Professional Documents
Culture Documents
SPECIFIC OBJECTIVES
Reviewing the short, medium and long term perspectives of the Alliance to address the challenges and other sociological constraints; Reviewing the adequacy between regional expectations and those of the Alliance members and the responses provided or to be provided; Formulating a strategic development plan of the Alliance that will include: The drive and visibility of the Alliance Support BAs advocacy campaign Undertake other activities and services of value to members; The facilitation approaches and alternative funding mechanisms Partnership search; etc 5 Proposing a structuring of the Alliance Secretariat
STRATEGY CONSIDERATIONS:
Competitive Strength
Market Context The Clientele The BA Competitive Advantage
STRATEGY CONSIDERATIONS:
Challenges
Mismatch between agenda and institutional capacity available human and financial resources Being a newcomer in a crowd of business associations Advocacy can sometimes be hindered by its members affiliation
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STRATEGY CONSIDERATIONS:
Steps completed so far are basic institutional foundations BA has unique opportunity to build a competitive organization:
i. ii. iii. iv. v. Simple, IT-drive, cost-effective organizational structure; Good corporate governance; Strengthening ability to communicate effectively; Delivery of services that embody benefits to its members; and 8 Providing appropriate forum for policy advocacy
Opportunities
STRATEGY CONSIDERATIONS:
Possibility of unrealistic expectations in the context of limited financial resources and human resource constraints; Mismatch between agenda and available human and financial resources Managing outcomes in a situation where in-puts from partners are unmanageable and not predictable
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Threats
Mission
Create a strong platform for private sector advocacy to advance regional integration, and especially liberalization of trade and investment flows. Create opportunities for private sector participation in the West Africa trade facilitation and integration efforts Provide significant business networking opportunities for increased West African trade and investment Build mutual beneficial relationships with international, regional and government institutions for collaborative efforts towards trade and investment facilitation
Following from the foregoing, BA strategy is designed to be holistic so as to drive a permanent, positive change. The strategy has five components/pillars: (i) Build a strong, diversified and active membership base that includes business associations, corporations and individuals; (ii) Have a strong Research, Information gathering and capacity building function for the benefit of members and BAs 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 responsive 12 and close to members.
THE ROADMAP
The BA Strategy will be implemented through three phases: Initial Phase 3-6 months: BA will establish the basic institutional structures and requirements to undertake its activities Short-term period 2013-2015 BA will focus on short-term priority activities under the various strategic pillars to register quick impacts and visibility. Rationale is for BA to show results in the early phase of its establishment in order to build credibility to sustain the momentum of the broad-based support generated so far Medium-term period 2016-2017 BA will continue to implement the short-term agenda but will also prioritize other activities that will help to sustain the momentum 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 to achieve institutional effectiveness; efficiency and desired impact The Action Plans are defined by the roadmap and on the basis of the agenda for institutional effectiveness defined for the various strategic pillars as well as the prioritization of projects approved by the Executive Committee For each strategic pillar, the Action Plans define the activities, outputs, and expected outcomes based on a logic model that define the path for each strategic pillar towards the strategic goal The agenda, roadmap and action plans, therefore, define the work program
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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 investment legislation 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 General Assembly
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ESTABLISHING INFORMATION GATHERING, RESEARCH, AND CAPACITY BUILDING FUNCTIONS Laying the foundation for take off Establish information gathering systems -- Arrange MoUs with WATH and/or Road Governance Observatory for access to and free use of information to build evidence-based protrade and investment case Establish strategic partnerships with trade and regional integration organizations (ECOWAS and other West African regional groupings, AfDB, WTO, ITC etc); and Develop project proposals as a basis of collaboration with strategic 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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Laying the foundation for take off Identify and prioritize projects/programs for promotionSlide 23 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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ACTION PLANS
BA has adopted a functional or skill-based organizational model with a special focus on sustainability, advocacy and communication, as well as ability to internalize and manage outsourced projects and efficiently communicate with strategic partners. The BA will foster partnerships with other organizations with prospects for aligning and prioritizing programs, mobilizing resources and co-financing projects, and arranging technical assistance. The BA also attaches great importance to sound financial management and performance based management as well as good corporate governance at the Head Office, National Chapters and for project implementation
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CONCLUDING REMARKS
The Strategy has been submitted to review at various
levels Once approved by the General Assembly, the Strategy will guide BAs activities Detailed projects will be developed and implemented in accordance with the Strategy
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PRIORITIZED LIST OF ACTIVITIES REGARDING ADVOCACY AND STRATEGIC COMMUNICATION National priorities Removal of transit tariffs in all ECOWAS countries Removal of VAT on transit goods Deregulation of trucking industry (inter-country trucking registration and documentation) -- Enforce implementation of Single Administration Document Speedy adoption of harmonized regulation on truck axle load and measurements Development and use of a BA Pass on intra- and interstate 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-PASS Establish Border Information Centers Support effective operation of joint border posts Establish transport observatory for reporting harassment
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