Transcript THE STRATEGIC PLANNING PROCESS: JOURNEY SO FAR

ECOWAS COMMISSION
COMMISSION DE LA CEDEAO
ECOWAS VISION 2020 AND THE LONG TERM
STRATEGIC PRIORITIES : IMPLICATIONS FOR
COLLABORATION WITH ECA
Essien Abel Essien
Director,
Strategic Planning
ECOWAS Commission
A presentation made at the Ad Hoc Expert Group Meeting on Assessing the Implementation
of the ECA-WA/ECOWAS Multi-Year Programme of Cooperation, Quagadougou, November
10-11, 2009
OBJECTIVE
• To communicate the main elements of the ECOWAS
Vision 2020
• To present the strategic goals/priorities under the
regional strategic plan
• To describe the frameworks used in defining the
regional strategic plan
• To locate the MYP within this framework and indicate
implications for collaboration with ECA
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CONTENT PAGE
1.
Background
2.
Vision of ECOWAS
3.
The Strategic Plan – It’s Purpose
4.
Strategic Goals/Priorities
5.
Pyramids of Success & Translation
6.
The Regional Strategic Plan and the MYP
7.
Conclusion
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BACKGROUND (1 of 2)
• Founded in 1975 and comprises of a regional group of 15 countries,
ECOWAS has recorded success, albeit miniscule
• Several challenges have bedeviled the integration process in recent
times, e.g. the inability to fully implement the ECOWAS Monetary
Cooperation Programme (EMCP), ECOWAS Trade Liberalization Scheme
(ETLS), lack of capacity, the global economic downturn, etc.
• ECOWAS is currently refocusing its activities to align with the Vision of
the Authority of Heads of State and Government to become an ECOWAS
of People
• Aim is to set a clear regional agenda to underpin the region’s ambition
to significantly raise the standard of living of its people
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BACKGROUND (2 of 2)
ECOWAS Vision 2020:
Adopted in 2007
Strategic Plan: 207 -2010:
Work in progress
TOWARDS AN
ECOWAS
OF PEOPLES
Medium Term Action Plan:
Implementable Activity Plan
Capacity Building Plan:
Operational
Building ECOWAS Future Now
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THE VISION OF ECOWAS (1 of 2)
To create a borderless, peaceful, prosperous
and cohesive region, built on good
governance and where people have the
capacity to access and harness its
enormous resources through the creation of
opportunities for sustainable development
and environmental preservation
KEYWORDS
ENABLERS
•
Borderless
•
Access
•
Peace
•
Harnessing
•
Prosperity
•
•
Cohesion
Creation of
opportunities
•
Good governance
OBJECTIVES
• Sustainable
development
• Environmental
preservation
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THE VISION OF ECOWAS (2 of 2)
ECOWAS Commission saddled with the task of:
•
•
Coordinating all activities leading to the promotion of cooperation and
integration among member states to raise the living standards of the
people:
•
by enhancing their capacity to access and harness resources,
•
maintain political and economic stability, through the pursuance of
sound economic management and good governance,
•
and adopting dialogue as a means of fostering relations among
member states
A requirement to develop a regional strategic plan that would drive the
Vision as well as action plans across the regional institutions to give effect
to concrete programs necessary for the implementation of the SP and the
realization of the tenets of the Vision.
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THE REGIONAL STRATEGIC
PLAN: PURPOSE
Community
o Provides an opportunity for the citizens •
to participate in the process and take a
genuine interest in their future, thereby
•
increasing morale
ECOWAS Institutions
Raises their collective awareness on
current and future issues and operations
o Promotes a common sense of purpose
and cohesion
Facilitates a reconciliation between past
ways of doing things versus modern ideas
and the projection of future service
demand
o Indicates a “road map” for development •
and service delivery in the near and
distant future
Sets the stage for the Community’s
institutions to operate at a new,
purposeful, and efficient level
o Focuses on “what must be done”, “what •
can be delayed or eliminated”, “who will
be served”, “what is the intended
outcome”, and “who will provide the
service, how, and to what level”
Aides the development of an outcome
“planning”
document
suitable
for
developing
action
plans,
creating
timelines, and communication to the
Community
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STRATEGIC GOALS/PRIORITIES (1 of 6)
Promote good governance and upgrade the conflict prevention,
management and resolution mechanism
Major Challenges
o
The need to mainstream conflict prevention
into stabilization and post conflict
interventions
o
The need to improve the regional
management systems and human resources
to be able to better manage multiple tasks
efficiently and effectively
o
The need to improve the structural and
operational
architecture,
e.g.
social
infrastructure, diplomacy, humanitarian
issues etc.
