WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
Transcript of WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
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WEST AFRICA TRADE AND
INVESTMENT HUB
FINAL REPORT
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WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
Recommended Citation: Multiple authors. “Final Report.” Prepared for the West Africa
Trade and Investment Hub by Abt Associates, Bethesda, MD,
January 25, 2018. Revised and submitted February 23, 2018
Submitted to: Cory O’Hara, COR, Office of Trade and Investment (+233) 302-741-353
No. 24 Fourth Circular Rd., Cantonments
Accra, Ghana
Cover Photo: Dignity/DTRT factory workers. Photo: Team1000words for the
Trade Hub
Abt Associates Inc. 1 4550 Montgomery Avenue 1 Suite 800 North 1 Bethesda,
Maryland 20814 1 T. 301.347.5000 1 F. 301.913.9061 1 www.abtassociates.com
With:
Banyan Global Kanava International
J.E. Austin SSG Advisors
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West Africa Trade and
Investment Hub
Final Report
Contract No.: AID-624-C-13-00002-00
Disclaimer:
The author’s views expressed in this publication do not necessarily reflect the views of the United States
Agency for International Development (USAID) or the United States Government.
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TABLE OF CONTENTS
Chapter One: Global Value Chains ............................................................................................................................... 3 1. Mango and Other Fruits ..................................................................................................................................... 4
2. Apparel ................................................................................................................................................................. 12
3. Shea ....................................................................................................................................................................... 18
4. Cashew ................................................................................................................................................................. 20
5. African Growth and Opportunity Act .......................................................................................................... 23
Chapter Two: Regional Value Chains ......................................................................................................................... 30 1. Livestock .............................................................................................................................................................. 31
2. Cereals .................................................................................................................................................................. 39
3. Market Information Systems ........................................................................................................................... 44
Chapter Three: Finance and Investment .................................................................................................................... 48
Chapter Four: Trade and Transport Enabling Environment ................................................................................. 65
Chapter Five: Capacity Building and Gender ............................................................................................................ 78
Chapter Six: Côte d’Ivoire ............................................................................................................................................ 96
Chapter Seven: Project Support ............................................................................................................................... 100 1. Communications ............................................................................................................................................. 101
2. Grants ................................................................................................................................................................ 104
3. Administration and Management................................................................................................................. 106
4. Monitoring and Evaluation ............................................................................................................................ 108
Conclusions .................................................................................................................................................................... 112
Annex A: Success Stories ........................................................................................................................................... 113
Annex B: Life of Project Indicators .......................................................................................................................... 150
Annex C: Agricultural vs. Non-Agricultural (Apparel) Investments ................................................................. 160
Annex D: Regional vs. Global Investments ............................................................................................................. 166
Annex E: Grants ............................................................................................................................................................ 172
Annex F: AGOA Workshops (2016-17) ................................................................................................................. 176
Annex G: ATRC/AGOA Status, December 2017 ................................................................................................ 179
Annex H: Directory ..................................................................................................................................................... 196
FIGURES
Figure 1: Quarterly investment growth over four years (in US$ million) ......................................................... 50
Figure 2: Investment indicators #2 and #3; Results in US$ million, FY15-18 by value chain ........................ 50
Figure 3: Investment indicators #2 and #3; Results in US$ million, FY15-18 by country .............................. 52
Figure 4: West African Grain Network training participation by gender and country................................... 88
Figure 5: Training participation, FY15-17 by gender ............................................................................................... 92
