Draft Strategy (professionals)rev.1

DRAFT National Strategy for Professional Services Exports

Prepared by Mark Hellyer August 2012

STRATEGY PREPARED UNDER FUNDING FROM THE COMMONWEALTH SECRETARIAT ON BEHALF OF THE TRINIDAD AND TOBAGO COALITION OF SERVICES INDUSTRIES (TTCSI)

Under the Project “Strengthening the Competitiveness of Services in Trinidad &

Tobago”

505 Pinner Road, Harrow HA2 6EH, United Kingdom Tel: (+44) 020 8133 5055 Fax: (+44) 870 383 5011

[email protected] www.ctaeconomic.com

The findings and opinions expressed in this report remain those of the consultancy team and do not necessari ly reflect those of the Commonwealth Secretariat, Government of Trinidad and Tobago

or TTCSI

Table of Contents

Introduction ................................................................................... 1 Objective ................................................................................................................ 1 The Opportunity .................................................................................................... 1 Overall Approach ................................................................................................... 3

Strategic Goal 1: Sector Wide Awareness and Promotion .......................... 4 Specific Targets ...................................................................................................... 4 Awareness Raising and Promotion ......................................................................... 4 Improving Sector Competitiveness .......................................................................... 5

Strategic Goal 2: Bidding on Foreign Public Procurement Contracts ............. 7 Specific targets ....................................................................................................... 7 Research on rules, opportunities and publication in target markets ........................... 8 Support and Encourage International Negotiations on Public Procurement .............. 9 Trade Missions to Key Institutions .......................................................................... 9

Strategic Goal 3: B2B International Networking ................................... 11 Specific targets ..................................................................................................... 11 International Networking ..................................................................................... 11 Participation in International Conferences and Exhibitions .................................... 12 Inward Conferences and Events ............................................................................ 12 Trade Missions ..................................................................................................... 13

Action plan .................................................................................. 15 Supervision and M&E .......................................................................................... 15 Institutional Arrangements ................................................................................... 15 Outline Action Plan ............................................................................................. 15

National Strategy for Professional Services Exports

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Introduction

Objective

Services exports in Trinidad and Tobago currently amount to an estimated US$ 861 million, of which the vast majority (75%) comprises tourism and transport. Therefore, commercial services exports (comprising financial, ICT, BPO, medical, yachting, professional services, education, creative industries, fashion) amount to an estimated US$ 215 million.

However, there is no official data on the exact composition of commercial services exports. Estimates based on industry surveys indicate that the export of professional services in Trinidad and Tobago amount to US$ million [to be inserted following survey results] based on income of thousand [to be inserted by segment] architecture, engineering, surveying, planning and management.

The overall objective of the Strategy for Export of Professional Services is to increase the number of foreign contracts won by

firms from Trinidad and Tobago by 50 contributing an additional US$12.5 mil l ion to services exports and the economy as a whole

after 3 years and then growth of 10% per annum thereafter.

The Opportunity

NATIONAL CAPACITY

There are 835 registered engineers, around 100 registered architects and several hundred surveyors and project managers/planners. Unlike in many countries, professional practices tend to be singular discipline, that this, there are few firms comprising architects, engineers, surveyors and/or project planners. For both engineers and architects, there are a few large firms (approximately 20 large engineering with over 50 professionals and around 10 large architect firms with over 10 qualified architects) with many small practices

In the energy sector, there are many large international energy service companies, some locally-‐owned companies and joint ventures to provide engineering consultancy in drilling and gas processing. Some local firms have exported petroleum consultancy services outside of the region. Plant maintenance services are also being exported to other markets and a move to do more of the front -‐end design work in Trinidad and Tobago that was previously done outside has been successful. This includes the design of platforms, pipeline layout, project management and even procurement. This is a world -‐ class service and has good prospects for export.

The majority of architects are educated in US, Canada and Jamaica (UWI) with a minority (around 10%) being educated in the UK. There are around 40 firms practising in Trinidad and Tobago, with 50% sole practitioners. Architects do very little private business as draftsman, who are much cheaper, dominate this market locally (there is no legal requirement for submissions to be from a licensed architect) and so around 70-‐80% of turnover is from government contracts. However, this market is declining as the government changes procurement towards BOT (Build Operate Transfer) and the

2 National Strategy for Professional Services Export

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main contractors simply bring in their own architects. Most architects have some export experience in the region.