Strategy
Mobilize the resources and enhance the
strategies
required
to
fulfill
the
Commission’s mission of maintaining
peace, stability and security in the region,
within the context of good governance, as
a basis for sustainable development
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STRATEGIC GOALS/PRIORITIES (2 of 6)
Promote a Competitive Business Environment
Major Challenges
o
Creation of a conducive business and work
environment
o
Provision
of
basic
economic
technological infrastructure
o
Education and skills development
o
Entrepreneurship
development
o
Innovation and creativity
and
and
enterprise
Strategy
Provide the necessary policy and
structural input that would ensure
regional and national competitiveness
as well as a conducive business
environment for the development of the
private sector and build capacity to
support
a
regional
investment
framework
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STRATEGIC GOALS/PRIORITIES (3 of 6)
Sustained Development and Cooperation in the Region
Major Challenges
o
Lack of adequate social and physical
infrastructure for the establishment of a strong
and viable private sector.
o
Absence of political will to implement the various
protocols that would engender cross-border
transactions, particularly those related to free
movement of persons, goods, services, capital,
etc.
o
Lack of capacity to manage the development
process, as well as incoherence and inconsistency
in collective bargaining and negotiation
o
Lack of an industrial policy harmonization agenda
that would promote the orderly development of
the industrial sector and facilitate cost reduction in
the productive sectors of the regional economies
Strategy
Support and encourage all initiatives
that would facilitate compliance
with existing policies and protocols,
and
provide
the
enabling
environment
for
sustained
development in the region
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STRATEGIC GOALS/PRIORITIES (4 of 6)
Deepen Economic and Monetary Integration
Major Challenges
o
Absence of common economic policies and legal,
accounting and statistical frameworks
o
Lack of coherence and synergy in the multilateral
surveillance mechanism of the various ECOWAS
institutions responsible for implementing the ECOWAS
Monetary Cooperation Program (EMCP)
o
Paucity of research on socio-economic development
issues to aid the preparation of position statements
and policy briefs to evaluate the status and depth of
regional integration
o
Non-achievement of primary and secondary
convergence criteria on a sustainable basis by
member countries
o
Non-operationalisation of the relevant institutions
necessary for the establishment of the second
monetary zone (WAMZ) and ultimately the single
currency for the region
Strategy
Promote
economic
policy
harmonization and monetary
co-operation as a means of
achieving macro economic
convergence and eventual
attainment of single currency
within the region
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STRATEGIC GOALS/PRIORITIES (5 of 6)
Reinforce Institutional Capacity
Major Challenges
o
Low
investments
development
in
human
capital
o
Lack of organizational culture, dearth of tools
and unfriendly work environment
o
Inefficient organizational structures and poor
management system that do not conform to
modern and best standards of global practices
o
The region suffers grossly from low ICT
penetration,
knowledge,
accessibility,
availability and applicability
Strategy
To develop an efficient and functional
work environment for enhanced
productivity and the coordination of
activities that are necessary for the
timely realization of the Vision of the
region
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STRATEGIC GOALS/PRIORITIES (6 of 6)
Strengthen the Mechanism for Integration into the Global Market
Major Challenges
o
The institutionalization of a strategic planning and
programming system that would not only be
forward looking, but key into the vision of the
region and mirror the expectation of the
international development partners
o
Lack of effective mechanism for an integrated
approach to trade promotion
o
Low value addition and poor quality of products
emanating from the region that would make them
competitive in the international market
o
Poor state of infrastructure in the region, which
remains regrettable, disastrous and productionreductive
o
The current global crisis, global meltdown
contagion (GMDC) and their likely effects on aids
and foreign direct investments flow``
Strategy
Implementation of the ECOWAS
Vision 2020, Strategic Plans of
ECOWAS Institutions and the
creation
of
a
favourable
environment
for
effective
integration into the global market
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VISION
How are we going to
achieve this?...What plan
should we follow?...How do
we know when we have
met our goals?...How do we
keep on track?
