Transcript
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Borderless Alliance
Strategic Development Plan
Borderless Alliance
Accra, GhanaFebruary, 2013
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OUTLINE OF THESTRATEGIC DEVELOPMENT PLAN
1 Introduction Background
2. Situation Analysis: Competitive Strength, Challenges;Opportunities; and Risks
3. Strategy of the BAi. Vision, Mission, Guiding Principles
ii. Strategic Priorities/Pillars4. Implementation arrangements: Operationali. Results Measurementii. Enhancing Operational effectiveness5. Implementation arrangements: Institutional
i. Strengthening Human Resourcesii. Strengthening Financing and Resource Mobilizationiii. Strengthening Strategic PartnershipsAnnexes: Results Based Logical Framework
Others 2
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RATIONALE FOR THE PROJECT
BA campaign was launched in March 2011 and wasregistered as an organization in September 2011 byrepresentatives of the private sector in the region
The beginning of BA was marked by a successfulcampaign reports were produced and shared; and
roadshows, meetings and workshops were held.Despite the initial euphoria, not much has changed.
The BA needs to adopt a strategy to tackle the reality onthe ground:
i. Stagnant public sector (Status Quo withheld)
ii. Fragmented private sector (cannot ignite change)
iii. Frustrated consumer (very high cost of goods), and
iv. Hesitant producer (High cost of doing business)
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RATIONALE FOR THE PROJECT (Contd)
What has become clear is that Campaigning alone is not enough to achievepermanent change. Change takes time and effort;
BA has to pursue its primary objective of advocacyplus the other activities to improve the business
environment for regional trade and investment flows However, allocated resources are finite; sooner orlater, backers, sponsors, and donors might have toreduce or stop funding;
The implementation of the strategy, therefore, has toresult in the extension of the relevance of BA and themobilization of resources.
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SPECIFIC OBJECTIVESReviewing the short, medium and long term
perspectives of the Alliance to address the challengesand other sociological constraints;
Reviewing the adequacy between regionalexpectations and those of the Alliance members andthe responses provided or to be provided;
Formulating a strategic development plan of theAlliance that will include:
The drive and visibility of the Alliance
Support BAs advocacy campaign
Undertake other activities and services of value tomembers;
The facilitation approaches and alternative fundingmechanisms
Partnership search; etc
Proposing a structuring of the Alliance Secretariat5
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STRATEGY CONSIDERATIONS:
Competitive Strength
Market Context
The ClienteleThe BA Competitive Advantage
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STRATEGY CONSIDERATIONS:
ChallengesMismatch between agenda andinstitutional capacity available
human and financial resourcesBeing a newcomer in a crowd obusiness associationsAdvocacy can sometimes behindered by its members affiliation
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STRATEGY CONSIDERATIONS:
Opportunities
Steps completed so far are basicinstitutional foundationsBA has unique opportunity to builda competitive organization:i. Simple, IT-drive, cost-effective organizational
structure;
ii. Good corporate governance;iii. Strengthening ability to communicate effectively;iv. Delivery of services that embody benefits to its
members; and
v. Providing appropriate forum for policy advocacy8
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STRATEGY CONSIDERATIONS:
ThreatsPossibility of unrealistic expectationsin the context of limited financialresources and human resource
constraints;Mismatch between agenda andavailable human and financial resources
Managing outcomes in a situationwhere in-puts from partners areunmanageable and not predictable
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THE BORDER ALLIANCE STRATEGY:Vision, Objectives, Guiding Principles
VisionA West Africa without borders, where goods, people, services and capital movequickly, efficiently and inexpensively across the region
MissionCreate a strong platform for private sector advocacy to advance regionalintegration, and especially liberalization of trade and investment flows. Create opportunities for private sector participation in the West Africa trade
facilitation and integration effortsProvide significant business networking opportunities for increased West Africantrade and investmentBuild mutual beneficial relationships with international, regional and governmentinstitutions for collaborative efforts towards trade and investment facilitation
Guiding Principles
Development Orientation
Development of the Private Sector as the engine of growth, with Government
providing an enabling business environment
Coherence between regional level commitments and national development
programs
Ethical business practices as foundation for enduring private sector 10
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THE BORDER ALLIANCE STRATEGY:
Guiding Principles Development Orientation
Development of the Private Sector as the engine of growth, withGovernment providing an enabling business environment
Coherence between regional level commitments and national
development programs
Ethical business practices as foundation for enduring private sector
Good trade practices and corporate governance is essential to
sustainable economic growth and development
Open dialogue, evidence-based advocacy, and the free flow of ideasfoster innovation, change, improves understanding and consensus
Regional integration based on competition and open market systems
Adherence to the BA Code of Business Ethics11
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THE STRATEGIC PRIORITIES/PILLARS
Following from the foregoing, BA strategy is designed to b
holistic so as to drive a permanent, positive change.The strategy has five components/pillars:(i) Build a strong, diversified and active membership basethat includes business associations, corporations andindividuals;
(ii) Have a strong Research, Information gathering andcapacity building function for the benefit of members andBAs advocacy;
(iii) Apply Strategic Communication and advocacy to reach
stakeholders and the relevant authorities (ECOWAS,Governments, Regulatory bodies);
(iv) Promote and support trade and investment facilitation;(v) Build a financially strong, professionally managed
functional Secretariat and Chapter Offices that are responsiveand close to members.12
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THE ROADMAP
The BA Strategy will be implemented through three phases:
Initial Phase 3-6 months:BA will establish the basic institutional structures andrequirements to undertake its activities Short-term period 2013-2015BA will focus on short-term priority activities under the
various strategic pillars to register quick impacts and visibilityRationale is for BA to show results in the early phase of itsestablishment in order to build credibility to sustain themomentum of the broad-based support generated so far
Medium-term period 2016-2017BA will continue to implement the short-term agenda but willalso prioritize other activities that will help to sustain themomentum established in the short-term period
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ACTION PLANS
Action Plans have been formulated that define the
deliverables of the Strategy; include requirements toachieve institutional effectiveness; efficiency and desiredimpact
The Action Plans are defined by the roadmap and on thebasis of the agenda for institutional effectiveness defined
for the various strategic pillars as well as the prioritizationof projects approved by the Executive Committee
For each strategic pillar, the Action Plans define theactivities, outputs, and expected outcomes based on a logic
model that define the path for each strategic pillar towardsthe strategic goal
The agenda, roadmap and action plans, therefore, define thework program
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I. BUILDING A STRONG AND ACTIVEMEMBERSHIP BASE
Laying the foundation for take off
Develop membership category and benefits Identify, invite to join, and meet with Advisors and special
members Grow membership base through Head Office and national
chapters
Enhancing BA visibility and outreach-- Update Drivers guides and develop other guides and training manuals-- Establish border Information Centers-- provide instant useful information (eg. on road and border conditions, trade and investmentlegislation changes, product and trade situations) through e-mails and SMS-- Establish toll-free hotlines to report offences by uniformed services for follow up with
appropriate authorities-- Negotiate establishment of BA/ECOWAS Pass for the benefit of members transit trucks-- organize information workshops during Executive Committee meetings and GeneralAssembly
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ESTABLISHING INFORMATION GATHERING,RESEARCH, AND CAPACITY BUILDING FUNCTIONS
Laying the foundation for take off
Establish information gathering systems -- Arrange MoUswith WATH and/or Road Governance Observatory for accesto and free use of information to build evidence-based pro-trade and investment case
Establish strategic partnerships with trade and regional
integration organizations (ECOWAS and other West Africanregional groupings, AfDB, WTO, ITC etc); and
Develop project proposals as a basis of collaboration withstrategic partners
Enhancing BA visibility and outreach Disseminate knowledge products Train and Build Capacity Link BA knowledge to support implementation of the ETLS
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STRATEGIC COMMUNICATION ANDADVOCACY
Laying the foundation for take off
Analyze the environment and set advocacy approachPrioritize advocacy based on current obstacles to trade andinvestment already identifiedSlide 22Set SMART objectivesIdentify and contact champions of advocacy
Negotiate high-level ECOWAS platform for advocacyNegotiate access to national and regional authorities tofacilitate strategic communications and advocacyImprove BA website
Enhancing BA visibility and outreach Select and prepare messages -- success stories, video
documentaries, and briefs Make presentations at ECOWAS statutory meetings Follow up with meetings with regional and national
authorities17
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PROMOTING TRADE AND INVESTMENTFACILITATION
Laying the foundation for take off
Identify and prioritize projects/programs for promotionSlide23 Develop project proposals to mobilize donor funding to
strengthen BAs capacity to promote trade and investment
facilitation activities
Enhancing BA visibility and outreach Launch and monitor implementation of short-term priority
programs/projects Develop knowledge products
Mobilize more donor funding
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MANAGING HR AND BUILDING
PARTNERSHIPS
Laying the foundation for take off Ensure adequate staff numbers and skill mix Regularize employment of MD recruited in 2012 Draw up staff recruitment guidelines, duties, compensation
and benefits.
Recruit approved staff during 2013 Provide institutional infrastructure (office, furniture, IT
equipment, vehicles) and supplies Enhancing BA visibility and outreach Build staff capacity through participation in various activities
Enhance capacity and skills mix through outsourcing andconsultancies
Leverage working relationship with strategic partners fortechnical assistance and advice
Participate in international events and network with wide variety
of organizations 19
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ACTION PLANS
BA has adopted a functional or skill-based organizational
model with a special focus on sustainability, advocacy andcommunication, as well as ability to internalize and manageoutsourced projects and efficiently communicate withstrategic partners.
The BA will foster partnerships with other organizations
with prospects for aligning and prioritizing programs,mobilizing resources and co-financing projects, andarranging technical assistance.
The BA also attaches great importance to sound financial
management and performance based management as wellas good corporate governance at the Head Office, NationalChapters and for project implementation
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CONCLUDING REMARKS
The Strategy has been submitted to review at variouslevels Once approved by the General Assembly, the Strategy willguide BAs activitiesDetailed projects will be developed and implemented in
accordance with the Strategy
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PRIORITIZED LIST OF ACTIVITIES REGARDINGADVOCACY AND STRATEGIC COMMUNICATION
National prioritiesRemoval of transit tariffs in all ECOWAS countriesRemoval of VAT on transit goodsDeregulation of trucking industry (inter-country truckingregistration and documentation) -- Enforce implementation
of Single Administration DocumentSpeedy adoption of harmonized regulation on truck axleload and measurementsDevelopment and use of a BA Pass on intra- and inter-
state trucking
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PRIORITIZED LIST OF ACTIVITIES FOR PROMOTING
TRADE AND INVESTMENT FACILITATION
Promote and Support the implementation of ALISA(ECOWAS computerized transit system)Promote BA E-PASSEstablish Border Information CentersSupport effective operation of joint border posts
Establish transport observatory for reporting harassment
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