1. SUPPORT TO STRATEGIES IMPLEMENTATION MANAGEMENT (R1.1)
Brussels, October 2016

2. RESULTS OBTAINED overall results under R1.1

3. Establishment and recognition of the Focal Points
O/P ECCAS Regional framework for public-private dialogue is agreed and the timetable is operational
Adoption of the regional strategy and implementation mechanism
Through constant advocacy and coordination work, the RFP has pushed for the adoption of the regional cotton-textile-clothing strategy and its implementation mechanism at the Conference of Heads of State and Government of ECCAS held May 16, 2015 in N'Djamena, Chad.
Cotton as a priority once more in Central Africa
Cotton sector and its Monitoring Committee were integrated in the ECCAS General Secretariat’s financial instruments for the first time.
The sector coordination was integrated in the Trade Development department.
ECCAS Secretariat re-positioned itself as the regional leading coordinating agency supporting sector representatives.
The networks created among national stakeholders (as well as among representations in Brussels and Geneva) reinforced the credibility of the institution and its popularity among all the actors.
Cotton was reintegrated in the national agendas of Burundi (Ministry of Agriculture), of Chad (government initiative for next ACA meeting), of CAR (integration of cotton value chain within the country development plan), of Cameroon (finalization and adoption of national strategy), Angola (Importance of cotton as a multi-sectoral initiative). Even within Countries with no cotton production, interest was showed by government officials to be considered as potential industrial and trade partners of the regional value chain (Congo, Gabon and Equatorial Guinea).
Research institutions and professional organisations: the RFP provided valuable inputs in July 2013 in Douala for R&D strategy identification;
Regional trade and value chain development Conference, co-organized by NEPAD and EU-CTA group, in Malabo. The ECCAS cotton RFP has been recognized by NEPAD agency as the first effective value chain approach in agriculture development at the regional level;
Cotton RFP has been given the lead to design the ECCAS concept notes on advocacy missions to EU Commission, African Development Bank, Islamic Development Bank and other donors;
Cotton RFP is also leading the technical committee for the regional planning of EU initiative related to 11th for European Development Fund in Central Africa.

4. Establishment and recognition of the Focal Points
O/P ECCAS Regional framework for public-private dialogue is agreed and the timetable is operational
Credibility and capacity of ECCAS and the RFP
Gain of visibility and recognition among the representatives of the private sector and also within all key national ministries.
The team of the RFP was formed on strategy implementation management, resource mobilization and negotiation, in order to better convey messages and increase and diversify funding sources in favour of the cotton-to-clothing industry.
ECCAS RFP was considered by different regional and pan-African institutions as the reference point in value chain development. Particular areas of expertise of the RFP were highlighted:
Methodological aspects: the support to the cotton value chain served as a model in the case of agricultural development, especially in the context of other export products with a special focus on food security, especially considering its relevance within the regional agricultural development program.
Organization and governance aspects. Within the CRAAN framework, cotton value chain governance served as model and this justified the importance given to RFP in regional project formulation in relation with value chain governance and agricultural development within the 11th EDF of EU Commission.
Research institutions and professional organisations: the RFP provided valuable inputs in July 2013 in Douala for R&D strategy identification;
Regional trade and value chain development Conference, co-organized by NEPAD and EU-CTA group, in Malabo. The ECCAS cotton RFP has been recognized by NEPAD agency as the first effective value chain approach in agriculture development at the regional level;
Cotton RFP has been given the lead to design the ECCAS concept notes on advocacy missions to EU Commission, African Development Bank, Islamic Development Bank and other donors;
Cotton RFP is also leading the technical committee for the regional planning of EU initiative related to 11th for European Development Fund in Central Africa.

