5 0 • S O U T H E R N A F R I C A N D E V E L O P M E N T C O M M U N I T Y The enhancement of national and regional competi- Technology database, and training and development); tiveness Access to finance; Marketing, business linkages and • The harmonisation of business arbitration systems and cross-border trade; and Institutional co-ordination. • A concerted approach to the HIV and AIDS issue As in the ASCCI MOU, the SEPAC MOU sought co- As a follow up, the Private Sector met in May 2002 operation and not integration of the SMEs into the SADC and reviewed the White Paper for areas requiring action policy framework, SADC structures and programmes. The from them. The three priority areas identified for MOU, though formalizing the relationship, is non-legal implementation by Chamber Members of ASCCI were and not binding between the parties. Training in export procedures and general business There is no evidence of SADC servicing the SADC training in order to enhance investment and growth; SEPAC MOU beyond the stated intentions as detailed in Market Information on import/export procedures, the MOU. SEPAC on its part has implemented several potential buyers/sellers, data on trade flows, customs initiatives albeit at a declining pace to the detriment of the duties and NTBs in order to enhance competitiveness; agreed "SADC Programme for the Development and and Promotion of Small and Medium Enterprises". a Reduction of customs procedures and bureaucracies to enhance Trade Expansion. These areas are currently under implementation. The issues above offer a base for the derivation of strategies to develop, firstly, a SADC policy for a strong public-private sector partnership and dialogue, and 3.6.4.3 secondly to integrate the private sector into the SADC Evaluation of Current Policy Environment and framework. Although the intentions are substantial from Strategies both parties and the political will is in place, strategies are The MOU between SADC and ASCCI is a non-legal binding lacking on the way forward. instrument of co-operation between SADC and the Region's private sector through the Chambers of 3.6.4.4 Commerce and Industry and Business Associations. Since Challenges to public-private sector partnership its signing the major outcome from the SADC ASCCI MOU The base strategy for SADC will be to develop and has been the creation of a private sector desk at SADC and implement all future policies and programmes through the inclusion of the ASCCI White Paper on the Agenda of structured consultative processes in which such the Finance and Trade ministries as directed by the SADC Council in Angola (October 2002). However the SADC ASCCI MOU seems to suggest that ASCCI is an external body to the "sub-regional organization promoting development and economic growth in the sub-region through regional integration". Both the MOU and its spirit are insufficient as a tool to integrate the private sector into the SADC policy framework and regional programming. The MOU with SEPAC came in the wake of a SADC Industry and Trade Ministers' approval of a programme for the development and promotion of Small and Medium Enterprises (SMEs) in 1992 which was followed by a Regional Programme of Action (RPA) approved by the Ministers in 1998. Both the RPA and SEPAC focus on similar areas. These are the SME Policy support (Legislation); SME support services (Information and groupings as the private sector are an integral part. Two main challenges therefore exist for SADC. Firstly the institutionalisation of public-private sector dialogue and partnership and the enhancement of the current MOUs with ASCCI and SEPAC from mere obligations to mandatory responsibilities; and secondly the development of an action plan involving both the public and private sector to deal with issues outlined in the White Paper. The RISDP offers an opportunity to meet these challenges.