[Insert data on what services are currently exported, % architects, engineers etc .. and where the contracts come from both in numbers and value – use pie chart]

GLOBAL MARKET

There is scant data available on the global professional services market. There is not even much data on the individual sub-‐sectors. This is because statistics on these specific services are not collected nationally. Moreover, where statistics are collected, the professional element is mixed in with non-‐professional elements (for example, the global construction market is estimated at US$ 4.2 trillion and architecture and engineering are one component). Therefore, the following estimates found from a great number of sources cannot be considered accurate:

Table 1: Global Market for Professional Services Sector Total

Architectural Services US$ 30 bn

Engineering Services US$ 750 bn

Surveying Services US$ 50 bn

Planning Services n/a

Total US$ 830 bn

This figure of US$ 830 bn appears to be reasonable as on average, professional services in the EU account for 21% of construction costs so taking the global total for construction costs of US$ 4.1 trillion and applying the 21% gives an estimate for global professional services of US$ 861 bn.

However, it reported that in engineering services, only US$ 15 bn (or 2 per cent) is sourced offshore.

Globally, the market for professional consultancy services is dominated by government contracts and supplemented by international donors.

The largest market for professional consultancy services related to construction is Europe with an estimated 32% of the market. This equates to US$ 266 million.

Table 2: Share of Global Construction Services Industries Share of Market

Europe 32%

Asia 30%

North America 11%

Middle East 10%

Latin America 9%

Africa 8%

Source: UNCTAD (2010)

In terms of the EU market, civil engineering is estimated to value US$231 bn and architecture US$ 6 bn (with the UK accounting for US$ 2.5 bn). In addition, the EU market for surveying (both land management and geographic information systems) is estimated at US$ 20 billion.1

1 Eurostat (2004)


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VALUE PROPOSITION

The impact on the economy of exporting professional services is through fees to the respective firms. Exporting of such services depends upon networking, partnerships and participating in public procurement for both donor and national government contracts in foreign markets. Given that the majority of firms are small, the average contract (or sub-‐contract) for exports is likely to be relatively small at around US$ 250,000 per annum.

Overall Approach

Specific targets by end of 3 years:

Contracts Contribution to the Economy

Total increase per annum 50 US$ 12.5 million

Direct Public Procurement 25 US$ 6.25 million

Sub-‐contracting 25 US$ 6.25 million

Marketing of professional services is relatively straightforward, there are predominantly two markets: public procurement (foreign government and donor) and; sub-‐contracting to foreign companies (for both public procurement and private business.

In order to achieve these targets, a number of strategic goals and associated activities need to be undertaken:

1. Sector Wide Awareness and Upgrading

§ Awareness Raising and Promotion

§ Improving Sector Competitiveness

2. Bidding on Foreign Public Procurement Contracts

§ Research on Rules, Opportunities and Publications in Target Markets

§ Tender Alert system

§ Support and Encourage International Negotiations on Public Procurement

§ Trade Missions to Key Institutions

3. B2B International Networking

§ International Networks

§ Participation in International Conferences

§ Inward Conference and Events

§ Trade Missions


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Strategic Goal 1: Sector Wide Awareness and Promotion

Specific Targets

Cooperation, coordination and awareness raising within Trinidad and Tobago of professional services export opportunities are essential to realising the potential of the sector. Therefore, the initial strategic goal should focus on ensuring the sector can work together to promote their collective interests and improve competitiveness. Although no quantitative target can be set as these activities will not directly generate incomes or contracts, the activities under this goal are necessary prior to implementation of subsequent Strategic Goals – that is, the target is a necessary condition:

The specific target for Strategic Goal 1: Sector Wide Awareness and Promotion wil l be to bring together professional services firms and collectively improve the standards and quality of service to

internationally recognised levels.

In order to achieve this target, a number of Activities are proposed

è Awareness Raising and Promotion

è Improving Sector Competitiveness

Awareness Raising and Promotion

AIMS

§ To raise the profile of the sector nationally to obtain widespread support and commitment for implementation of the strategy

§ To encourage all professional services firms to consider exporting

OUTPUTS

1. National Awareness Campaign

2. Awareness raising events such as advertisements in international press (industry and non-‐industry), media coverage, participation in international conferences, editorials

ACTIONS

Task 1 – Sector Research: In order to be able to adequately promote the sector, it is important that it is understood fully. There is very little data, information and analysis of exports from Trinidad and Tobago. Therefore, research needs to be undertaken to provide basic analysis to feed into other elements of the awareness and marketing components of the strategy.

