promote agro-based industrial development To increase industrial export To promote the growth and development of MSMEs To promote linkage between agriculture and industry, particularly the manufacturing

sector Contribute to the economic transformation and diversification for sustainable and

inclusive growth.

Strategies of Industrial Policy include:

National Entrepreneurship Development programme to enhance the absorptive capacity to internalize FDI through local and foreign partnerships that infuse capital and introduce technological know-how and managerial expertise;

An eclectic approach will be explored to promote export oriented industrialization, import substitution industrialization and primary resource based industrialization.

Government procurement system will be used to support indigenous enterprises under competitive and transparent procedures provide critical financing support to them;

Promote harmonization of sectoral policies and hence the need to have strong and high level institutions to coordinate the various ministries and departments involved in the National Industrial Policy issues.

Constant monitoring and reviewof Industrial Policy due to the dynamic nature of the sector.

Develop a Private Sector Development Strategy that provides focus programme on strengthening the capacity of the private sector to enhance its participation in the manufacturing sector.

Promote industrial sector financing (long term financing)andGovernment will facilitate the development of various financial instruments that would encourage investment in the industrial sector and related sectors.

Develop an investment policy that seeks to promote investment in the industrial sector.

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Create industrial facilities such as industrial estate, industrial technology park, clusters and incubators to provide critical supports to private sector participation in industrial activities, particularly manufacturing.

Provide reliable, affordable and accessible energy resources for the industrial sector to enhance its competiveness.

Invest in technical skills development to meet the human resource needs of the industrial sector.

The new industrial policy will review the strategies of the current policy and will outline specific policy instruments and measures to be applied to improve access to competitive factors of production within the economy and enhance productivity, efficiency and growth of the manufacturing sector to reinforce industrial development. Its strategic thrust would be derived from the key development planning frameworks of the Government of the Gambia namely the Vision 2020and Programme for Accelerated Growth and Employment.

As part of the efforts to promote industrial development, Government is currently implementing a UNIDO Country Programme. The programme aimed at promoting industrial development through policy advice, investment initiatives to increase productivity, quality maintenance, energy efficiency and agro transformation. The Gambia Country Programme focused on the following components:

Agro-industries (food processing, the groundnut and cashew nut sectors); Private sector development (focus on small-scale PSDs); Industrial competitiveness (composite units and assistance in the formulation of an

industrial policy); Trade capacity building (quality infrastructure, metrology and standards); and Renewable energy for productive activities (Mini-grids, etc).

The implementation of the MTP therefore also covers these components of the UNIDO Country Programme to complement the MTP’s effort to improve the Gambia’s competitiveness, attract investment and build trade capacities for enhanced production for trade and poverty reduction.

The success of the industrial policy will be measured by the extent to which it empowers the private sector, predominantly but not limited to MSMEs, to expand and create opportunities for employment and reduce poverty and spatial inequalities in The Gambia.

The MTP recognizes the current industrial policy review undertaking by the Ministry with the support of UNCTAD and would make the necessary adjustments to the present strategic document to reflect the new industrial policy, strategies and the implementation activities.

6.2.3 Investment Policy

The quality of investment policy directly influences the decisions of all investors, be they small or large, domestic or foreign. Transparency, protection from expropriation and non-discrimination are investment policy principles that underpin efforts to create a sound investment environment for all.

Transparent information on how government implements and change rules and regulations dealing with investment are critical determinants in any investment decision. Transparency

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and predictability are especially important for small and medium sized enterprises that tend to face particular challenges to entering the formal economy. It is also important for foreign investors who may have to function with very different regulatory systems, cultures and administrative frameworks from their own. A transparent and predictable regulatory framework dealing with investment helps businesses to assess potential investment opportunities on a more informed and timely basis, shortening the period before investment becomes productive.

It is in this context that a clear and coherent policy framework for investment becomes critical in investment policy formulation and thus requires a national investment policy that informs the legal framework for investment promotion and facilitation. The MTP therefore provides opportunity for the review and update of the National Investment Policy of 1999 to properly guide the proposed review of the current GIEPA Act 2015.

6.2.4 National Micro, Small and Medium Enterprise Policy

MOTIE formulated the National MSME Policy and strategies in 2008 with the goal of promoting the establishment of an enabling environment for MSMEs to contribute towards poverty alleviation and the development of sustainable livelihoods that could bring about improvements in the quality of life of Gambians by the Vision Year 2020.

The objectives of the MSME Policy include the following:

To enhance the contributions of MSMEs in poverty alleviation interventions through employment creation, income generation and import-substitution programmes.

To create a conducive policy, legal and operating environment for the growth and development of the MSME sector.

To provide well-trained, skilled and highly motivated personnel for MSME product and service providers at macro, meso and micro levels of the economy.

To broaden the indigenous base of Gambian entrepreneurs engaged in MSMEs by promoting an enterprise culture, which encourages self-reliance and risk-taking.

To increase MSMEs’ access to finance from commercial banks, micro-finance institutions and other service providers that can add value to the quality of goods and services provided.

To build the capacities and core competencies of entrepreneurs with a view to improving their productivity and competitiveness in the domestic and international markets.

To help establish strong and viable MSMEs that can graduate into small, medium and large enterprises in the formal sector.

The focus of the MSME policy includes the following strategies: \

Decentralisation of business registration throughout the country. Improve co-ordination amongst agencies that are involved in the business registration

process or create a one-stop registration point. Create linkages between MSMEs, large scale enterprises, including financial

institutions and insurance companies by organising thematic fora to discuss a great number of potentials that exist in partnerships.

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Strengthen institutional structures and transform them into specialised entrepreneurial capacity building agencies

Development of Clusters and networking mechanism Development and management of MSME database Encourage the commercial banks to make available lines of credit for wholesale

lending at concessionary interest rates to the MSME service providers Encourage the creation of venture capital funds that engage in the task of identifying

and providing equity finance Establishment of market information centres at strategic locations throughout the

country to enhance easy access to timely and reliable market information Specific training programmes for business extension field staffs on market survey

techniques and methods through the adoption and application of participatory methodologies that are client- friendly

Encourage business training in schools and tertiary institutions in order to develop business skills amongst Gambians.

Conduct business development services (BDS) market assessment and training need studies.

Provide MSME operators with assistance to comply with international standards.

As a strategy to enhance industrial development,the mandate of GIEPA in the GIEPA Act of 2010 was extended to cover enterprise development to support implementation of the MSME Policy and Strategies.

Evidence shows that effective policy measures for MSMEs are not coordinated among relevant ministries, agencies and organizations which in the long-run are not even consistent. Therefore, GIEPA will be supported to ensure that business environment and monitoring mechanism are created to promote effective implementation of the MSME policies and strategies.

The MTP will complement these efforts and will pursue the effective implementation of government assistance MSME programmes such as industrial incubators, industrial parks and industrial apartment as well as activities to both streamline and improve the quality of database on MSMEs and clusters.

6.2.5 National Quality Policy

Currently, with globalization on the rise, empirical evidence suggests that standardization has a very important role in technological progress, productivity, trade and industrial development. Progressively, global purchasers demand products and services that meet rigorous and advanced standards of quality and rules of origin, not only to ensure that such products and services integrate flawlessly with others in the supply chain, but also to satisfy customer expectations and to comply with a maze of technical regulations in importing countries.

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The Gambia has consistently maintained a liberal trade regime since the 1980s, and continues to pursue policy objectives of improving trade-related services in order to enhance trade performance. Thus, the Government commits itself to re-engineer, strengthen, and maintain the national regulatory, standardization, metrology, accreditation and conformity assessment institutions that make up the National Quality Infrastructure. The National Quality Policy 2013 is therefore set within the context of The Gambia’s long-term strategic vision of achieving a middle-income status by 2020. It forms a natural extension to The Gambia Trade Policy 2011.

The National Quality Policy provides the framework for the development of conformity assessment services by both public and private institutions that would be acceptable to the trading partners of The Gambia; conformity assessment services that will support industries in their efforts to access markets, and the regulatory authorities at home to ensure the safety and health of the people and the environment. In addition, the policy seeks to integrate seamlessly with the emerging regional obligations of The Gambia, such as the ECOWAS Quality Policy, with regard to standardization and technical regulation regimes to foster intra-regional trade, ultimately leading to a free trade area within ECOWAS. The specific objectives of the National Quality Policy are to:

Strengthen the national metrology system and in particular raise the profile of metrology as a significant component in the country’s overall activities;

Establish the appropriate framework for the development and publication of national standards, clearly defining the role of the national standards organization as the pinnacle of all standardization work, and the involvement of all stakeholders in the process;

Include the use of accreditation in the national regulatory activities; Provide a framework for the establishment of conformity assessment service

providers in both the public and private domain, that are, technically competent; Provide a mechanism for coordinating the development of technical regulation and

SPS measures to ensure clear mandates and proper division of work; Provide a framework for quality promotion.

The strategies include: Upgrade some public laboratories to address the serious challenges faced by The

Gambia with respect to internationally acceptable inspection, testing and certification for the targeted export markets.

Promote quality awareness campaigns, Establish national calibration service Establish an Accreditation Focal Point Establish appropriate programmes on different education levels including specialised

adult training programmes to improve the quality culture, Develop training programmes for auditors and consultants in quality and

environmental management systems, health and safety in the workplace, and other relevant certification activities as defined in international requirements.

