ECOWAS COMMISSION DE LA CEDEAO ECOWAS VISION 2020

ECOWAS 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 3/15/2018 2

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 3/15/2018 3

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 3/15/2018 4

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 3/15/2018 5

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 3/15/2018 6

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: • • maintain political and economic stability, through the pursuance of sound economic management and good governance, • • by enhancing their capacity to access and harness resources, 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. 3/15/2018 7

THE REGIONAL STRATEGIC PLAN: PURPOSE Community ECOWAS Institutions • Raises their collective awareness on current and future issues and operations • 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 o Provides an opportunity for the citizens to participate in the process and take a genuine interest in their future, thereby increasing morale o Promotes a common sense of purpose and cohesion 3/15/2018 8

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 3/15/2018 9

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 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 Innovation and creativity and Strategy enterprise 3/15/2018 10

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 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 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 3/15/2018 11

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 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 Non-operationalisation of the relevant institutions necessary for the establishment of the second monetary zone (WAMZ) and ultimately the single currency for the region 3/15/2018 12

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 3/15/2018 13

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 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 Poor state of infrastructure in the region, which remains regrettable, disastrous and productionreductive o Strategy The current global crisis, global meltdown contagion (GMDC) and their likely effects on aids and foreign direct investments flow`` 3/15/2018 14

PYRAMID OF SUCCESS 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 3/15/2018 15

ISSUES UNCOVERED Intervention seven in Key Areas • Institutional Arrangement and Technical Assistance Road Map • Organizational structure • Process Redesign • ICT Infrastructure Overhaul • Financial Strategy • Communication Strategy • Strategic Alliance areas Control Systems • Defined by the key intervention • 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: 3/15/2018 16

PYRAMID OF TRANSLATION END POINT of Delivery to ECOWAS Citizen ECOWAS CITIZENS VISION CONTROL SYSTEM (Components – M&E, AUDIT, ICT etc. ) There is a need to ensure that only viable programs/projects (aligned to the vision) are embarked upon, internal resources are PROGRAMS properly directed for effective Programs/projects can only be /PROJECTS implementation, and resources are properly successfully delivered to ECOWAS managed to ensure program/project citizens within an established program sustenance over time. FINANCE management framework. These are key drivers of an effective (management) process management system as they Managing the financial continuously ensure that the right resources for the programs and ICT people occupy the right positions, and PEOPLE CULTURE/ projects FACILITIES WELFARE they possess the right tools to carry MGMT out their duties. SYSTEM PROCESS MANAGEMENT SYSTEM A process management system defines how a business operates and the way in Business Rules/ Business Process which it delivers value to both to its Having defined the vision, Authority Limits/ Ownership/ Manual internal and external customers. Responsibilities Operations Manual finances must be sourced in. Processes involve both manual and house and through external automated activities, and integrating channels to translate the Key Performance Information/ Automation these activities into a seamless and vision into reality. Indicators Support harmonious flow provides process Reports excellence and competitive/cost cutting FINANCE advantages. (mobilization of resources) START POINT of Delivery to ECOWAS Citizen 3/15/2018 17

THE REGIONAL STRATEGIC PLAN AND THE MYP 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 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 3/15/2018 18

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 3/15/2018 19

THANK YOU MERCI OBRIGADO 3/15/2018 20