Task 2 – Development of National Awareness plan: A national awareness campaign for the sector should be developed and revised periodically. The content will depend upon the


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resources available but would stress key statistics, benefits (actual and potential) of the sector to the economy and encourage political and policy prioritisation and attention.

Task 3 – National Awareness Events: Activities based on the plan must be implemented and managed. The actual activities will depend both on the plan design and available resources but could include advertising, editorials, press conferences, awards, sponsorships, newsletters and social media.

Improving Sector Competitiveness

AIMS

§ To improve the competitiveness of firms in Trinidad and Tobago

§ Increase credibility of firms in the international context

OUTPUTS

1. Training in export marketing for professionals

2. International recognition and membership by National bodies

3. Courses of continuing professional training and certification

4. Adoption of quality standards and international membership by firms

ACTIONS

Task 1 – Development and Delivery of Export Marketing Training Programme: Design and development of standard courses that can be delivered to professionals on an annual basis which would include: proposal writing, winning public contracts, developing export marketing plans, B2B networking, developing credibility (such as directory listings) and website optimisation. These courses (speaker notes and interactive exercises) will be produced and delivered annually either on a complimentary or fee basis, depending on resources. Each course will be marketed through associations each year and delivered by experienced resource persons.

Task 2 – National Associations Work to Gain International Accreditation/recognition: The various associations must gain international recognition through membership of international bodies, affiliation and entering into mutual recognition agreements with international and key foreign national associations (such as UK and USA) to gain credibility. This will provide a marketing tool for its members. To achieve this an analysis of internationally recognised bodies for each sub-‐sector is needed and a medium term strategy for liaison and membership undertaken including: visits to associations for discussion/criteria; compliance with requirements; membership fees and negotiations. Where additional training is required by members, training and certification programmes will be delivered and implemented. Where national qualifications are provided, work to make these in line with international agreements (such as the Washington, Sydney and Dublin Accords for recognition of engineering qualifications) will be undertaken.

Task 3 – Development of Continuous Professional Training Schemes: To ensure long term competitiveness of the sector, improvement of skills and training of all practitioners is required. These schemes should be internationally recognised and target needs of the market


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and demands of the firms. These programmes should be developed with appropriate national training and accreditation bodies and delivered on a commercial basis.

Task 4 -‐ Promotion of Quality Assurance and International Standards: Quality assurance such as ISO 9000, health and safety and environmental standards, amongst others, are increasingly important criteria in both public and private contracts. Therefore, a programme of training and technical assistance for such schemes should be developed and implemented. Where resources are available, subsidised assistance could be provided to firms to encourage participation. Also, where possible, local firms should be used where they have international accreditation (such as for ISO 9000).


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Strategic Goal 2: Bidding on Foreign Public Procurement Contracts

Specific Targets

Public procurement contracts account for around 80% of domestic business for professionals and so, it follows that international opportunities will come predominantly from public procurement. These will be from foreign government contracts and from donor/international institutions such as World Bank, European Development Bank and Inter American Development Bank.

Global spending by governments on infrastructure development (which is contracted through public procurement and all require professional services) is estimated to average between 5-‐7% of GDP. Moreover, the EU public procurement market is worth US$ 3,500 billion and a limited amount of these contracts are open to competition globally. However, spending in Latin America is lower than the world average at 1-‐2% (the lowest level). Governments in Africa spend the largest amount on infrastructure of any region, with 15% of GDP tendered through public procurement. Africa, given the limited local competition, and language requirement (mostly English speaking) and high infrastructure spending would seem to provide the best opportunities for firms.

In addition, funding from international donors and agencies provides another opportunity as they guarantee more open participation and transparency. Funding from the World Bank alone amounted to US$ 160 billion in 20112, of which 33% went to infrastructure.

The specific objective of Strategic Goal 2: Bidding on Foreign Public Procurement Contracts, is to increase the number of foreign public contracts awarded to firms from Trinidad and

Tobago by 25 per year – 10 donor contracts and 15 government contracts

On this basis, 25 contracts would provide income of US$ 250,000 each to professional services firms each year totalling US$ 6.25 million.

