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Borderless Alliance Strategic Development Plan

Borderless Alliance Accra, Ghana February, 2013

Dr.Michael Mahmoud, Consultant (BA) On behalf of the Managing Director


1 Introduction Background 2. Situation Analysis: Competitive Strength, Challenges; Opportunities; and Risks 3. Strategy of the BA i. Vision, Mission, Guiding Principles ii. Strategic Priorities/Pillars 4. Implementation arrangements: Operational i. Results Measurement ii. Enhancing Operational effectiveness 5. Implementation arrangements: Institutional i. Strengthening Human Resources ii. Strengthening Financing and Resource Mobilization iii. Strengthening Strategic Partnerships Annexes: Results Based Logical Framework Others 2


BA campaign was launched in March 2011 and was registered as an organization in September 2011 by representatives of the private sector in the region The beginning of BA was marked by a successful campaign 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 on the 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) .


What has become clear is that Campaigning alone is not enough to achieve permanent change. Change takes time and effort; BA has to pursue its primary objective of advocacy plus the other activities to improve the business environment for regional trade and investment flows However, allocated resources are finite; sooner or later, backers, sponsors, and donors might have to reduce or stop funding; The implementation of the strategy, therefore, has to result in the extension of the relevance of BA and the mobilization of resources. .

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


Competitive Strength
Market Context The Clientele The BA Competitive Advantage



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

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


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


THE BORDER ALLIANCE STRATEGY: Vision, Objectives, Guiding Principles

A West Africa without borders, where goods, people, services and capital move quickly, efficiently and inexpensively across the region

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

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 10 Ethical business practices as foundation for enduring private sector


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

Good trade practices and corporate governance is essential to sustainable economic growth and development Open dialogue, evidence-based advocacy, and the free flow of ideas foster innovation, change, improves understanding and consensus Regional integration based on competition and open market systems Adherence to the BA Code of Business Ethics


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 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


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

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


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


Laying the foundation for take off Analyze the environment and set advocacy approach Prioritize advocacy based on current obstacles to trade and investment already identifiedSlide 22 Set SMART objectives Identify and contact champions of advocacy Negotiate high-level ECOWAS platform for advocacy Negotiate access to national and regional authorities to facilitate strategic communications and advocacy Improve 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 17 authorities

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




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 and consultancies Leverage working relationship with strategic partners for technical assistance and advice Participate in international events and network with wide variety 19 of organizations

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

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


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


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


Thank You for Your Attention