5. Establishment and recognition of the Focal Points
O/P Coordination bodies and FPs are capacitated to coordinate, monitor and evaluate the impacts of the strategies
Coherence and alignment – national – regional – Pan-African levels
The work of the RFPs re-created the regional-national networks and brought uniformity in the policy frameworks at the national, regional and even pan-African levels (through coordination with peers).
National strategies were developed in line with regional frameworks and national focal points were appointed:
National focal points have ben appointed in Cameroon, Chad, Burundi, RCA, RDC and Angola to support implementation of the regional strategy.
Countries that were not considering cotton as a priority anymore came back to it (Burundi, DRC, Angola, Gabon and Equatorial Guinea).
Alignment of the regional strategy for cotton-to-clothing value chain with the Regional Agricultural Investment Plan (RAIP).
RFPs in UEMOA and ECCAS have respectively coordinated their actions with ECOWAS Commission/CEMAC.
Coordination with the Pan-African Road Map by the RFPs reinforced the coherence within a continental plan of action.

6. Establishment and recognition of the Focal Points
O/P Coordination bodies and FPs are capacitated to coordinate, monitor and evaluate the impacts of the strategies
Improvement of competitive intelligence among sector stakeholders in the region
In ECCAS / UEMOA / ACTIF&COMESA, Competitive Intelligence (CI) cells were developed
The ECCAS, UEMOA and ACTIF RFPs were trained to create and contribute to strategic monitoring units.
Reinforced collective intelligence between the various cotton stakeholders.
RFP used CI in order to develop the investments opportunities in the region (investigations using search technics and try to identify the influence network of a potential investor that could be interested)
A website is developed to promote local companies working in the Cotton industry such as the producers and the exporters.
The monitoring of cotton activities from countries considered as competitors has been improved by the Competitive Intelligence Tools. Time is saved to allow more analysis of gathered information.
Within ACTIF, the CI cell was further tailored to the needs of the association, in order to ensure self-sustainability of the system and mutual benefits for members and the association.

7. Establishment and recognition of the Focal Points
O/P Focal Point support enabled for improved pan-African coordination and decentralized COS-Coton
Establishment of a P&P frameworks
The focal point allowed spurring the development of a public and private dialogue and framework through consultation with leading public and private actors. This dialogue allowed the channelling of private sector concerns to the decision makers and ensured a better integration of cotton in planning mechanisms.
ESA: the establishment of the P&P Monitoring Committee within the REC has not materialized mostly due to a shortage of funds (although formally established).
In order to fill this gap, two regional organizations were used as platforms to advance this decentralization agenda during the Programme span.
The program supported the MoZaZiMa to advance on the regional cotton production issues and up scaled their concerns through relevant COMESA policy organs and programmes. For example the issue of seed standards harmonization was taken up by Alliance for Commodities for Commodities Trade in East and Central Africa (ACTESA).
ACTIF platform was used to advance the value addition issues such as the policies necessary to promote textile and apparel manufacturing in the region, as well as investments.
West Africa: the P&P Monitoring Committee was formally established in the REC during the AAACP and met regularly up until Internal reshufflings of teams in UEMOA has led to the slow down of the mechanism.
Central Africa: the P&P Monitoring Committee was formally established in the REC through the Conference of Heads of State and Government of ECCAS held May 16, 2015 in N'Djamena, Chad. The meetings of the Committee were budgeted in But ECCAS still needs to decide on how to coordinate with the Regional Council for Agriculture, Food and Nutrition (CRAAN) and in which framework to host the cotton committee.

8. Focal points were enabled to autonomously mobilize required resources for implementation
O/P Strategy coordination bodies and FPs are capacitated to coordinate, monitor and evaluate the impacts of the strategies
Ownership of resource mobilization efforts and increased funding for the sector
Improved approach to resource mobilization and multiplied the connexions with donors
Different resource mobilization initiatives involving both national cooperation agencies (AFD, SNV, GIZ, ABC, USAID, etc.), financial institutions (ADB, IDB, BDEAC, etc.), and inter-regional development institutions
USD 1.2M allocated for the implementation of the Zimbabwe CTC strategy through the RISM regional Programme
Bilateral meetings with international development partners to promote the strategies and to develop new partnerships (for example China, Brazil, EU, Switzerland, USAID etc.)
Concept notes, regional integration projects and donor reports have been developed.
Creation of a strong leadership and full ownership of the resource mobilization process
Projects developed now fully aligned with the critical needs of stakeholders, which were kept aware of the developments of each initiative
Increase of the capacity of the RFPs to identify and formulate projects and programs was also increased
RFPs have a better understanding about donors’ financing cycles. They gained expertise in promotion/communication techniques to develop new relationships with partners.