In order to achieve this target, a number of Activities are proposed:

è Research on Rules, Opportunities and Publications in Target Markets

è Create a Tender Alert System

è Support and Encourage International Negotiations on Public Procurement

è Trade Missions to Key Institutions

2 World Bank Mapping for Results Database(2012)


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Research on Rules, Opportunities and Publication in Target Markets

AIMS

§ To identify countries and agencies with best opportunities (high levels of spending in key sectors with open/transparent procurement rules)

OUTPUTS

1. Series of publications on procurement opportunities, procurement rules and tender publications in target markets of relevance to professional service firms

ACTIONS

Task 1 – Identification of Target Markets and Agencies: An assessment of total value of public procurement contracts by sector: transport infrastructure (roads and bridges), energy, telecoms, water, ports and airports etc.) at central government, regional government (for larger countries such as Brazil and Nigeria) and state owned enterprises and agencies in potential countries. Then for those countries where spending in sectors of interest are high, an assessment of the rules and ease of participation for foreign firms (eligibility, criteria, transparency of system, local preference etc.) will be analysed to identify countries with the best prospects for Trinidad and Tobago. This would include any preferences or provisions within existing agreements such as the EPA. In addition, spending by sector and rules of participation for donor agencies (World Bank, EDF, AfDB, IADB, EIF, LAIF etc.) will also be undertaken.

Task 2 – Selection of Target Markets: Over the medium term, specific markets need to be targeted and monitored and so a prioritisation of markets is required. Since this prioritisation will feed into the tender alert system and be monitored over the medium term (see next activity), this is a crucial component and should be developed in consultation with a broad range of stakeholders. Specific regions such as Caribbean, Africa and/or Latin America could be targeted, or individual countries in all regions depending upon opportunities and interest.

Task 3 – Preparation and Distribution of Country/Sector Guides: For all countries analysed (whether or not they are prioritised), publications on procurement opportunities, rules and how to participate will be prepared by sector. These will then be widely distributed to firms in Trinidad to make use in their own company marketing strategies.

Create a Tender Alert system

AIMS

§ To provide firms with actual information on tenders in target markets

OUTPUTS

1. Distribution of tender opportunities in target markets

2. Distribution of tender opportunities in International Agencies

3. At least 1,000 opportunities posted each year


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ACTIONS

Task 1 – Design of System for Monitoring Tenders: This will involve website design and development of a database of firms in Trinidad and Tobago and their respective interest (sectors and countries/regions) so when new opportunities are posted, they are not only detailed on the website, but an alert is sent to registered firms (either my email and/or text as appropriate).

Task 2 – Identification of Marketing Channels for Government Contracts in Target Markets: Identify the main advertising channels for these tenders (local newspapers, international journals or websites). Working through local embassies and high commissions may be necessary to identify these.

Task 3 – Monitoring Opportunities: Monitoring government opportunities in target markets may involve website monitoring, subscriptions to local press and use of foreign missions. Monitoring donor agency contracts will involve review of country strategies, monitoring on-‐line databases (some of which require subscriptions). It is vital that this monitoring is undertaken daily as tender deadlines are usually tight and so early warning is essential. As soon as opportunities are identified, full information needs to be published immediately on the website and alerts sent out to registered firms.

Support and Encourage International Negotiations on Public Procurement

AIMS

§ To improve market access to foreign public procurement markets

OUTPUTS

1. Public procurement on the agenda and discussed in each trade agreement being negotiated

ACTIONS

Task 1 – Analysis of Market Access Issues: For each trade negotiation being undertaken by Trinidad and Tobago, an analysis of the obstacles to participation in public procurement contracts in those countries will be undertaken as well as services market access. This information will be articulated to government negotiators.

Task 2 – WTO GPA Negotiations: Consideration of the cost/benefit of accession to the WTO’s Government Procurement Agreement that would allow for participation in certain public procurement contracts. If there is a net benefit, then encouragement by the Government to accede to the GPA, assuming that firms would then be willing to and able to actively bid in other countries procurement under the GPA. Signatories to the GPA are (Armenia, Canada, EU, Hong Kong, Iceland, Israel, Japan, Korea, Aruba, Norway, Singapore, Switzerland, Taiwan and USA, with a further 9 countries negotiating membership).

