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input and crop projections over the period of the plan. Committees representing the various Directions and offices appearing in Figure I partake in this effort which is organized and directed by the Direction of the Plan (Figure 2).
Now, from this background several constraints to institutionalization of a sector analyses methodology becomes apparent. First, the Direction in which the effort is located is not at a pivotal point in the hierarchical structure so that the composition of the central decision making authority is not obvious. This increases the difficulty of:
(6) formulating and articulating policy objectives,
(b) identifying policy constraints and the mechanism that
establishes these constraints,
(c) identifying policy instruments (and their dimensions) over
which central authority has discretion and the degree of
discretion,
(d) developing a dialogue necessary for alternative strategy
evaluations and eventual strategy selection, and
(e) considerable effort and time is required to assess the analyses
underway in other Directions and evaluate their results and
importance relative to the total policy-making effort in
general and the sector analysis in particular.
Another set of difficulties attributed to the structure is the need for coordination between the Directions on the one hand and the offices on the other. This implies that a "good" policy strategy 'derived from an empirical analysis may be very inefficient when