6.2.6National Employment Policy

Like many other factor-driven LDCs dependent on primary products, agriculture or minerals, the country registered descent growth rates but without commensurable declines in

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unemployment. The growth is therefore not bearing significant gains in income poverty reduction. In response, The Gambia is pursuing a growth strategy under the PAGE that would do better at generating jobs through the expansion of the labour intensive and growth enhancing sectors as well as MSME development.

With the challenges of unemployment, MOTIE in collaboration with stakeholders have formulated an Employment Policy and Action Plan in 2008 that would lead to an outcome of creating decent employment through inclusive growth.

The overall objective of the Employment Policy is “to promote employment as a priority in national development programmes to enable the economically active population to attain and secure sustainable livelihoods through full productive and freely chosen employment and work by the year 2020”.

The specific objectives include:

Reducing rates of unemployment and under-employment; Promoting a well-educated, trained, skilled versatile, self-reliant and enterprising

labour force with a view to increasing employment with a focus on human resources that will continually meet the needs of the nation;

Pursuing poverty reduction policies through labour intensive programs consistent with improvement of the labour environment; and,

Strengthening the existing labour administrative system for the promotion of decent work, worker participation in decision making and an efficient industrial conflict resolution mechanism in the labour market.

The strategies driving the Employment policy would seek to:

To promote micro and small enterprises both in the urban and rural areas through incentive packages including fiscal incentives and access to term lending;

To establish a special fund for enterprise and skills development training as well as start-up capital;

To promote labour intensive technologies in public works/programmes both at the Central and Local Government level targeting youths and women;

To improve working conditions and labour productivity; To strengthen the institutional framework and mechanisms for coordination,

monitoring and evaluation of employment generation strategies on a continuous basis.

Going forward, the implementation of the policy must be supported by accurate and timely data on employment in both the public and private sectors. Therefore, collecting, processing and reporting employment statistics based on ILO formats is a priority and MOTIE will under the MTP will established a functional labour market information system. MOTIE and GIEPA would guide investments into sectors such as tourism and agriculture and fisheries which are labour intensive while keeping the doors wide open for ICT-related investments that push the technology frontiers of enterprises.

6.3 Regional Integration programmes

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Government is also committed and will continue to advocate for the full implementation of regional integration programmes both under the African Union and ECOWAS. The goal is to ensure the creation of a single economic space to help increase trade, stimulate economic growth, attract foreign direct investment and enable domestic producers to build up their capacities.

The MTP will pursue programmes to improve the competitiveness of The Gambia so as to facilitate the integration of The Gambia into the regional markets for enhanced economic growth through exports. To this end, MOTIE would continue to pursue regional programmes, which include among others ETLS, ISRT, CET etc, to the best possible advantage of this strategic plan.

At the wider African Continental level, Government will effective participate in the current effort by the African Union to establish a Pan- Africa Continental Free Trade Area (CFTA) by the indicative date of 2017. The aim of the CFTA is to deepen Africa’s market integration and using trade to serve more effectively as an instrument for the attainment of rapid and sustainable socio-economic development. This will help in strategically positioning the continent to exploit its numerous trade and investment opportunities and contribute positively towards the structural transformation of African economies.

The CFTA is thus designed to provide an opportunity to integrate the fragmented national markets into a functional continental market bringing together the fifty-four African countries with a combined population of more than one billion people and a combined gross domestic product of more than US $3.4 trillion.

To be able to benefit from continental market integration initiatives, The Gambia will adopt and implement the right policy mix to help integrate the economy in the wider African continent. This will require developing the trade facilitation system, trade-related infrastructures and national productive capacities to take advantage of regional and continental market access opportunities.

Government will also ensure that the national activities in the Action Plan on Boosting Intra Africa Trade (BIAT), endorsed by the African Union in 2012, are integrated in the national programmes. The updated MTP will therefore also seek to implement some of these national activities in the Action Plan on Boosting Intra Africa Trade (BIAT) which identifies seven clusters; trade policy, trade facilitation, productive capacity, trade related infrastructure, trade finance, trade information and factor market integration.

7.0 STRATEGIC PROGRAMMES FOR THE MTP

The Medium Term Plan is MOTIE’s strategic framework for implementing the Ministry’s policies and strategies in the medium term. The overriding consideration in its development

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has been to ensure that the Ministry’s policies and strategies designed to strengthen the Gambia’s productive and trade capacities as well as improve the Gambia’s competitiveness are implemented in a more coherent manner.

The context in which the MTP is developed and updated is of considerable importance for a number of reasons. First, The Gambia has recently launched in December 2011 the Programme for Accelerated Growth and Employment as one of the medium term programmes towards attaining Vision 2020. The Medium Term Plan therefore is designed to give MOTIE a more focus approach in implementing trade and industrial development programmes in PAGE. Secondly, government is currently pursuing measures to attract more investment in the productive sectors to promote value addition in the drive to promote exports. The overall objective is to establish Gambia as a business hub that will be able to attract investments that will take advantage of the regional market and other GSP preferential markets extended to the Gambia. Thirdly, the DTIS has been updated in 2013 to strengthen Gambia’s participation in the regional and global markets by creating the foundation for improved value addition and processing in key sectors of the economy to stimulate growth and employment for sustained poverty reduction. Topics covered in depth women in the fisheries sector, the horizontal need for improved statistics and trade in services as a focus of The Gambia’s trade negotiations. To achieve this objective, there is need to have a coordinated approach to addressing the supply-side constraints of the Gambia including the need to improve the Gambia’s competitiveness as well as promoting MSMEs’ development. The MTP therefore is to pursue these issues in both the National Export Strategy and the action matrix of the DTIS Update. The MTP will thus be implemented by ensuring that projects and activities are developed in a coordinated manner to complement the implementation of the National Export Strategy. Third, it would also serve as a strategic plan through which Aid for Trade funding for Trade Related Technical Assistance could be accessed. Fourth, it would also serve as an input for the development of both the Ministry’s Medium Term Expenditure Framework (2016 -2018) being piloted by the Ministry of Finance and Economic Affairs and MOTIE Sector Strategic Plan for Statistics being developed in collaboration with GBOS. Both these strategic documents are harmonized with the MTP update.

The implementation period of the MTP is five years (2016 - 2020) and will be implemented on the basis of yearly work plans and budgets. Project proposals will also be developed for support through multilateral and bilateral development partners.

7.1 Objectives of the Medium Term Plan

The major objectives of the MTP are to mainstream trade in the national development agenda, so as to increase access to aid for trade resources. The aim is to improve competitiveness and increase productivity in key sectors of the economy in support of the country’s export drive for employment and poverty reduction with more attention to MSMEs. Targeted projects and programmes will be articulated in key productive sectors to achieve value addition activities for better integration into the global trade.

The specific objectives of the MTP are:

To strengthen the capacity of MOTIE to execute its mandate; To improve and sustain the competitiveness of the Gambia in the region To improve compliance to standards for enhanced market access

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To reduce cost of doing business and promote transit trade To promote MSMEs development and employment of Gambians To promote production and enhance quality value addition for industrial development To create a competitive business environment to attract investment and promote

private sector development To develop and maintain a strong and effective labour administration system

In pursuing these objectives, MOTIE will vigorously monitor and ensure effective utilization of resources in the implementation of projects and activities of the MTP. An effective monitoring and coordination mechanism will be put in place to ensure complementarities of projects and activities during the MTP period. MOTIE will also strengthen cooperation and partnership with other stakeholders in the implementation of the MTP projects and activities.

7.2 Programmes of the Medium Term Plan

To achieve the foregoing objectives, the following programmes will be implemented and MOTIE, in collaboration with partners, will develop and implement targeted projects of other trade related issues identified in the NES, the Action matrix of the updated DTIS and both the cashew and sesame sector development and export Strategies.

Programme 1: Administration, Human Resource Development

The current emerging issues relating to the updated DTIS, SSPS, MTEF and updated policies has resulted to added responsibilities of the Ministry. However, the Ministry is constrained by the limited resources and technical staff to support the effective implementation of its additional responsibilities. It is in this regard that the need for administrative, institutional reforms and continued capacity building programmes becomes necessary.

Objectives: To improve the administrative mechanism and attract, develop, and retain quality staff.

Sub-Programe 1.1: Administrative and Institutional Reform

Outcome: The expected outcome is to put in place an effective administrative structure that can support the efficient implementation of the Ministry’s mandate.

Activities1. Review and update the Ministry’s organogram2. Establish coordination mechanism within the Ministry and its Agencies and

Departments3. Establish monitoring mechanism to track progress in the implementation of activities.

Sub-Programe1.2: Capacity Building

Outcome: Highly competent and professional staff hired, trained and maintainedActivities

1. Hire competent and professional staff to filled the relevant position in the updated organogram

2. Update and implement the Ministry’s training plan3. Introduce incentive package for the professional staff

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Programme 2: Domestic and International Trade development

Sub-Programmes: 2.1: Trade Facilitation

The Government as part of its commitments to implement the WTO Trade Facilitation Agreement and the need to reposition The Gambia as transit hub will improve the trade facilitation system to modernize, simplify and harmonized procedure for efficient movement of goods. The MTP will address challenges affecting trade facilitation including the limited maritime and air transport cargo handling capacities and the overloading of trucks carrying transit goods. Although gains have been made such as the reduction in transit route check points, Government will continue to strengthen the capacities of key relevant stakeholders to improve trade facilitation processes.