Trade Missions to Key Institutions

AIMS

§ To increase understanding and participation in foreign public procurement contracts

§ To obtain information on future spending plans (pipeline information)


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§ To increase awareness of Trinidad and Tobago with public purchasing bodies

OUTPUTS

1. Trade missions to 2 international donor agencies and 2 target countries each year

ACTIONS

Task 1 – Identification of Key Procurement Officials in Donor Agencies: Approach officials involved in both procurement procedures and strategies for specific sectors, as well as targeted regions and countries. The willingness of each organisation as a whole, as well as individuals/departments will be sought as part of the planning process for presentations at these organisations. (Compare to similar visits by British Expertise).

Task 2 – Identification of Key Procurement Agencies in Target Markets: Approach officials to ascertain willingness to make presentations to a delegation of firms from Trinidad and Tobago.

Task 3 – Selection of Participants: Participants in the various missions will be based on interest (register interest following advertising of proposed event). Training and other support will be given to participating firms including marketing materials (company profiles etc.). Costs and financing of participation will depend upon available resources.

Task 4 – Event and Follow up: Event logistics such as travel and accommodation will be undertaken, together with programmes, transport to and from the events on mission and social/networking events. After return to Trinidad and Tobago, follow up with participating firms, as well as dissemination of information (for example on pipeline projects and strategic approach) would be undertaken through public events and seminars.


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Strategic Goal 3: B2B International Networking

Specific targets

Whilst direct public procurement contracts are one way to increase professional services exports, another is through subcontracting to larger international firms with track records and resources to secure public and private contracts. Developing subcontracting arrangements require business-‐to-‐business networking by individual firms who build up relationships. Whilst primarily this has to be done at a firm level, there are a number of activities that can be undertaken sectorally to increase the profile of the sector internationally and create networking opportunities.

Therefore, the specific objective for B2B International Networking will be:

The specific target for Strategic Goal 3 B2B International Networking to create formal and informal associations that result in 25 sub-contracting arrangements from international f irms per

year after 3 years.

On this basis, 25 contracts would provide income of US$ 250,000 each to professional services firms each year totalling US$ 6.25 million.

In order to achieve this target, a number of Activities are proposed:

è International Networking

è Participation in International Conferences

è Inward Conferences and Events

è Trade Missions

International Networking

AIMS

§ Increase exposure of firms to international businesses

§ Provide opportunities for firms to meet with potential partners

OUTPUTS

1. Membership of international bodies

2. Profiles and lists of international firms

ACTIONS

Task 1 – Identify Firms Working in Target Markets: Firms must establish relationships with international firms active in target markets. This will require market research on the internet to identify the nationality of contractors wining public contracts in target markets (likely to be from UK, Canada and USA, but could also be from Asian countries including India, Malaysia


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and Japan). Once these countries have been identified and prioritised, research on the national associations and societies will need to be gathered. This would include associations for firms and individual professionals. For example, in the UK this would be a range of associations such a British Expertise (formerly the British Consultancy and Construction Bureau), Royal Institute of Architecture, Association for Consultancy and Engineering etc.

Task 2 – Determine Membership of National and International Networks: If priority national organisations allow international membership, consider joining (Trinidad and Tobago associations, firms and individuals, as affiliates or full members). Find out which international bodies, national organisations belong to and consider membership.

Task 3 -‐ Promote Membership: Promote membership of international bodies to associations, firms and individuals as a key marketing tool. This will include providing profiles on international bodies, undertaking seminars on networking as a marketing tool and awareness raising of international bodies and the benefits of membership. Also at this time, lists and profiles of international firms will be provided to firms for use in marketing.

Participation in International Conferences and Exhibitions

AIMS

§ Increase awareness and exposure of firms to international business

§ Provide platforms for networking

OUTPUTS

1. Participation in 3 international events each year

ACTIONS

Task 1 – Identification of Conferences and Exhibitions: Research on the internet to identify conferences and exhibitions attended by potential partner firms. These would then be profiled to examine the potential of each for networking and then will be prioritised. Based on this, three events will be selected each year.

Task 2 – Planning and Preparation: Selection of participants as well as logistics and training. Cost of participation will depend on available resources but could be free, subsidised or wholly paid for according to available resources.

Task 3 – Participation in Events: Up to 3 events (conferences and exhibitions) will be attended each year. For exhibitions, these will be as visitors rather than exhibitors as the point is networking rather than selling. Follow up with participants to both evaluate and support continuing relationship building will be necessary.

