Advanced Search Abstract There is growing acceptance of the concept of health security. However, there are various and incompatible definitions, incomplete elaboration of the concept of health security in public health operational terms, and insufficient reconciliation of the health security concept with community-based primary health care.
Foreword by Ms Thoko Didiza, MP and Minister for Agriculture and Land Affairs The strategic agriculture sector plan is of critical importance because it is a product of government and the industry.
|Introduction||Advanced Search Abstract There is growing acceptance of the concept of health security. However, there are various and incompatible definitions, incomplete elaboration of the concept of health security in public health operational terms, and insufficient reconciliation of the health security concept with community-based primary health care.|
|SparkNotes: A Rose for Emily: Themes||About method and methodology According to the academic literature, it should be your research question that is guiding this decision.|
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The vision of a united, non-racial and prosperous agricultural sector is based on three strategic goals of access and participation, competitiveness and profitability and of sustainable resource management. This is a long-term vision that will be pursued through much of this century to bring about a new, different and superior agricultural order from the present one.
The envisaged new sector will be geared to play its historic role of providing food and agricultural products and services to our country, our continent and the world. To this end, the Department of Agriculture has identified proposed actions that government is expected to perform, and has incorporated those applicable into its strategic plan for the coming three years.
The Department is further incorporating the same proposed actions into its annual corporate work plans from onwards. At intergovernmental level, the Department has engaged and will continue to engage provincial Departments of Agriculture and agricultural public entities, to adopt the strategic sector plan as a policy framework in designing their respective strategic and corporate work plans.
At national governmental level, the Department has put the strategic sector plan on the agenda of the Cabinet Cluster System to obtain support from other departments to successfully implement the plan. In the meantime, the Department is reprioritising its budget accordingly to obtain funds to communicate the strategic sector plan in the country, including Parliament, provinces, local governments, agricultural industries and community organisations.
To this end, the Department will rely on its partners to participate and lead in their respective areas.
They provided their officials to join those of the Department to form the Task Team to do the work. This initiative would not have succeeded without the constructive inputs of the leaders of organised agriculture in South Africa.
Working within the Task Team was surely an enriching experience for each of the following members: Special mention and a vote of gratitude goes to Ina Goosen for coordinating the meetings and arranging for refreshments, and Simon Malepeng for taking notes.
Agriculture provides food and fibre to meet two of the basic human needs. It has successfully met these needs by increased productivity when the population of this country was a mere 4 million at the turn of the 20th century to the present 40 million.
Farmworkers, farmers and their families also contribute to the economy when they spend their wages and salaries on consumer goods and services, or when they buy inputs for production in the next season. In this way agriculture becomes the backbone of growth and development.
There are about 50 large commercial farmers that are predominantly, but not exclusively, drawn from the white population. Many farmworkers live on commercial farms and their children receive education on farm schools. They supply local and regional markets where large numbers of informal traders make a living.
Finally, the productive and social activities of rural towns and service centres are centred on their support to primary agriculture and related activities such as agri-tourism and game farming. During one of these meetings in March the President was informed that the sector was plagued by a host of policy and institutional constraints that prevent it from operating at full potential and therefore contributing optimally to the national objectives of growth, competitiveness and equity.
The President requested the different role-players to identify a mutual strategy that would provide enough focus to unite and grow the sector.
He said this shared vision should have objectives, policies and actions that would lead to growth and real development for all role-players in the sector. This document outlines a strategic sector plan for South African agriculture and contributes towards the well-being of all South Africans.
The strategic sector plan has the following as its objectives: Create a common vision for key stakeholders Design and implement a strategic framework to guide policy and implementation in the future Address issues undermining investor confidence and the building of better understanding and good social relations Ensure increased access and participation in the sector through well-designed empowerment processes and programmes Combine, share and optimise the resources and benefits among the partners Foster global competitiveness, growth and profitability in the sector in order to attract new investment Ensure sustainable development Build lasting partnerships among public, private and community stakeholders and NGOs The vision for the agricultural sector is: A united and prosperous agricultural sector This vision implies sustained profitable participation in the South African agricultural economy by all stakeholders, recognising the need to maintain and increase commercial production, to build international competitiveness and to address the historical legacies and biases that resulted in skewed access and representation.
In support of the vision for agriculture, the core focus for the strategy will be on the following strategic goal: The main impediment to successful implementation of this strategy is the vast untapped potential that lies in its people and material resources, and the low profitability and competitiveness that constrain the participation of a full spectrum of people and economic entities.
This problem is manifested in a number of subproblems—each providing its own challenges. Constrained competitiveness and low profitability Indications are that the South African agricultural sector is responding positively to the challenge for increased competitiveness. However, there is also evidence that some subsectors of agriculture and value-adding activities are uncompetitive in the local and international market.
This has various causes, including high input costs combined with low productivity, poor business strategies and inefficiencies, and unfair trade practices by our competitors, etc. The lack of international competitiveness also leads to low profitability and below normal returns in the sector, which is again responsible for low investment in certain industries.
This is possibly the major challenge that needs to be addressed to put agriculture on the high growth path that is envisaged. Skewed participation Because of the legacy of exclusion and discrimination in South African agriculture, the challenge is now to improve participation in all facets of the sector and rid it once and for all of the many entry barriers rooted in its historical dualism.
The challenge is especially to identify programmes that will encourage new entrants—black and white; young and old; men and women; small and medium-scale enterprises to enter the sector. It is important to find ways to ensure that all these different constituents of the sector genuinely feel and see themselves as belonging to a single entity.
Low investor confidence in agriculture The poor investor confidence in agriculture is caused by the low returns as well as definitive and hard-core economic and social problems impacting on investment and production such as the spate of farm murders, evictions and illegal occupations.
Investor confidence is necessary to achieve a vibrant and growing agricultural sector.Recurrent themes Stimulated by the work of UNDP, the Commission on Human Security and others, an extensive and rapidly expanding literature on human security and health security has emerged.
between the different units of analysis, and recurrent themes emerged throughout all units of analysis. A combined presentation of the findings will therefore suffice. Working within the Task Team was surely an enriching experience for each of the Building credible agricultural statistical and economic analysis systems that will be accessible to all farmers and enterprises.
This objective is to be achievec by a strategic plan for South African agriculture consisting of three key elements, namely. Analysis of the questionnaires and focus group transcripts resulted in the emergence of four themes relating to current practices, perceptions of need and preferences for service delivery: (1) knowledge and training, (2) collaboration, (3) support, and (4) the system.
recurrent throughout the Serbian case studies are thus the relation with the past, the subordination of the legislative and judiciary to the executive, with implications for media independence and freedom of speech in general, and the preservation of.
The European Union (EU) has sought to harmonize reviews of clinical trials tively from the data to an understanding of themes and patterns within the data, and deductively, drawing on identifying categories of recurrent themes and issues that were subsequently given codes.