Objectives: To expedite the movement, releases, reduce cost and time and clearance of goods including goods in transit.

Outcome: Import and exports custom procedures are expedited

Activities:1. Training of Custom officials and clearing agent to improve processing and clearance

of goods.2. Strengthening the capacity of the National Trade Facilitation Committee for effective

monitoring3. Support GRA to strengthen collaboration with custom authorities in the sub region. 4. Sensitization of the trade facilitation stakeholders5. Support the process of resource mobilization to improve the trade facilitation

infrastructures.

Sub-Programmes: 2.2: Trade Cooperation and Promotion

MOTIE will collaborate with GCCI, MOFA and GIEPA to promote interaction with targeted trading partners to enable the Gambian private sector to explore and exploit potential of these markets. Bilateral and regional trade and economic cooperation will be regularly reviewed. MOTIE will also strengthen the Trade Negotiation Advisory Group (TNAG) for effective participation in trade negotiation and will collaborate with GIEPA to spearhead the organization of trade missions as well as develop programmes to support the participation of Gambian businesses in trade fairs.

Objective: The objective is to expand existing markets as well as to explore opportunities in emerging markets with a view to increasing export volume.

Outcome 1: Enhanced market access for increased export volume

Activities1. Conduct sensitization and training on existing trading opportunities and their rules of

origin2. Develop the Gambia rules of origin 3. Develop a trade strategy that is anchored on the industrial policy.

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4. Develop trade promotion tools 5. Conduct export market research in emerging markets for export products

diversification

Outcome 2: Institutional cooperation with partners strengthened

Activities1. Follow up for the establishment of The Gambia’s Permanent Mission in Geneva2. Conduct working sessions for the Trade Negotiations Advisory Group

Outcome 3: Resources secured for the implementation of the NES and MTP

Activities1. Develop an Aid-for-Trade resource mobilization strategy (NES , MTP )2. Conduct Aid-for-Trade Resource Mobilization

Sub-Programmes2.3: Standards and Quality Development

Sanitary and Phytosanitary measures (SPS) and Technical Barriers to Trade (TBT) related issues in terms of market access for exports remains a challenge. Thus MOTIE will continue to collaborate with the relevant stakeholders to improve the country’s quality infrastructure.

Objective: The objective is to enhance compliance to domestic and international standards, as well as technical regulations.

Outcome: A functional national quality infrastructure to ensure safer, healthier and more environmentally friendly products and services for enhanced market access.

Activities1. Conduct an assessment of the national quality infrastructure;2. Strengthen the national quality infrastructure by financing and executing the

Implementation Matrix of the National Quality Policy;3. Conduct a national sensitization of relevant stakeholders;4. Establish e-Ping SPS and TBT rapid alert system;5. Support the development of standards and technical regulations in the priority sectors.

Sub-Programmes2.4: Competition and Consumer Welfare

The enactment of the Gambia Consumer Protection Act of 2014 has resulted in an added mandate for GCCPC to promote the protection of consumers against unfair and deceptive trade practices. To achieve this objective, GCCPC will be strengthened to effectively enforce both the competition and consumer protection legislations. MOTIE will also collaborate with other relevant institutions to enforce consumer welfare legislations.

Objectives: To ensure adherence to fair trading practices for the protection of consumer welfare

Outcomes: The consumer welfare enhanced through greater compliance to competition and consumer protection laws.

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Activities 1. Enactment and enforcement of The Gambia Legal Metrology Law.2. Merge the functions of Weights and Measures into the Gambia’s Standards Bureau

for the effective implementation of the Gambia Legal Metrology Law.3. Strengthen the capacity of TGSB to effective implement the Gambia Standards

Bureau Act and the Gambia Legal Metrology Law.

4. Amend the Legal Metrology Bill to include institutional and financial provisions for TGSB enforcement

5. Strengthen the capacity of GCCPC through training programmes on competition and consumer welfare.

Programme 3: Industrial and Enterprise Development

Government of the Gambia maintains its private sector led growth agenda and recognizes the important role played by MSMEs towards the structural transformation of the country. Government therefore puts emphasis on promoting domestic and foreign investments along the value chain of identified priority sectors.

Objective: To achieve optimal productivity by a formalized private sector engaged in the standardized production of goods and services along the priority sector value chains.

Sub-programme3.1: MSME Development

The Gambia’s private sector is characterized by MSMEs most of which are found in the informal sector. However, evidence shows that policy measures for MSMEs are not well coordinated among relevant Ministries, Agencies and Organizations. In response, the National MSME Policy and Strategy 2014 – 2018 has been updated to address MSME related issues as well as ensure that the business environment and monitoring mechanisms are created to promote the effective implementation of the MSME Policy and Strategy.

Objective: To create an enabling environment to enhance productivity and growth of MSMEs to increase their contribution to national development

Outcomes: Productivity and growth of MSMEs enhanced; MSMEs in the informal sector formalized

Activities1. Develop a strategy to establish an MSME Development Fund to support the

establishment and development of MSMEs. 2. Implement the recommendations from the MSME Cluster Development Strategy3. Establishment of regional Single Window Business Registration Centres4. Develop a programme to promote the sub-contracting of MSMEs by larger companies

with government contracts.5. Conduct periodic updates of the MSME Database6. Develop a framework for enhanced access to concessionary financing7. Engage agro-processing centres to provide training on packaging and labeling that

meet international standards.

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Sub-programme3.2: Investment Promotion

The quality of investment policy as well as transparent information on how government implements and changes rules and regulations dealing with investments directly influences the decisions of all investors and are critical determinants in any investment decision. Predictability of the business environment is especially important for investor confidence thus a clear and coherent policy framework is critical. In this regard, GIEPA continues to u’ndertake investment missions, administer SICs & EPZLs, provide after-care services and promote the J22 Business Park.

Objective: To promote and facilitate private investment, both domestic and foreign in The Gambia and give investors’ confidence in the laws and regulations that impinge on their decisions

Outcome: Increased investment confidence and growth in investments with a robust, diversified economy that promote value addition

Activities1. Update the Investment Policy 19992. Pursue inward and outward missions to targeted countries3. Promote the J22 Business Park as an EPZ 4. Implement the Private Sector Development Strategy5. Review and formulate regulations to improve access to land for investments.

Sub-programme3.3: Industrial Development

Government remains committed to achieve middle income status through industrial development by expanding production in value-added sectors with high employment and growth multipliers that can compete in export markets as well as in the domestic market. Government is pursuing an Industrial Development Agenda that promotes growth, diversification, upgrading and competitiveness of the country’s manufacturing sector.

Objectives: To expand productive employment in the manufacturing sector; To expand technological capacity in the manufacturing sector; To increase industrial exports; To promote linkages between agriculture, fisheries and industry, particularly the

manufacturing sector; To promote R&D in academia to support industrial development.

Outcomes: Increased GDP contribution by the manufacturing sector; Increased export volumes of manufactures; A viable partnership between academia and industry created.

Activities1. Update of the 1996 Industrial Policy and Strategy.2. Develop a strategy to encourage the effective utilization of the ETLS by certified

companies to promote exports of industrial products.

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3. Adoption of selective tax measures to protect strategic domestic labor-intensive industries to enhance their growth.

4. Consolidate the National Entrepreneurship Strategy into a Policy Document.5. Develop a policy framework to encourage the participation of indigenous enterprises

in government contracts. 6. Advocate for the establishment of a Development Bank7. Conduct industrial surveys to map industrial operators and their respective activates.8. Establishment of the Regional Vocational Training and Incubation Centre.9. Advocate for the establishment of an Industrial Zone.10. Develop a framework for industry/academia/government collaboration to support

R&D innovation.

Programme 4: Employment Promotion

Government of The Gambia remains committed to reducing unemployment and it is in this regard that MOTIE updated an Employment Policy and Action Plan 2010 – 2014. The country has registered descent growth rates but without commensurable declines in unemployment. The growth is therefore not bearing significant gains in income and poverty reduction. In response, Government is pursuing a growth strategy under the PAGE that would generate jobs through the expansion of the labour intensive and growth enhancing sectors as well as MSME development.

The Labour Act of 2007 will be revised to enhance protection of both employers and workers’ rights and promote decent work conditions.

Sub-Programmes4.1: Employment Creation and Skills Development

One of the main issues and challenges regarding youth finding employment in the Gambia’s formal and informal sectors is the limited required skills to match employers’ requirements and the inadequate skilled trainers. In addition, apprenticeships are not formalized between training institutions and employers. Therefore strategies to upgrade and enhance the relevance of skills training will improve access to skills for higher productivity, employment and income generation, growth and development.

Objectives: To promote a well-educated, skilled, versatile, self-reliant and enterprising labour force with a view to increase gainful employment.

Outcome: Highly skilled human resource base that matches the requirements of the employers.

Activities1. Conduct a skills need analysis to assess the gap in the labour market;2. Development of trainers’ manual to address identified skills gap; 3. Provide equipment and necessary materials to facilitate skills training.4. Carry out annual surveys and tracer studies to determine impact of new training

programmes on the labour market;5. Development of a legal framework for establishment and operation of Job Centres6. Review, update and implement theLabour Act 2007;

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7. Conduct advocacy programmes on child labour, Labour Act 2007 and international labour standards;

8. Advocacy for the establishment of legislation on expatriate quota.

Sub-programme 4.2: Promotion of Labour Intensive Technologies

As part of the interventions designed to stimulate economic activities, the use of labor intensive technologies will be promoted in the relevant sectors to enhance job creation in the urban and rural areas.