Inward Conferences and Events

AIMS

§ To create networking opportunities through encouraging relevant international events (conferences and exhibitions) to be held in Trinidad


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OUTPUTS

1. To have one professional international event held in Trinidad and Tobago every year (annual conferences of foreign national associations, international conference and/or international exhibitions)

ACTIONS

Task 1 – Database of Potential Events: Create a database of potential events that will attract the right number and type of international participants that local firm can network with. Links with previous activities such as participation in international conferences, trade missions etc. should be utilised to provide opportunities for building continuous relationships.

Task 2 – Develop Offer Package: Develop package including facilities, site visits (as appropriate), social events and island tours. These should be fully costed and ideally subsidised (in order to encourage participation of international organisations). Where foreign national associations are undertaking their own event, careful consideration of several networking events for local firms must be included into the packages as full conference participation would not be allowed.

Task 3 – Marketing of Package to International Event Organisers: Approach each targeted event to “sell” the concept and enter into a contract. This will involve a initial approach (email/letter), telephone conversations, outward and inward missions to discuss arrangements etc.).

Task 4 – Event and follow up: Promotion and marketing of the event and opportunities for participation by local firms, training of local firms and follow up after the event will be necessary to build and continue relationships.

Trade Missions

AIMS

§ For firms to meet and network with potential partners

OUTPUTS

1. To undertake one trade mission per year to a foreign association(s)

ACTIONS

Task 1 – Identify Associations with Desired Membership: Undertake research to identify associations in countries with profiles of membership that could potentially generate partnerships. Based on this research, a country/city for trade mission and list of target associations and individual companies will be created.

Task 2 – Organisation of Mission: Will include development of the programme of visits and events to organisations in the target country. Will also involve company specific invitations to events to ensure specific relationships are maintained (participants from Trinidad and Tobago will submit a list of contacts for follow up). Logistics for travel and events will also be arranged. The mission could also be linked to activities with public procurement missions;


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for example a visit to the World Bank could be combined with networking events to international professional firms located in Washington and/or their association.

Task 3 – Selection of Participants: Advertising of the planned mission to local firms and selection of participants if oversubscribed. Depending on resources, costs could be free, subsidised or wholly paid for. In addition, training and briefing of participants would be undertaken.

Task 4 – Event and Follow up: Management of the mission, including logistics and follow up – evaluation and support with continuing relationship building for participants. In addition reports and seminars to disseminate key finding of the mission (what international firms are looking for in partners such as costs, skills and local presence) to help individual firms position themselves for networking and making themselves attractive as a a sub-‐contractor.


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Action plan

Supervision and M&E

This strategy will require cooperation and actions by a broad range of stakeholders within the public and private sectors. Therefore, there is a real need for a strong supervisory and facilitation role for an APEX organisation that can coordinate and oversee implementation.

This role should be taken on by the Trinidad and Tobago Coalition of Services Industries (TTCSI) who will not only act as the driver of the strategy, but take responsibility for monitoring and evaluation. This will first require undertaking baseline studies of key indicators and publishing progress of the strategy (with appropriate media coverage to support the sector).

This is a crucial role and TTCSI will need to be given appropriate resources to monitor and facilitate implementation in the national interest, and will also need to develop appropriate skills for the task.

Institutional Arrangements

Implementation of this strategy will be undertaken by a broad range of stakeholders in both the public and private sectors. There are a number of options for implementation and lead agencies/organisations depending upon willingness, commitment and resources. During the initial discussion of this strategy amongst stakeholders, the exact modalities will be discussed and agreed, as well as completion of the Outline Action Plan (below).

Outline Action Plan

The following Action Plan provides an indicative schedule of activities to implement the strategy. However, the institutions involved in implementation should review and revise the Action Plan on an on-‐going basis to ensure its accuracy, relevance and reflect the changing dynamics of Trinidad and Tobago as well as the global market.

Stakeholders will first need to discuss and complete the Outline, assigning Lead Agencies, resources and budgets. Once these have been agreed, each component of the Action Plan must be elaborated into an individual work-‐plan. The Outline Action Plan and individual Work-‐plans will need to be revised periodically to take account of available resources, changing politics, commitment of the sector, international market dynamics and lessons from previous activities.


