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Research Report

Maize Marketing Policy Strategy For Swaziland

Prepared By The Food Agriculture And Natural Resources Policy Analysis Network (FANRPAN)
Copyright Date: Feb. 1, 2003
Pages: 45

Table of Contents

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  1. (pp. None)
  2. (pp. i-i)
  3. (pp. ii-ii)
  4. (pp. iv-iv)
  5. (pp. v-v)
  6. (pp. vi-xi)
  7. (pp. xii-xii)
  8. (pp. xiii-xiii)
  9. (pp. 1-2)

    The maize marketing study was undertaken by the Food Agriculture and Natural Resources Policy Analysis Network (FANRPAN) to assist the Ministry of Agriculture and Cooperatives to formulate a new maize marketing policy strategy in order to address maize marketing problems that were facing the country.

    Maize is the staple food crop in Swaziland. The current marketing policy for maize suggests that the National Maize Corporation (NMC)as a statutory organisation is the sole importer of maize and buyer of last resort. The National Agricultural Marketing Board (NAMBOARD) which is also a statutory marketing organization, issues maize import and export permits. During...

  10. (pp. 2-4)

    The Kingdom of Swaziland is a small landlocked country located in Southern Africa and is bordered by Mozambique and South Africa. Swaziland has a total land area of 17,364 square kilometres with a population of 980,722 (1997 Census) and an annual population growth rate of 2.9%. Arable land constitutes 11% of total land area.

    There are two major divisions in land use type and ownership, the Swazi Nation Land (SNL) and Title Deed Land (TDL) also known as Individual Tenure Farms (ITF). Swazi Nation Land is communal and is allocated by Chiefs to individual Swazi families for their use. Agriculture...

  11. (pp. 4-6)

    Since independence in 1968, the main goal of Swaziland’s agricultural policy was to achieve food security and self-sufficiency (maize being the main focus), as well as to increase the exports of sugar and forestry products. The implementation of this policy has largely been in the form of 3-year rolling National Development Plans designed to provide flexibility to the Government in responding to changes in the internal and external economic circumstances.

    The net negative impact of the implementation of the agricultural policy has included:

    a) The persistent and wide gap in the contribution of SNL and TDL agriculture, especially in terms...

  12. (pp. 7-14)

    Maize is the staple food of Swaziland and it is the main crop grown by the vast majority of the smallholder sector, largely for subsistence purposes. Maize is the most predominant crop grown on SNL, as it occupies 80 percent of total area under crop production. Most maize in Swaziland is produced in the middleveld, which produces 45 percent, followed by the highveld, with 28 percent, the lowveld with 23 percent and the Lubombo Plateau with 4 percent.

    Most production of maize takes place on Swazi Nation Land (SNL), where the average land holdings are small. Despite a strongly articulated...

  13. (pp. 14-16)

    White maize is the essential consumption staple for the majority of the people of the Southern African Development Community (SADC) region. It is central to the grain production and marketing systems and dominates any discussion on food security in the Committee of Ministers of Agriculture. The overriding food security issue in the SADC region is not only the need to increase national food production, but also the need to enable a number of very poor households in both the rural and urban areas to access grain as well as other foods.

    Food security is obviously influenced by a number of...

  14. (pp. 17-22)

    Liberalisation of the maize industry should be the ultimate objective of the Swaziland government in line with the SACU, SADC trade protocol and the WTO. The Oxford Policy Management study in 1999 recommended that NMC’s monopoly on imports should be removed and that there should be a low or zero levy on maize grain and maize imports. These recommendations were not implemented despite the fact that the MOAC had adopted them. The approach to liberalisation should be gradual so as not to shock the system, and to allow stakeholders to acclimatize to changes and make the necessary adjustments in order...

  15. (pp. 23-28)
  16. (pp. 29-30)