Objectives: To create employment opportunities through the promotion of labour intensive technologies in the relevant sectors.

Outcome: Enhanced level of employment in the economy.

Activities1. Create linkages between apprenticeship programmes with labour market;2. Conduct/intensify research in the area of labour-intensive work/technology;3. Expand job creation schemes such as solid waste management and disposal

programmes;4. Promote the certification and upgrading of informal sector operators;5. Conduct sensitisation/advocacy campaigns to promote cultural acceptance of blue

collar jobs.

Sub-programme4.3: Decent Work Country Programme

Recent developments in The Gambia’s socio-economic arena have necessitated the need for focus increase on the attainment of Decent Work for all in The Gambia. It is in this regard that due attention is being paid towards identifying the constraints impeding Decent Work and thereafter putting into place appropriate interventions to address them within the context of this DWCP. MOTIE, collaboration with ILO, formulated a Decent Work Country Programme 2015 – 2017.

Objectives: The main objective of the Decent Work Country Programme is to facilitate the creation of decent and productive employment that will translate to a sustainable economic growth and Poverty Reduction. The programme further seeks to enhance and improve Social Protection, Health and Safety of workers at work place.

Outcome: Employment and self-employment opportunities particularly for youth,

women and special needs persons increased in all major sectors of the economyand more occupational Safety and Health incidents in the workplace reduced.

A credible and functional Labour Market Information system (LMIS) for policy decisions.

Activities1. Budgeting of the identified activities of DWCP2. Mobilize resources for the implementation of DWCP

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Programme 5: Statistics Development

MOTIE presently provides limited statistics information for both public and private use. This information does not adequately address trade, industry and employment statistical needs of the public and private sectors. This is partly attributable to a lack of an integrated data management system to provide a coordinated approach to statistics development. In this regard, the Ministry is currently developing a MOTIE Sector Strategic Plan for Statistics in line with the National Strategy for the Development of Statistics (NSDS) to generate the required statistics for the public and private sectors.

The current statistics personnel of the Ministry is limited to two senior statistical clerks that only compile external trade statistics and stocks and price levels of essential commodities. This programme will establish and develop the necessary capacity for an effective MOTIE Statistic Division to collect and generate trade, industrial and employment information needs of the public and private sectors of The Gambia.

Objective: The objective of this programme is to: To put in place a fully developed and effective Statistics Division for MOTIE; To establish an operational integrated data management system; To regularly generate and disseminate trade, industry and employment statistics in

a timely manner.

Outcome: A functional statistics division established A functional data management system established Trade, industry and employment statistics available for use

Activities:1. Develop a Terms of Reference for MOTIE Statistics Division.2. Recruit the required personnel for the Division 3. Procure and install data management tools.4. Develop guidelines and standards for data management.5. Collect, process and disseminate trade, industry and employment related statistics. 6. Organize training workshops for Clearing Agents on correct entry of import and

export data.7. Recruit a consultant to develop a framework for collection of data on domestic and

cross border trade. 8. Collect and establish a database on:

industrial complaints; importers and repairers of weighing and measuring devices; Competition and consumer protection complaints.

9. Undertake relevant and regular surveys on industrial competitiveness, informal trade and employment.

10. Collect and disseminate world market prices and standards requirements for Gambian exports.

11. Subscribe to high speed internet connectivity.

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12. Develop an understanding with GBoS on sharing and harmonization of statistical data for timely publications.

7.3 Financing the MTP

To facilitate the implementation of the MTP, MOTIE directorates, Departments and Agencies will formulate annual work programme highlighting activities that will be funded from the national budget. MOTIE, with the support of the EIF programme, will develop Tier 2 projects for funding from the Aid for Trade (AfT) initiative as well as from EIF Trust Funds resources. In that regard, Bilateral and Multilateral cooperation with development partners will be strengthened and MOTIE will work closely with the Donor Facilitator to mobilize resources for these projects.

7.4 Implementation of the MTP

The implementation of the MTP will be monitored by MOTIE through an MTP Coordinating Committee. The MTP Coordinating Committee (MTP-CC) will be chaired by the Permanent Secretary of MOTIE and consists of the Deputy Permanent Secretaries of MOTIE, Heads of GCC, GIEPA, TGSB, Labour Department, Heads MOTIE Directorates and Units, and Project Managers of MOTIE, The MTP-CC will meet quarterly.

The Ministry will act as secretariat to the MTP-CC with a pivotal role of guiding the development of all sectors under its purview during the implementation period of this MTP.

The MTP-CC shall have the overall policy responsibility for ensuring the effective development, execution and achievement of the set objectives, including:

Monitoring progress and achievement of the MTP. Overseeing the implementation of programmes and activities in the MTP Collaborating with the MOFEA to monitor all trade-related-aid into the country. Identifying the financing gaps in programmes of the MTP and bring it the attention of

the Aid for trade Ministerial Committee for resource mobilization.

To enable the monitoring of progress, a log frame (annex 1) has been developed to trace the progress in attaining the objectives of the MTP. The Log frame sets the objectives, expected outcomes, the indicators and indicative targets for each year of the implementation period (2013 to 2016). The year 2011 sets the baselines for measuring progress over the subsequent years. MOTIE with the support of the EIF NIU will formulate a Monitoring and Evaluation (M&E) Framework for the MTP.

A costed action plan (annex 2) is also prepared detailing the strategies and related activities and projects that will be pursued during the implementation period. MOTIE will collaborate with the relevant sectors for the implementation of the activities and projects that fall outside MOTIE.

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ANNEX 1- THE LOGICAL FRAMEWORK

SPECIFICOBJECTIVE

EXPECTEDOUTCOME

PERFORMANCE INDICATOR

BASE YEAR2015

2016 2017 2018 2019 2020

PROGRAMME 1: ADMINISTRATION, HUMAN RESOURCE DEVELOPMENT

To improve the administrative mechanism and attract, develop, and retain quality staff.

Sub-Programme 1.1: Administrative and Institutional Reform

An effective administrative structure that can support the efficient implementation of the ministry’s mandate in place.

A reviewed and updated MOTIE organogram

Current MOTIE organogram

Review and update MOTIE organogram

Identify and fill gaps in the new organogram

Identify and fill gaps in the new organogram

Coordination committee for the coordination of activities of MOTIE and its departments and agencies established

Terms of reference and number of meetings held

No coordinating committee

Identify committee members, develop TOR, inaugurate and started meetings

Minimum of 4 meetings

Minimum of 4 meetings

Minimum of 4 meetings

Minimum of 4 meetings

Capacity building plan developed, implementation of the plan started and hold quarterly meetings

Implementation of a capacity building plan and quarterly meetings

Implementation of a capacity building plan and quarterly meetings

Implementation n of a capacity building plan and quarterly meetings

Implementation n of a capacity building plan and quarterly meetings

A functional monitoring system established to track progress in the implementation of activities.

Number of monitoring reports

No monitoring system in place

Develop TOR and hire/Identify M&E officer

Prepare and submit quarterly M&E reports

Prepare and submit quarterly M&E reports

Prepare and submit quarterly M&E reports

Prepare and submit quarterly M&E reports

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Sub-Programme 1.2: Capacity Building

Highly competent and professional staff hired, trained and maintained

% of professional staff recruited - MOTIE

65% 70% 75% 80% 90% 100%

W&M NA 60% 65% 75% 85% 100%Labour Department NA 70% 75% 85% 90% 100%GIEPA NA 70% 75% 85% 90% 100%GCCPC NA 70% 75% 85% 90% 100%TGSB NA 70% 75% 85% 90% 100%

Training plans of MOTIE Institutions

Training plans in place

Each MOTIE institution develops/update a training plan for staff

Implement 10% of training plan

Implement 30% of training plan

Implement 30% of training plan

Implement 30% of training plan

Types of incentive packages introduced for the professional staff

Agree on the types of incentives for different levels of staff and endorsed by MOTIE

Implement incentive package for staff

Implement incentive package for staff

Implement incentive package for staff

Implement incentive package for staff

Implement incentive package for staff

PROGRAMME 2: DOMESTIC AND INTERNATIONAL TRADE DEVELOPMENTSub-Programme2.1: Trade Facilitation

To expedite the movement, releases, reduce cost and time and clearance of goods including goods in transit.

Imports and exports custom procedures are expedited

% of Custom officials and clearing agents capacitised on improved processing and clearance of goods

Simplified customs procedures and reduction of time needed to carry out imports/exports transactions

Weak capacity of customs and clearing agents

At least 30 customs officials and 30 clearing agents trained

At least 30 customs officials and 30 clearing agents trained

At least 30 customs officials and 30 clearing agents trained

At least 30 customs officials and 30 clearing agents trained

At least 30 customs officials and 30 clearing agents trained

Effective functioning of the national trade

In adequate capacity of the

One training and at least 4 meetings

One training and at least 4

One training and at least 4

One training and at least 4

One training and at least 4

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facilitation committee, number of meetings held and number of issues addressed

Trade Facilitation Committee

meetings meetings meetings meetings

GRA strengthens collaboration with custom authorities in the sub region, number of agreements/MOUs signed

Weak collaboration with customs authorities in the sub-region

GRA signs one agreement/MOU with one customs authority

GRA signs one agreement/MOU with one customs authority

GRA signs one agreement/MOU with one customs authority

GRA signs one agreement/MOU with one customs authority

Number of sensitization sessions of the trade facilitation stakeholders and number stakeholders sensitized

Limited awareness of trade facilitation issues by stakeholders

2 sensitization sessions and at least 30 stakeholders sensitized

2 sensitization sessions and at least 30 stakeholders sensitized

2 sensitization sessions and at least 30 stakeholders sensitized

2 sensitization sessions and at least 30 stakeholders sensitized

2 sensitization sessions and at least 30 stakeholders sensitized

Number of resource mobilization consultations, amount of resources mobilized and number of trade facilitation infrastructures built.