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Outline Action Plan – To be Completed by Stakeholders

Outputs Result Indicators Lead

Agency Duration (start-finish months)

Internal Resources

Budget Allocation

Overall objective Increase the national income from professional services exports by US$12.5 million pa after 3 years

Increase in foreign contracts by 50 pa

TTCSI Jan 2013 – Dec 2015

Strategic Goal 1: Sector Wide Awareness and Promotion Specific Target To bring together professional services firms and collectively improve the standards and quality of service to

internationally recognised levels

Activity 1.1 Awareness Raising and Promotion Task 1.1.1 Sector Research

1. National Awareness Campaign 2. Awareness raising events such as advertisements in international press (industry and non-industry), media coverage, participation in international conferences, editorials

Task 1.1.2 Development of national awareness plan

Task 1.1.3 National awareness events

Activity 1.2 Improving Sector Competitiveness

Task 1.2.1 Development and Delivery of Export Marketing Training Programme

1. Training in export marketing for professionals 2. International recognition and membership by National associations 3. Courses of continuing professional training and certification 4. Adoption of quality standards and international membership by firms

Task 1.2.2 National Associations work to gain international accreditation/recognition

Task 1.2.3 Development of continuous professional training schemes

Task 1.2.4 Promotion of quality assurance and international standards

Strategic Goal 2: Bidding on Foreign Public Procurement Contracts Specific Target US$ 6.25 million To increase the number of foreign public contracts awarded to firms from Trinidad

and Tobago by 25 per year – 10 donor contracts and 15 government contracts Activity 2.1 Research on rules, opportunities and publication in target markets

Task 2.1.1 Identification of target markets and agencies

1.Series of publications on procurement opportunities, procurement rules and tender publications in target markets of relevance to professional service firms

Task 2.1.2 Selection of Target Markets

Task 2.1.3 Preparation and distribution of country/sector guides


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Outputs Result Indicators Lead Agency

Duration (start-finish months)

Internal Resources

Budget Allocation

Activity 2.2 Create a Tender Alert system Task 2.2.1 Design of system for monitoring tenders

1. Distribution of tender opportunities in target markets 2. Distribution of tender opportunities in International Agencies 3. At least 1,000 opportunities posted each years

Task 2.2.2 Identification of Marketing channels for government contracts in target markets

Task 2.2.3 Monitoring opportunities

Activity 2.3 Support and Encourage International Negotiations on Public Procurement Task 2.3.1 Analysis of Market Access Issues

1. Public procurement on the agenda and discussed in each trade agreement being negotiated

Task 2.3.2 WTO GPA Negotiations

Activity 2.4 Trade Missions to Key Institutions Task 2.4.1 Identification of key procurement officials in donor agencies

1. Trade missions to 2 international donor agencies and 2 target countries each year

Task 2.4.2 Identification of key procurement agencies in target markets

Task 2.4.3 Selection of Participants

Task 2.4.4 Event and Follow up

Strategic Goal 3: B2B International Networking Specific Target US$ 6.25 m To create formal and informal associations that result in 25 sub-contracting

arrangements from international firms per year after 3 years

Activity 3.1 International Networking Task 3.1.1 Identify Firms working in target markets

1. Membership of international bodies 2. Profiles and lists of international firms

Task 3.1.2 Determine membership of national and international networks

Task 3.1.3 Promote membership

Activity 3.2 Participation in International Conferences and Exhibitions Task 3.2.1 Identification of conferences and exhibitions

1. Participation in 3 international events each year

Task 3.2.2 Planning and preparation

Task 3.2.3 Participation in events

Activity 3.3 Inward Conferences and Events Task 3.3.1 Database of Potential Events

1. To have one professional international event held in Trinidad and Tobago every year (annual conferences of foreign national

Task 3.3.2 Develop offer package

Task 3.3.3 Marketing of package to international event organisers


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Outputs Result Indicators Lead Agency

Duration (start-finish months)

Internal Resources

Budget Allocation

Task 3.3.4 Event and follow up

associations, international conference and/or international exhibitions)

Activity 3.5 Trade Missions Task 3.5.1 Identify associations with desired membership

1. To undertake one trade mission per year to a foreign association(s)

Task 3.5.2 Organisation of Mission

Task 3.5.3 Selection of participants

Task 3.5.4 Event and Follow up

Draft Strategy (professionals)rev.1

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