9. Focal points were enabled to autonomously mobilize required resources for implementation
O/P Strategy coordination bodies and FPs are capacitated to coordinate, monitor and evaluate the impacts of the strategies
Ownership of resource mobilization efforts and increased funding for the sector (continued)
The Strategy Implementation Management Tool (SIMT) allowed having a clearer picture of the priority areas requiring funding and contributed to structure interventions and monitoring them.
The RFPs are using the regional strategies as a means to operationalize projects and to optimize work in relation Trade and Development pillar. Concept Notes and Draft proposal for unifying projects were developed.
The strategies have been positioned within the region’s social and economic development frameworks (PDDAA, PACECT).
Support by RFPs to national operators and partners to mobilize funds available through Support Programme’s R2 related to the cotton facility.

10. Regional strategies were recognized and used as reference through an effective and coordinated advocacy effort led by focal points
O/P Strategy coordination bodies and FPs are capacitated to develop and convey policy recommendations to support strategy implementation
Visibility of the cotton-to-clothing industry in all 3 regions is increased
The high priority level given to the sector has had an important impact on the visibility of the specificities of the industry in the regions:
The strong advocacy led by the RFPs within key international and regional frameworks (WTO, COS, ICAC, Origin Africa, Heads of State Conferences, etc.), the communication and media reinforced the visibility of the sector, attracting new donors’ or investors interests.
Joint statements and presentations in the context of the consultative High-Level Mechanism on Cotton of the WTO’s DG.
Strategies were presented to international partners as the development framework within which Aid for Trade initiatives for cotton should be developed for the sub-regions.
Geneva- and Brussels-based delegations, with the support of C4, are using the regional strategies as a means to operationalize projects and to optimize work in relation Trade and Development pillar
Increased mobilization of diplomatic missions in Brussels and Geneva on the cotton sector and the channelling of the strategy-related information towards them contributed to achieve this impact:
Improved exchange of information between diplomatic representatives in Geneva/Brussels and local stakeholders in Ouagadougou/Libreville/Lusaka

11. Regional strategies were recognized and used as reference through an effective and coordinated advocacy effort led by focal points
O/P Strategy coordination bodies and FPs are capacitated to develop and convey policy recommendations to support strategy implementation
Visibility of the cotton-to-clothing industry in all 3 regions is increased (continued)
Coordination and alignment of diverse advocacy positions in the three regions allowed to formulate a common message which eventually led to the successful extension of AGOA for 10 years.
Communication tools developed including the monthly newsletter "InfoCoton" (gained notoriety as the first regional newsletter on cotton), the strategy brochures, information monitoring, presentation of the strategy to actors
The French television channel “France 24” has directed a documentary on the competitive intelligence unit within UEMOA. All protagonists of the initiative were interviewed (President of the Commission, monitoring unit operators, private sector, ITC, EU, etc.). France 24 is considered to reach out to 47 million viewers worldwide.
Value chain approach popularized
The work of the RFPs allowed generalizing a full value chain approach to sector development, taking into consideration the spinning, textile and clothing sub-sectors and possibilities for regional integration
This particularly allowed strengthening research and technical collaboration within the region resulting in exchange of expertise and research finding on new varieties/good agricultural practice.