Weak/inadequate trade facilitation infrastructure

2 resource mobilization consultations

2 resource mobilization consultations

Secure resources to implement one trade facilitation project

2 resource mobilization consultations

Implement one trade facilitation project

2 resource mobilization consultations

Implement one trade facilitation project

2 resource mobilization consultations

Implement one trade facilitation project

Sub-Programme2.2: Trade Cooperation and Promotion

To expand existing markets as well as to explore opportunities in emerging markets with a view to increasing export

Enhanced market access for increased export volume

Number of sensitization and training sessions on existing and new marketing opportunities and their rules of origin

Limited knowledge and utilization of existing and new market opportunities

One sensitization and one training session

One sensitization and one training session

One sensitization and one training session

One sensitization and one training session

One sensitization and one training session

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volume. Developed Gambia rules of origin

No Gambia rules of origin

Develop Gambia rules of origin

Number of trade promotion tools developed

Limited or no trade promotion tools

Develop one trade promotion tool

Develop one trade promotion tool

Develop one trade promotion tool

Develop one trade promotion tool

Number of export market research conducted in emerging markets for export products diversification

No market research conducted

Conduct one market research

Conduct one market research

Conduct one market research

Conduct one market research

Conduct one market research

Institutional cooperation with partners strengthened

The Gambia’s Permanent Mission in Geneva established and operational

No Gambia Permanent Mission in Geneva

Permanent Mission in Geneva included in the government budget and head mission appointed and sent

Mission staffed and start operations

A functioning mission

A functioning mission

A functioning mission

Regular working sessions conducted by the Trade Negotiations Advisory Group

Limited working session conducted

Conduct quarterly working sessions

Conduct quarterly working sessions

Conduct quarterly working sessions

Conduct quarterly working sessions

Conduct quarterly working sessions

Resources secured for the implementation of the NES and MTP

Developed Aid for Trade (AfT) resource mobilization strategy (for NES , MTP )

No AfT strategy AfT strategy developed

Trade strategy developed

No Trade Strategy Develop proposal and develop trade strategy

Implement trade strategy

Implement trade strategy

Implement trade strategy

Implement trade strategy

Number of Aid for Trade Resource Mobilization events conducted; amount of resources mobilised

No Aft resource mobilization events conducted and limited resources mobilized

Conduct one AfT resource mobilization event organized

Conduct one AfT resource mobilization event organized

Conduct one AfT resource mobilization event organized

Conduct one AfT resource mobilization event organized

Sub-Programme 2.3: Standards and Quality Development

To enhance compliance to

A functional national quality

Capacity of quality infrastructure built to

No accredited laboratories to

Implementation of the National

Implementation of the National

Implementation of the

Implementation of the

Implementation of the National

63

domestic and international standards, as well as technical regulations.

infrastructure to ensure safer, healthier and more environmentally friendly products and services for enhanced market access;

provide testing and related quality services;

Number of accredited testing laboratories

provide testing services

Limited quality services available

Quality Policy

1 laboratory accredited

Quality Policy

1 laboratory accredited

National Quality Policy

1 laboratory accredited

National Quality Policy

1 laboratory accredited

Quality Policy

1 laboratory accredited

Assessment of quality infrastructure conducted

No assessment of the status of the quality infrastructure

Conduct assessment of the quality infrastructure and validate report

Advocate for the implementation of assessment recommendations

Advocate for the implementation of assessment recommendations

Advocate for the implementation of assessment recommendations

Advocate for the implementation of assessment recommendations

Increased stakeholders awareness of and compliance with national and international quality and standards

Reduction of rapid alerts

Limited stakeholder awareness and compliance with national and international quality and standards

Conduct 2 sensitization campaigns of stakeholders on quality and standards

Conduct 2 sensitization campaigns of stakeholders on quality and standards

Conduct 2 sensitization campaigns of stakeholders on quality and standards

Conduct 2 sensitization campaigns of stakeholders on quality and standards

Conduct 2 sensitization campaigns of stakeholders on quality and standards

E-PING SPS and TBT rapid alert system established

No E-PING SPS and TBT rapid alert system

Establish E-PING SPS and TBT rapid alert system

Operate and maintain E-PING SPS and TBT rapid alert system

Operate and maintain E-PING SPS and TBT rapid alert system

Operate and maintain E-PING SPS and TBT rapid alert system

Operate and maintain E-PING SPS and TBT rapid alert system

Number of new standards and technical regulations developed in the priority sectors;

Limited standards and technical regulations

Develop 3 new standards and technical regulations in the priority sectors

Develop 3 new standards and technical regulations in the priority sectors

Develop 3 new standards and technical regulations in the priority sectors

Develop 3 new standards and technical regulations in the priority sectors

Develop 3 new standards and technical regulations in the priority sectors

Sub-Programme 2.4: Competition and Consumer Welfare

Ensure adherence to fair trading practices for the

The consumer welfare enhanced

A new Gambia Legal Metrology Law

The 1977 legal metrology law

Enact a new Gambia Legal Metrology Law

Enforcement of The Gambia Legal

Enforcement of The Gambia Legal

Enforcement of The Gambia Legal

Enforcement of The Gambia Legal

64

protection of consumer welfare.

through greater compliance to competition and consumer protection laws.

Enacted and enforced. by the National Assembly

Metrology Law Metrology Law

Metrology Law

Metrology Law

The capacity of GCCPC strengthened through training programmes on competition and consumer welfare

Weak capacity of GCCPC

4 training courses (2 on competition and 2 on consumer protection) undertaken by staff

4 training courses (2 on competition and 2 on consumer protection) undertaken by staff

4 training courses (2 on competition and 2 on consumer protection) undertaken by staff

4 training courses (2 on competition and 2 on consumer protection) undertaken by staff

4 training courses (2 on competition and 2 on consumer protection) undertaken by staff

PROGRAMME 3: INDUSTRIAL AND ENTERPRISE DEVELOPMENT

Sub-Programme 3.1: MSME Development

Create an enabling environment to enhance productivity and growth of MSMEs to increase their contribution to national development

Productivity and growth of MSMEs enhanced

MSME Development Fund established

Number of MSMEs supported through the fund

No MSME fund

Limited support to MSMEs

Develop a strategy to establish MSME fund

Establish MSME fund and start providing support to 10 MSMEs

Sustain MSME fund and provide support to 10 MSMEs

Sustain MSME fund and provide support to 10 MSMEs

Sustain MSME fund and provide support to 10 MSMEs

Recommendations of the MSME Cluster Development Strategy Implemented

MSME Cluster Development Strategy developed

Implement recommendations of the MSME Cluster Development Strategy

Implement recommendations of the MSME Cluster Development Strategy

Implement recommendations of the MSME Cluster Development Strategy

Implement recommendations of the MSME Cluster Development Strategy

Implement recommendations of the MSME Cluster Development Strategy

Number of regional Single Window Business Registration Centres established

One Single Window Business Registration Centre established in Banjul

Establish 1 regional Single Window Business Registration Centre

Establish 1 regional Single Window Business Registration Centre

Establish 1 regional Single Window Business Registration Centre

65

A framework developed to encourage large companies with government contract to Sub-contract MSMEs

Number of MSMEs that have been sub-contracted

No framework developed

Develop framework to encourage large companies with government contract to Sub-contract MSMEs

Number of updates of the MSME Database

MSME database not updated

Update of the MSME Database

Update of the MSME Database

Update of the MSME Database

Update of the MSME Database

Update of the MSME Database

A framework developed for enhanced access to concessionary financing

Increasing access to financing

Limited access to finance

Develop a framework for enhanced access to concessionary financing

Number of agro-processing centers trained on international packaging and labeling standards

Poor quality of packaging and labelling

One training session conducted

One training session conducted

One training session conducted

One training session conducted

One training session conducted

Sub-Programme 3.2: Investment Promotion

To promote and facilitate private investment, both domestic and foreign in The Gambia and give investors’ confidence in the laws and

Increased investment confidence andgrowth in investments with a robust, diversified economy that promote value

Updated Investment Policy

The Private Sector Development Strategy implemented

Out dated Investment Policy

New Private Sector Development Strategy

Update the Investment Policy 1999

Implement the Private Sector Development Strategy

Implementation of the Investment Policy and Private Sector Development Strategy

Implementation of the Investment Policy and Private Sector Development Strategy

Implementation of the Investment Policy and Private Sector Development Strategy

Implementation of the Investment Policy and Private Sector Development Strategy

66

regulations that impinge on their decisions

addition

Number of inward and outward missions undertaken to targeted countries

No inward and outward missions undertaken to targeted countries

Undertake 1 inward and outward missions to targeted countries

Undertake 1 inward and outward missions to targeted countries

Undertake 1 inward and outward missions to targeted countries

Undertake 1 inward and outward missions to targeted countries

Undertake 1 inward and outward missions to targeted countries

% area of J22 Business Park developed

Limited development of the J22 Business Park

Conduct promotional activities

Conduct promotional activities

Conduct promotional activities

Conduct promotional activities

Conduct promotional activities

Regulations formulated to improve access to land for investments.

