Key Strategic Issues & Future

 

Key Strategic Issues

IDENTITY
SAME to develop strategies for the Association to clearly identify what the organisation stands for and whose interest it is promoting

INTEGRITY
SAME to develop strategies for the Association that will ensure the highest level of integrity (perceived and actual) is maintained by the organisation

LEGITIMACY
SAME to develop strategies for the Association to ensure highest level of "external acceptance" for the organization’s interests that are being promoted.

INTERNAL ACCEPTANCE
SAME to develop strategies to improve its members level of "support and engagement" for the Association, its ideas and actions


 

FUTURE BUSINESS ENVIRONMENT

PUBLIC SECTOR/GOVERNMENT Engagement

6.1 SDS Strategy for the Development of Samoa 2008 – 2012
The government’s long-term development vision, as outlined in the Strategy, is “…an improved quality of life for all Samoans.” One of the key SDS targets private sector-led growth and employment creation. The Government acknowledges that this target is vital to improving living standards and aligns with one of the four priority areas of the Pacific Plan, which are: economic growth; good governance, sustainable development and security. Therefore, in addition to providing the private sector with a stable macroeconomic environment, the government will promote private sector development by:

(1) investing in economic infrastructure (which will also support social development);
(2) improving the enabling business environment through legal and regulatory reform;
(3) facilitating the development of financial markets;
(4) facilitating beneficial international trade through outward-oriented trade policies; and
(5) investigating development potential (natural resource surveys, scientific and market research).

Government’s investment in education and health will further support the private sector through provision of a healthy, skilled workforce ensuring public security and improving public sector management.

 

6.2 SNES – Samoa National Export Strategy
Government’s vision in developing the National Export Strategy was for “...the export sector to be a major contributor to sustainable economic growth by 2012.”
The strategy outlines various goals (like the establishment of a National Export Authority and to commit to improving market access) to help achieve its vision. Key sectors have also been identified for priority treatment, which includes:
Fisheries
Manufacturing
Agriculture
Tourism
Services 

6.3 PHAMA – Pacific Horticultural & Agricultural Market Access Program

The goal of PHAMA is to increase economic growth and improve rural livelihoods in selected PICTs by obtaining, maintaining and improving access into key markets for selected high value primary products. To address this overall goal, the Program will:
work with industry & government organisations to identify highest priority products
develop and progress high quality market access submissions for these products
support the implementation of biosecurity and quarantine measures required to maintain market access

A Samoa Market Access Working Group (SMAWG) is being set up under this program with the objective “... to maximise commercially viable international market access for Samoa agricultural and horticultural producers and exporters into new and existing markets.”

6.4 SFVSS – Samoa Fruit & Vegetable Sector Strategy


One of the initiatives set up by Government is the Samoa Fruit & Vegetable Sector Strategy (SFVSS) and outlined below is the specific part of that strategy that was developed in 2009 which was structured to support SAME 7.1

Develop a mandate and vision for SAME in consultation with stakeholders and clearly define core services in the strategic plan Services to be provided by SAME: Distribution of information: Market information, Quality assurance processes (ISO), HACCP, Direct enterprise support and hands on training (Production, Costing and Pricing, Occupational health and safety, Product development, advocating and lobbying for sector interests

7.2

Strengthen SAME by aligning / redefining its governance structure to its mandate and to the services to be provided (corporate plan)

7.3

Segment SAME's members in terms of services to be provided and intensity of support required. (General members: Monthly review, market information and sector news , Core members: Intensive follow up and support in operations, market access and product development)

7.4

Develop costing and pricing of SAME services and explore tying member contributions to results of SAME support (commission or fees pegged to increase of sales) Explore tying SAME services to a commercially driven model of return where, if SAME helps increase profit, then processors pay commission

7.5

Develop a mid-term staffing programme and define Job descriptions and roles in order to deliver SAME services

7.6

Enhance product development capacity built in SAME in cooperation with SROS.

7.7

Select a pilot group of processing firms and focus SAME's efforts in order to achieve maximum impact on those firms