Borderless Alliance Strategic Plan

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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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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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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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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


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


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


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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Borderless Alliance Strategic Plan

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