Formulate regulations to improve access to land for investments.

Enforce regulations to improve access to land for investments.

Enforce regulations to improve access to land for investments.

Enforce regulations to improve access to land for investments.

Sub-Programme 3.3: Industrial Development

To expand productive employment in the manufacturing sectorTo expand technological capacity in the manufacturing sector

Increased GDP contribution by the manufacturing sector and

Increased export volumes of manufactures

Updated Industrial Policy and Strategy

Progress of implementation of Industrial Policy and Strategy

Newly updated Industrial Policy and Strategy

Implementation of Updated Industrial Policy and Strategy

Implementation of Updated Industrial Policy and Strategy

Implementation of Updated Industrial Policy and Strategy

Implementation of Updated Industrial Policy and Strategy

Implementation of Updated Industrial Policy and Strategy

Strategy developed to encourage the effective utilization of the ETLS by certified by certified companies

Limited utilization of the ETLS

No strategy exist

Develop a strategy to encourage the effective utilization of the ETLS by certified

Implement strategy

Implement strategy

Implement strategy

Implement strategy

67

Number of companies utilizing the ETLS

Increased value of exports through ETLS

by certified companies to promote exports of industrial products.

Type of selective tax measures adopted to protect strategic domestic labor-intensive industries

Number of labour intensive industries benefiting from the tax measure

Weak labour intensive industries

Adoption of selective tax measures to protect strategic domestic labor-intensive industries to enhance their growth.

Implement tax measures

Implement tax measures

Implement tax measures

Implement tax measures

To increase industrial exportsTo promote linkages between agriculture, fisheries and industry, particularly the manufacturing sector

National Entrepreneurship Policy developed

Validated National Entrepreneurship Policy document

National Entrepreneurship Strategy

Develop a National Entrepreneurship Policy Document

Implementation of the policy

Implementation of the policy

Implementation of the policy

Implementation of the policy

A policy framework Develop to encourage the participation of indigenous enterprises in government contracts.

Validated policy framework document

No policy framework

Develop a policy framework to encourage the participation of indigenous enterprises in government contracts.

Implementation of policy

Implementation of policy

Implementation of policy

Implementation of the policy

Number of advocacy activities conducted for the establishment of a Development Bank

Limited or no advocacy

Implementation of advocacy 2 activities for the establishment of a Development

Implementation of advocacy 2 activities for the establishment of a Development

Implementation of advocacy 2 activities for the establishment

Implementation of advocacy 2 activities for the establishment

Implementation of advocacy 2 activities for the establishment of a Development

68

Bank Bank of a Development Bank

of a Development Bank

Bank

Number of industrial surveys conducted

Industrial survey reports

No surveys Conduct 1 industrial survey to map industrial operators and their respective activities

Conduct 1 industrial survey to map industrial operators and their respective activities

Conduct 1 industrial survey to map industrial operators and their respective activities

Established Regional Vocational Training and Incubation Centre

None Establishment of the Regional Vocational Training and Incubation Centre

Operation and sustainability of Incubation Centre

Operation and sustainability of Incubation Centre

Operation and sustainability of Incubation Centre

Number of advocacy activities conducted for the establishment of an Industrial Zone

Limited advocacy Implement 2 Advocacy activities for the establishment of an Industrial Zone

Implement 2 Advocacy activities for the establishment of an Industrial Zone

Implement 2 Advocacy activities for the establishment of an Industrial Zone

Implement 2 Advocacy activities for the establishment of an Industrial Zone

Implement 2 Advocacy activities for the establishment of an Industrial Zone

To promote R&D in academia to support industrial development

A viable partnership between academia

Framework developed and validated for industry/academia/government collaboration to support R&D innovation

Level of collaboration industry/academia/government collaboration to support R&D innovation

No framework

Limited collaboration industry/academia/government collaboration to support R&D innovation

Develop a framework for industry/academia/government collaboration to support R&D innovation

Advocate for the implementation of framework

Advocate for the implementation of framework

Advocate for the implementation of framework

Advocate for the implementation of framework

69

PROGRAMME 4: EMPLOYMENT PROMOTION

Sub-Programme 4.1: Employment Creation and Skills Development

To Promote a well-educated, skilled, versatile, self-reliant and enterprising labour force with a view to increase gainful employment

Highly skilled human resource base that matches the requirements of the employers

Validated skills need analysis report to assess the gap in the labour market

No skill assessment

Conduct 1 skills need analysis to assess the gap in the labour market

Conduct 1 skills need analysis to assess the gap in the labour market

Developed trainers’ manual to address identified skills gap

No trainers’ manual

Development of trainers’ manual to address identified skills gap

Advocate for training institutions to address skill gaps

Advocate for training institutions to address skill gaps

Number annual surveys and tracer studies carried out to determine impact of new training programmes on the labour market.

No surveys or tracer studies conducted

Carry out 1 annual surveys and tracer study to determine impact of new training programmes on the labour market.

Carry out 1 annual surveys and tracer study to determine impact of new training programmes on the labour market.

Carry out 1 annual surveys and tracer study to determine impact of new training programmes on the labour market.

Carry out 1 annual surveys and tracer study to determine impact of new training programmes on the labour market.

Carry out 1 annual surveys and tracer study to determine impact of new training programmes on the labour market.

Approved legal framework for establishment and operation of Job Centres

Number of job centresestablished

No legal framework

No job centres

Development of a legal framework for establishment and operation of Job Centres

Sensitization and advocacy for the establishment of 1 job centre

Sensitization and advocacy for the establishment of 1 job centre

Sensitization and advocacy for the establishment of 1 job centre

Sensitization and advocacy for the establishment of 1 job centre

Revised and updated Labour Act

Number of labour cases

Weak labour laws Review and update of the Labour Act 2007

Implementation of the new labour law

Implementation of the new labour law

Implementation of the new labour law

Implementation of the new labour law

70

reported and resolved and level of compliance to the new labour law

Number of advocacy programmes on child labour, Revised Labour Act 2007 and international labour standards

Level of compliance to labour laws

Limited advocacy programmes

Conduct 4 advocacy programmes on child labour, Revised Labour Act 2007 and international labour standards

Conduct 4 advocacy programmes on child labour, Revised Labour Act 2007 and international labour standards

Conduct 4 advocacy programmes on child labour, Revised Labour Act 2007 and international labour standards

Conduct 4 advocacy programmes on child labour, Revised Labour Act 2007 and international labour standards

Conduct 4 advocacy programmes on child labour, Revised Labour Act 2007 and international labour standards

Number of advocacy activities conducted

Legislation on expatriate quota established

No legislation Implement 2 advocacy activities for the establishment of legislation on expatriate quota

Implement 2 advocacy activities for the establishment of legislation on expatriate quota

Implement 2 advocacy activities for the establishment of legislation on expatriate quota

Implement 2 advocacy activities for the establishment of legislation on expatriate quota

Implement 2 advocacy activities for the establishment of legislation on expatriate quota

Sub-Programme 4.2 Promotion of Labour Intensive Technologies 5.2

To create employment opportunities through the promotion of labour intensive technologies in the relevant

Enhanced level of employment in the economy

Number of employment created resulting from apprenticeship programmes

Weak linkages between apprenticeship programmes with labour market

Organize 2 forums that create linkages between apprenticeship programmes with labour market

Organize 2 forums that create linkages between apprenticeship programmes with labour market

Organize 2 forums that create linkages between apprenticeship programmes with labour market

Organize 2 forums that create linkages between apprenticeship programmes with labour market

Organize 2 forums that create linkages between apprenticeship programmes with labour market

71

sectors. Number of researches conducted in the area of labour-intensive work/technology;

Limited or no researches

Conduct 1 research in the area of labour-intensive work/technology

Conduct 1 research in the area of labour-intensive work/technology

Conduct 1 research in the area of labour-intensive work/technology

Number of job creation schemes

Number of jobs created through such schemes

Limited job creation schemes

Establish 1 job creation scheme

Establish 1 job creation scheme

Establish 1 job creation scheme

Establish 1 job creation scheme

Establish 1 job creation scheme

Number of informal sector operators upgraded certificated

Large number of informal sector operators with no certificates

Certification and upgrading of 100 informal sector operators

Certification and upgrading of 100 informal sector operators

Certification and upgrading of 100 informal sector operators

Certification and upgrading of 100 informal sector operators

Certification and upgrading of 100 informal sector operators

Number of sensitisation/advocacy campaigns conducted to promote cultural acceptance of blue collar jobs

Low prestige of and cultural acceptance of blue collar jobs

Conduct 2 sensitisation/advocacy campaigns to promote cultural acceptance of blue collar jobs;

Conduct 2 sensitisation/advocacy campaigns to promote cultural acceptance of blue collar jobs;

Conduct 2 sensitisation/advocacy campaigns to promote cultural acceptance of blue collar jobs;

Conduct 2 sensitisation/advocacy campaigns to promote cultural acceptance of blue collar jobs;