12. Regional strategies were recognized and used as reference through an effective and coordinated advocacy effort led by focal points
O/P Strategy coordination bodies and FPs are capacitated to develop and convey policy recommendations to support strategy implementation
Quality of policies in cotton industries
The programme has had a positive impact on the REC’s policies by improving their quality and relevance to the reality on the ground:
Policies developed consultation with public and private stakeholders and through strong regional sector expertise. This resulted in higher level of detail in the definition of the needs and common ownership behind these policies.
National policies were improved and refined. Policies that used to be very broad were now developed in a participatory manner and integrated a high-level sector expertise through the RFP’s assistance. This contributed to spread the knowledge about the sector at the decision makers’ level. National policies were developed in:
Côte d’Ivoire (cotton-to-clothing strategy as part of a NES under PACIR programme)
Cameroon (cotton-to-clothing strategy)
Zimbabwe (cotton-to-clothing strategy)
Ethiopia (textile and clothing value chain roadmap, as part of the SITA project)
Kenya (textile and clothing value chain roadmap, as part of the SITA project)
Tanzania (cotton-to-clothing strategy, as part of the SITA project)

13. Main lessons learned

14. challenges Key Challenge:
No direct levy of ITC on the sustainability of the RFPs – today RFP situation in UEMOA/ECCAS/COMESA has changed:
UEMOA: difficulty to institutionalize the operational arm of the RFP – communication expert key to day-to-day tasks required for CI cell, etc.
ECCAS: decision of the General Secretariat to not retain sector expertise within the organization.
COMESA: two consecutive RFP staff changes in – loss of Programme knowledge and weakening of regional networks
Political decisions made within RECs over the compositions of the RFP teams/ reshuffling of teams
ITC as a technical agency could not influence those decisions – only equip RFP teams to be better prepared to defend their positions
Lesson learned
The institutionalization of the Focal Point mechanism should be requested upfront and put as condition for any capacity building and direct support
Political support from leading agencies is required throughout the implementation of the programme
In the case of UEMOA: consider possibility of a direct Grant MOU for hiring of the RFP team

15. challenges Key Challenge:
Overall difficulty to institutionalize the P&P monitoring committees at the regional level due to:
main private-sector drive remains at a national level (immediate interests for private sector operators remain national in nature and regional frameworks appear disconnected)
costly nature of such regional meetings (transportation costs, operational, organizational, etc.) – cannot be supported through the Programme to ensure that funds are not taken by operational/travel expenses and remain concentrated on technical assistance.
Lesson learned
Leading P&P dialogue for the sector should preferably take place at the national level, with occasional (ad hoc) regional level meetings.

16. challenges Key Challenge:
The perception by Eastern and Southern Africa stakeholders that the administration of the cotton facility has favored West Africa countries has had a negative impact on stakeholders’ involvement and interest in the programme.
Lesson learned
Need to focus initiatives through COS-coton in the region and to advertise its previous initiatives further

17. Remaining activities and results consolidation

18. Next steps and consolidation efforts
Central African region/ECCAS
No further activities planned – distance backup/consolidation.
Western African region/UEMOA
Eastern and Southern African region/COMESA/ACTIF
November 2016: final tranche of the ACVAZ grant to be disbursed.
November 2016: Launch of the Monitoring cell in ACTIF at Origin Africa (Antananarivo, Madagascar) + stakeholders’ sensitization and registration seminar + support in communication materials development.

19. Recommendation for future activities

20. Areas for further support
Support in the reshuffling of the industry P&P coordination and governance:
To bring closer the private sector coordination to the realities of the field;
To organize the private sector and reinforce the common voice in each country;
To make private sector more flexible and adaptable vis-à-vis external crises and able to address them in a coordinated manner;
To setup an effective mechanism for developing cooperative private sector and government responses to industry challenges and opportunities.

21. Areas for further support
Consolidating national p&P dialogue platforms and policies (continuation of r1.1. effort):
Accompany key countries in formulating their own strategies and developing national implementation mechanisms
The following leading cotton & cotton value adding countries were not assisted through the current programme:
Burkina Faso
Mali
Benin
Nigeria
Chad
Central African Republic*
Sudan*
South-Sudan*
Zambia
Malawi
Mozambique
South Africa
* Countries were cotton sector could help reorganize rural areas and build up resilience

22. THANK YOU FOR YOUR ATTENTION
Eric Buchot