"Engendering" Uganda's National Export Strategy: Uganda is changing its policies and planning to bring women closer to the heart of export strategy.

• Author: Skae, Owen

While women own about 40% of private businesses in Uganda and some 30% of women in business are exporting, women's role in socio-economic development is still seen to be peripheral.

Uganda has enjoyed strong annual growth in exports in recent years and has made progress in diversifying its export base. However, much needs to be done if it is to realize by 2012 its National Export Strategy (NES) targets of increasing annual revenue to $5 billion per year (from around $1.8 billion), achieving a 16% contribution to gross domestic product and raising the per capita export ratio to $200 (from $82).

Uganda's gender policy was revised in 2007, so it was deemed an opportune time to undertake the "engendering of the NES." A multi-stakeholder team was established under the coordination of the Uganda Export Promotion Board, comprising representatives of priority sectors, key ministries (Ministry of Tourism, Trade and Industry; Ministry of Gender, Labour and Social Development; and Ministry of Education), civil society organizations for women (such as the Centre for Economic Empowerment of Women in Africa and the Uganda Women Entrepreneurs Association Limited) and private sector organizations (the Federation of Uganda Employers and the Private Sector Foundation of Uganda), as well as academics from Makerere University (Kampala).

A simple vision was articulated: "a dynamic and competitive export sector with more participation of women". The benefits of addressing gender consideration were seen as fundamental to ensuring adequate buy-in of the stakeholders. It was also stressed that there should be a balance of men and women in the stakeholder team.

The team decided to focus on four key sectors identified in the NES (coffee, commercial crafts, tourism and dairy). These sectors were chosen according to five main criteria: contribution and relevance to national socio-economic goals; growth in international markets; areas where women have demonstrated high potential for entrepreneurship and investment but their capacity is hampered by factors such as finance, information and skills; areas with high potential of value addition and capacity for growth and...