Conduct 2 sensitisation/advocacy campaigns to promote cultural acceptance of blue collar jobs;

Sub-Programme 4.3: Decent Work Country Programme

To facilitate the creation of decent and productive employment that will translate to a sustainable

Employment and Self-employment opportunities particularly for youth, women

Approved budget of the identified activities of DWCP

Amount of resources the Mobilize resources

Lack of funding for DWCP

Budgeting of the

identified

activities of

DWCP

Mobilize 20%

of resources for

the

implementation

Mobilize 20%

of resources

for the

implementatio

Mobilize 30%

of resources

for the

implementatio

Mobilize 30%

of resources for

the

implementation

72

economic growth and Poverty Reduction

and special needs persons increased in all major sectors of the economy and more occupational Safety and Health incidents in the workplace reduced A credible and functional Labour Market Information system (LMIS) for policy decisions.

for the implementation of DWCP

of DWCP n of DWCP n of DWCP of DWCP

PROGRAMME 5: STATISTICS DEVELOPMENT

Put in place a fully developed and effective Statistics Division for MOTIETo establish an operational integrated data management systemRegularly generate and disseminate trade, industry and

A functional statistics division established

Developed a Terms of Reference for MOTIE Statistics Division

No terms of reference

Develop a Terms of Reference for MOTIE Statistics Division

Number of staff recruited the required personnel for the Division

2 staff Recruit the required personnel for the Division

A functional data management system established

Data management tools procured and installed

Limited data management tools available

Procure and install data management tools

Developed guidelines and standards for data management

Develop guidelines and standards for data

73

employment statistics in a timely manner

Trade, Industry and Employment statistics available for use

management

Number of statistics reports published

Only trade statistics reports every six months

Collect, process and disseminate quarterly trade statistics

Collect, process and disseminate quarterly trade, industry and employment related statistics

Collect, process and disseminate quarterly trade, industry and employment related statistics

Collect, process and disseminate quarterly trade, industry and employment related statistics

Collect, process and disseminate quarterly trade, industry and employment related statistics

Approved framework for collection of data on domestic and cross border trade developed.

No framework exist

Recruit a consultant to develop a framework for collection of data on domestic and cross border trade.

A regularly updated database on industrial, measuring and weighing and competition issues established

No database exist Collect and establish a database on industrial, measuring and weighing and competition issues

Maintain and update database

Maintain and update database

Maintain and update database

Maintain and update database

Number of surveys on industrial competitiveness, informal trade and employment undertaken and published.

No surveys conducted

Undertake 1 survey on industrial competitiveness, informal trade and employment.

Undertake 1 survey on industrial competitiveness, informal trade and employment.

Undertake 1 survey on industrial competitiveness, informal trade and employment.

Undertake 1 survey on industrial competitiveness, informal trade and employment.

Undertake 1 survey on industrial competitiveness, informal trade and employment.

Number of Gambia export products world market prices and standards requirements

No world market prices collected and disseminated

Collect and disseminate world market prices and standards

Collect and disseminate world market prices and

Collect and disseminate world market prices and

Collect and disseminate world market prices and

Collect and disseminate world market prices and

74

collect and disseminated

requirements for all Gambian export products

standards requirements for all Gambian export products

standards requirements for all Gambian export products

standards requirements for all Gambian export products

standards requirements for all Gambian export products

Reliable high speed internet connectivity

Reliable high speed internet connectivity

Maintain subscription to a high speed internet connectivity

Maintain subscription to a high speed internet connectivity

Maintain subscription to a high speed internet connectivity

Maintain subscription to a high speed internet connectivity

Maintain subscription to a high speed internet connectivity

Timelines of GBoS in sharing and harmonization of statistical data for timely publications

No shared understanding of data sharing and harmonization

Develop an understanding with GBoS on sharing and harmonization of statistical data for timely publications

ANNEX 2- PRIORITY ACTION PLAN AND BUDGET

75

Objective Outcome Activity Responsible Parties Time Frame and Budget (US$) Total Amount US$

2016 2017 2018 2019 2020

PROGRAMME 1: ADMINISTRATION, HUMAN RESOURCE DEVELOPMENT

Sub-Programme 1.1: Administrative and Institutional Reform

To improve the administrative mechanism and attract, develop, and retain quality staff

Effective administrative structure that can support the efficient implementation of the ministry’s

Review and update the Ministry’s organogram

MOTIE 0 0

Establish Coordination and Monitoring framework

MOTIE 2,000 0 0 0 0 2,000

Conduct monitoring and evaluation exercise to track progress in the implementation of activities

MOTIE 500 500 500 500 500 2,500

Organize periodic consultations and meeting

MOTIE 1,000 1,000 1,000 1,000 1,000 5,000

Sub-Programme 1.2: Capacity Building

Highly competent and professional staff hired, trained and maintained

Fill the relevant positions with competent and professional staff in the updated organogram

MOTIE, PMO, 0 0 0 0 0 0

Update and implement the Ministry’s training plan

MOTIE, EIF, PMO 100,000 100,000 100,000 100,000 100,000 500,000

Introduce incentive package for the professional staff

MOTIE 40,000 40,000 40,000 40,000 40,000 200,000

PROGRAMME 2: DOMESTIC AND INTERNATIONAL TRADE DEVELOPMENTSub-Programme2.1: Trade Facilitation

To expedite the

Import and exports and

Training of Custom and Clearing Agents to

MOTIE, GRA, 3000 3,000 3000 3,000 3,000 15,000

76

movement, releases, reduce cost and time and clearance of goods including goods in transit

custom procedures are expedited

improve processing and clearance of goods.Conduct training for the national trade facilitation committee for effective monitoring

MOTIE 10,000 10,000 10,000 10,000 10,000 50,000

Participate in customs bilateral meetings with trading partners in the sub-region

MOTIE 6,500 6,500 6,500 6,500 6,500 32,500

Sensitization of the trade facilitation stakeholders

MOTIE 5,000 5,000 5,000 5,000 5,000 25,000

Development of 2 project documents on trade facilitation

MOTIE, GRA, MOTWI, GPA

20,000 0 20,000 0 0 40,000

Support the process of resource mobilizations to improve the trade facilitation infrastructures.

MOTIE 18,750 18,750 18,750 18,750 18,750 93,750

Sub-Programme2.2: Trade Cooperation and Promotion

To expand existing markets as well as to explore opportunities in emerging markets with a view to increasing export volume

Enhanced market access for increased export volume

Conduct export market research in emerging markets for export products diversification

MOTIE, GIEPA 3,000 3,000 3,000 3,000 3,000 15,000

Conduct sensitization and training on existing and new market opportunities and their Rules of Origin

MOTIE, GRA, GIEPA 0 30,000 0 0 0 30,000

Develop The Gambia’s Rules of Origin

MOTIE,GCCI,GIEPA,GRA

20,000 0 0 0 0 20,000

Sensitization on The Gambia’s Rules of

MOTIE, GCCI,GIEPA 5,000 5,000 0 0 0 10,000

77

OriginInstitutional cooperation with partners strengthened;

Develop trade promotion materials (flyers, web based publications, etc)

GIEPA 0 10,000 10,000 500 0 20,500

Permanent Mission Established

Follow up for the establishment of The Gambia’s Permanent Mission in Geneva

MOTIE, MOFA, MOFEA, OP

0 0 0 0 0 0

Working Sessions organized

Conduct working and training sessions for the Trade Negotiations Advisory Group

MOTIE 10,000 10,000 10,000 10,000 10,000 50,000

Strategy developed

Develop a Aid for Trade resource mobilization strategy (NES , MTP ,EIF)

MOTIE,GIEPA, MOFEA

10,000 0 0 10,000 10,000 30,000

Develop a trade Strategy

MOTIE, EIF 15,000 0 0 0 0 15,000

Resources secured

Aid for Trade Resource Mobilization

MOFEA, MOTIE, GIEPA

30,000 30,000 0 60,000

Sub-Programme 2.3: Standards and Quality Development

To enhance compliance to domestic and international standards, as well as technical regulations

A functional national quality infrastructure

Develop and implement projects to build capacity of quality infrastructure;

MOTIE, TGSB, FSQA 20,000 600,000 600,000 1,220,000

Conduct assessment of quality infrastructure;

TGSB, FSQA, NARI, MOHSW, DOF

15,000 0 0 0 0 15,000

Conduct a national sensitization of relevant stakeholders;

TGSB, FSQA, NARI, MOHSW, DOF

5,000 5,000 0 5,000 15,000

Establish E-PING SPS and TBT rapid alert system;

TGSB, MOTIE 15,000 15,000 30,000

Support the development of

TGSB, MOTIE 5,000 5,000 5,000 5,000 5,000 25,000

78

standards and technical regulations in the priority sectors;Support the development of a proposal to support the accreditation of micro-biology and aflatoxin laboratories

MOTIE, NARI, MOA, DOA

10,000 10,000 10,000 10,000 40,000

Amendment of the Legal Metrology Bill to include institutional and financial provisions for TGSB enforcement

MOTIE, TGSB, MOJ and Weights and Measures Bureau

0 0 0 0 0 0

SUB-PROGRAMME 2.4: COMPETITION AND CONSUMER WELFARE

Ensure adherence to fair trading practices for the protection of consumer welfare

The consumer welfare enhanced through greater compliance to competition and consumer protection laws

Enactment of The Gambia Legal Metrology Law and amendment of TGSB Act to merge Weights and Measures into TGSB.