MISSION
How do we do this?
The methods and tools necessary to achieve our
mission. It involves preparing the best way to
respond to the circumstances of the
organization's environment, whether or not
these circumstances are known in advance
STRATEGY
How should we structure our
capabilities to realize value and
work efficiently?
CAPABILITIES
ARCHITECTURE
Technology
Processes
Institutions
Organization
Funding
Facilities
Good
Governance
Culture
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ISSUES UNCOVERED
Intervention seven in Key Areas
•
Institutional Arrangement and
Technical Assistance Road Map
•
Organizational structure
•
Process Redesign
•
Control Systems
•
ICT Infrastructure Overhaul
•
Financial Strategy
•
Communication Strategy
•
Strategic Alliance
Defined by the key intervention
areas
•
These defines the technical
assistance needs
•
To support the reform and
facilitate change in the key areas
•
To aid the implementation of the
strategic plan
Development Partners Support is Required:
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END POINT of Delivery to ECOWAS
Citizen
ECOWAS
CITIZENS
PROGRAMS
/PROJECTS
Managing the financial
resources for the programs and
projects
A process management system defines
how a business operates and the way in
which it delivers value to both to its
internal and external customers.
Processes involve both manual and
automated activities, and integrating
these activities into a seamless and
harmonious flow provides process
excellence and competitive/cost cutting
advantages.
FINANCE
(management)
ICT
PEOPLE
CULTURE/
FACILITIES
MGMT
WELFARE
SYSTEM
PROCESS MANAGEMENT SYSTEM
Business Process
Manual
These are key drivers of an effective
process management system as they
continuously ensure that the right
people occupy the right positions, and
they possess the right tools to carry
out their duties.
Business Rules/
Authority
Limits/
Ownership/
Responsibilities Operations Manual
Key Performance Information/
Indicators
Reports
Automation
Support
FINANCE
(mobilization of resources)
VISION
Having defined the vision,
finances must be sourced inhouse and through external
channels to translate the
vision into reality.
CONTROL SYSTEM (Components – M&E, AUDIT, ICT etc.)
Programs/projects can only be
successfully delivered to ECOWAS
citizens within an established program
management framework.
There is a need to ensure that only viable
programs/projects (aligned to the vision) are
embarked upon, internal resources are
properly directed for effective implementation,
and resources are properly managed to ensure
program/project sustenance over time.
START POINT of Delivery to ECOWAS
Citizen
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THE REGIONAL STRATEGIC PLAN AND THE MYP
The Thematic Areas
•
•
•
•
•
•
•
•
Institutional Strengthening of the
ECOWAS Commission
Support to ECOWAS Commission for
Consensus and Policy Advocacy at
sub regional level
Monitoring the State of Regional
Integration and Economic
Performance in West Africa
Support to the Implementation of
NEPAD
Trade Issues
Gender Issues
Promoting Good Governance in West
Africa
Climate Change.
Matters Arising
•
•
•
•
•
Mapping of the thematic areas to the
regional priorities under the strategic
plan
Harmonization of programming
framework as an integral part of the
regional integration agenda
Consistency in the program time frame
and avoidance of multiplicity and
duplication of programs
Location of MYP planning and point of
entry to engender synergy and
enhance effectiveness
Role of partners in a strategic alliance
framework
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LAST LINE
Strategic planning holds the key to development and the
promotion of economic integration in our region
A collaborative arrangement provides an effective
mechanism for coordination and design of intervention
programs
The technical assistance road map needs to be discussed
and translated into concrete actions
We have taken steps in the
right direction
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THANK YOU
MERCI
OBRIGADO
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