MOTIE, TGSB, Weights and Measures

0 0

Strengthen the capacity of TGSB to effective implement the Gambia Standards Bureau Act and the Gambia Legal Metrology Law.

MOTIE, TGSB 40,000 30,000 30,000 30,000 30,000 160,000

Strengthen the capacity of GCCPC through training programmes on competition and consumer welfare

MOTIE, GCCPC 15,000 15,000 15,000 15,000 15,000 75,000

PROGRAMME 3: INDUSTRIAL AND ENTERPRISE DEVELOPMENT

Sub-Programme 3.1: MSME Development

79

Create an enabling environment to enhance productivity and growth of MSMEs to increase their contribution to national development

Productivity and growth of MSMEs enhanced

MSMEs in the informal sector formalized

Develop a strategy to establish MSME Development Fund to support the establishment and development of MSMEs

MOTIE, GIEPA 8,000 8,000

Implement the recommendations from the MSME Cluster Development Strategy

MOTIE, GIEPA 10,000 10,000 10,000 10,000 10,0000 50,000

Support the establishment of regional Single Window Business Registration Centers

MOTIE, MOJ 30,000 30,000 30,000 90,000

Develop a framework to encourage large companies with government contract to Sub-contractMSMEs

MOTIE, MOFEA, MOTWI

1,000 500 0 0 0 1,500

Conduct periodic updates of the MSME Database

MOTIE, GIEPA 500 500 500 500 500 2,500

Develop a framework for enhanced access to concessionary financing

MOTIE, GIEPA, MOFEA, CBG

3,000 500 3,000

Engage agro-processing centers to provide training on packaging and labeling that meet international standards

MOTIE, EIF 15,000 15,000 15,000 15,000 15,000 75,000

Sub-Programme 3.2: Investment Promotion

80

To promote and facilitate private investment, both domestic and foreign in The Gambia and give investors’ confidence in the laws and regulations that impinge on their decisions

Increased investment confidenceGrowth in investments

Robust, diversified economypromote value addition, % area of J22 Business Park developed

Update the Investment Policy 1999 and Implement the Private Sector Development Strategy

MOTIE, GIEPA 5,000 20,000 20,000 20,000 20,000 85,000

Pursue inward and outward missions to targeted countries

MOTIE, GIEPA, OP 60,000 60,000 60,000 60,000 60,000 300,000

Promote the J22 Business Park as an EPZ

MOTIE, GIEPA, OP 20,000 20,000 20,000 20,000 20,000 100,000

Advocate for formulation of regulations to improve access to land for investments.

OP, MOTIE, GIEPA, MOLRG, Dept. Lands

0 0 0 0 0 0

Sub-Programme 3.3: Industrial Development

To expand productive employment in the manufacturing sectorTo expand technological capacity in the manufacturing sectorTo increase industrial exportsTo promote linkages

Increased GDP contribution by the manufacturing sector;

Increased export volumes of manufactures;

A viable partnership between academia and industry

Update of the 1996 Industrial Policy and Strategy

MOTIE, GIEPA 30,000 0 0 0 0 30,000

Facilitate the effective utilization of the ETLS by certified companies to promote exports of industrial products.

MOTIE 5,000 5,000 5,000 5,000 5,000 15,000

Consolidate the National Entrepreneurship Strategy into a Policy Document

MOTIE, GIEPA 5,000 0 0 0 0 5,000

Develop a policy framework to

MOTIE, GIEPA, MOFEA, GPPA

10,000 0 0 0 0 10,000

81

between agriculture, fisheries and industry, particularly the manufacturing sectorTo promote R&D in academia to support industrial development

created encourage the participation of indigenous enterprises in government sub-contracts.

Advocate for the establishment of a Development Bank

MOTIE, MOFEA, CBG,MOA,GIEPA

0 0 0 0 0 0

Conduct industrial surveys to map industrial operators and their respective activities

MOTIE 500 500 500 500 500 2,500

Establishment of the Regional Vocational Training and Incubation Centre

MOTIE, GIEPA, GCCI 5,000 5,000 10,000 15,000 20,000 55,000

Advocate for the establishment of an Industrial Zone

MOTIE, GIEPA, Dept. of Lands, OP, MOLRG

0 0 0 0 0 0

Develop a framework for industry/academia/government collaboration to support R&D innovation

MOTIE, UTG, AGM, GIEPA, Vocational Centres, RDI

2,000 0 0 0 0 2,000

PROGRAMME 4: EMPLOYMENT PROMOTION

Sub-Programme 4.1: Employment Creation and Skills DevelopmentTo Promote a well-educated, skilled, versatile, self-

Highly skilled human resource base that matches the

Conduct a skills need analysis to assess the gap in the labour market

MOTIE, Department of Labour, NTA, AGM

60,000 0 0 60,000 120,000

Development of MOTIE, NTA, 5,000 0 0 0 0 5,000

82

reliant and enterprising labour force with a view to increase gainful employment

requirements of the employers

trainers’ manual to address identified skills gap;

Department of Labour

Carry out annual surveys and tracer studies to determine impact of new training programmes on the labour market.

MOTIE, Department of Labour, UTG, NTA, GBoS

8,000 7,500 7,000 7,000 29,500

Development of a legal framework for establishment and operation of Job Centres

MOTIE, Department of Labour, GCCI

5,000 0 0 0 5,000

Review, update and implement the Labour Act 2007

MOTIE, Department of Labour

25,000 0 0 0 0 25,000

Conduct advocacy programmes on child labour, Revised Labour Act 2007 and international labour standards

MOTIE, Department of Labour

5,000 0 5,000 10,000

Advocacy for the establishment of legislation on expatriate quota

MOTIE, Department of labour,OVP,GRA,MOFEA, Expatriate Secretariat

700 700 1,400,

Sub-Programme 4.2 Promotion of Labour Intensive TechnologiesTo create employment opportunities through the promotion of labour intensive technologies

Enhanced level of employment in the economy

Create linkages between apprenticeship programmes with labour market

MOTIE, NAQAA (NTA)

7,000 5,000 5,000 700 700 18,400

Conduct/ intensify research in the area of labour-intensive work/technology;

Gamworks, MOTIE,GTTI, UTG,

10,000 8,000 6,000 5,000 5,000 34,000

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in the relevant sectors. Expand job creation

schemes such as solid waste management and disposal programmes

MOTIE,NEA,NAQAA, GTTI

30,000 25,000 24,000 6,000 6,000 91,000

Certification of informal sector operators after training programmes;

MOTIE, NAQAA 5,000 4,000 2,500 2,000 2,000 15,500

Conduct sensitisation/advocacy campaigns to promote cultural acceptance of blue collar jobs;

MOTIE, GCCI,Dept. of Labour, Trade Unions

2,000 2,000 2,000 2,000 2,000 1,000

Sub-Programme 4.3: Decent Work Country ProgrammeTo facilitate the creation of decent and productive employment that will translate to a sustainable economic growth and Poverty Reduction

Employment opportunities increased in all major sectors of the economy;

A credible and functional Labour Market Information system (LMIS)

Incidents in the workplace reduced[

Budgeting of the identified activities of DWCP

MOTIE, GCCI, & Trade Unions

500 0 0 500

Resource Mobilized

Mobilize resources for the implementation of DWCP

MoTIE, MoFEA& Department of Labour

30,000 0 0 0 0 30,000

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PROGRAMME 5: STATISTICS DEVELOPMENT

Put in place a fully developed and effective Statistics Division for MOTIETo establish an operational integrated data management systemRegularly generate and disseminate trade, industry and employment statistics in a timely manner

A functional statistics division establishedA functional data management system establishedTrade, Industry and Employment statistics available for use

Develop a Terms of Reference for MOTIE Planning and Statistics Division

MOTIE, GBoS, MOFEA

5000 0 0 0 0 5,000

Recruit the required personnel for the Division

MOTIE, PMO 0 0 0 0 0 0

Procure and install data management tools

MOTIE, GBOS, GRA 20,000 20,000 20,000 60,,000

Develop guidelines and standards for data management

MOTIE, GBOS, GRA 5,000 5,000

Collect, process and disseminate trade, industry and employment related statistics

MOTIE 10,000 10,000 10,000 10,000 10,000 50,000

Recruit a consultant to develop a framework for collection of data on domestic and cross border trade.

MOTIE, GBoS, GRA 10,000 10,000

Collect and establish a database on industrial, measuring and weighing and competition affairs

MOTIE, W& MB, GCCPC

5,000 5,000 5,000 5,000 5,000 25,000

Undertake relevant and regular surveys on industrial competitiveness, informal trade and employment.

MOTIE, GIEPA, Department of LabourGRA, GBOS

5,000 5,000 5,000 5,000 5,000 25,000

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Subscribe to relevant price information sources and disseminate to stakeholders

MOTIE, TGSB, FSQA 10,000 10,000 10,000 10,000 10,000 50,000

Subscribe to high speed internet connectivity

MOTIE, MOFEA 12,000 12,000 12,000 12,0000 12,0000 60,000

Develop a understanding with GBoS on sharing and harmonization of statistical data for timely publications

MOTIE, GBoS 0 0 0 0 0 0

Grand Total 856,450 1,149,950 600,750 1,081,950 596,450 4,286,050

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