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WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
TABLES
Table 1: Field-based STTA supported by the Trade Hub ........................................................................................ 6
Table 2: Trade Hub-monitored West African shipments of dried mango to the U.S. ................................... 11
Table 3: Sponsored Trade Hub apparel companies ................................................................................................ 16
Table 4: Training support the ACA completed under the Trade Hub grant .................................................... 22
Table 5: Livstock local sales and exports ................................................................................................................... 32
Table 6: Livestock exports, FY14-FY18 by country and year ............................................................................... 32
Table 7: Sales results for Operation Tabaski (held once per year) during the life of the project ............... 34
Table 8: Sales results for the three fatteners' networks (collected quarterly) ................................................. 35
Table 9: Contracting best practices workshops ....................................................................................................... 41
Table 10: Cereals exchange results ............................................................................................................................. 42
Table 11: Executed export and domestic sales transactions August 2015 to November 2017 - Cereals
exchanges and other transactions (in FCFA and USD) .......................................................................................... 43
Table 12: Supply-side support activities ..................................................................................................................... 59
Table 13: Constraints for financial institutions and female entrepreneurs ........................................................ 62
Table 14: OCA categories ............................................................................................................................................. 80
Table 15: OCA scoring .................................................................................................................................................. 80
Table 16: Mid-term OCA scores for Trade Hub partners .................................................................................... 81
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ACRONYMS AND ABBREVIATIONS
ACA
ACTE
AfDB
AGAM
African Cashew Alliance
African Competitiveness and Trade Expansion
African Development Bank
Association of Ghana Apparel Manufacturers
AGOA
AGRA
ALCO
ANC
APEX-CI
APROMA-B
ATP
ATRC
AWEP
B2B
BA
BDS
BRS
CBC
CBE
CCA
CET
CIC
CILSS
CNE
COFENABVI
COO
COTVET
CR
DCA
DTRT DQA
EAA
E-ATP
ECOAGRIS
ECOWAS
ENDA-CACID
ETLS
EU
FA
FAA
FAGE
FCFA
FCIAD
FDA
FI
FIKA-CI
FIRCA
FODEL
FSMA
FTE
FtF
GAME
GDA
GEPA
GHANFLIP
GiZ
GPHA
GSA
African Growth and Opportunity Act
Alliance for Green Revolution in Africa
Abidjan-Lagos Corridor Organisation
Africa New Confection
Côte d’Ivoire Export Promotion Agency
Burkina Mango Inter-Professional Organization
Agribusiness and Trade Promotion
AGOA Trade Resource Center
African Women’s Entrepreneurship Program
Business to business
Borderless Alliance
Business development services
Banque Regionale de Solidarite (Burkina Faso)
Conseil Burkinabé des Chargeurs
Cocoa butter equivalent
Council of Cotton and Cashew
Common External Tariff
Consumer Insights Consult
Comité permanent Inter-Etats de Lutte contre la Sécheresse dans le Sahel
Conseil National d’Exportation
Confédération des Fédérations Nationales de la Filière Bétail/Viande
Certificate of Origin
Council of Technical and Vocational Education and Training
Cost-reimbursable
Development Credit Authority
Do the Right Thing (Company) Data Quality Assessment
Ethical Apparel Africa
Expanded Agribusiness and Trade Promotion (Project)
ECOWAS Agricultural Information System
Economic Community of West African States
Environment and Development Action-Centre Africain pour le Commerce, Integration et Developpement
ECOWAS Trade Liberalization Scheme
European Union
Financial Advisor
Fixed amount awards
Federation of the Association of Ghanaian Exporters
West African franc
Competitive Fund for Sustainable Agricultural Innovation
U.S. Food and Drug Administration
Financial Institution
Filière Karité de Côte d’Ivoire
Fonds Inter-professionnel pour la Recherche et le Conseil Agricoles
Livestock Development Fund
Food Safety Modernization Act
Full-time equivalent
Feed the Future
Ghana Apparel Manufacturing Expansion
Global Development Alliance
Ghana Export Promotion Authority
Ghana Federation of Livestock Inter-Professionals
German Society for International Cooperation
Ghana Ports Authority
Global Shea Alliance
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WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
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HACCP
IFC
IITA
INC
ISO
ISRT
ITC
JICA
M&E
MIS
MOA
MRU
MSTAS
NACC
NEPC
NEXTT
NOP
NRTTFC
NTB
NTFC
OCA OPA
P2RS
PACBAO
PMP
ProFAB
RCI
RESIMAO
SDA
SIBVAO
SGBF
SME
SPS
STTA
TIME
TOT
TTEE
UEMOA
UKAid
UNCTAD
USDA
USTR
WAGN
WARTFO
WFP
WRAP
WTO-TFA
Hazardous Analysis Critical Control Points
International Finance Corporation
International Institute of Tropical Agriculture/Nigeria
Ivoirienne de Noix de Cajou
International Organization for Standardization
Inter-State Road Transit System
International Trade Centre
Japan International Cooperation Agency
Monitoring and Evaluation
Market Information Systems
Ministry of Agriculture
Mano River Union
Management Support and Technical Assistance Services
Nigerian-American Chamber of Commerce
Nigerian Export Promotion Council
Nigeria Expanded Trade and Transport Program
National Organic Program
National Road Transport and Transit Facilitation Committee
Non-tariff barriers
National Trade Facilitation Committees
Organizational Capacity Assessment Observatoire des pratiques anormales
Programme multinational de renforcement de la résilience à l'insécurité alimentaire et nutritionnelle au Sahel
Projet d’Appui à la Commercialisation du bétail en Afrique de l’Ouest
Performance Monitoring Plan
Food Across Borders Program
Republic of Côte d’Ivoire
West African Market Information System Network
Strategic Development Alliance
Salon International Bétail-Viande de l’Afrique de l’Ouest
Société Générale Burkina Faso
Small and Medium Enterprises
Sanitary and phytosanitary
Short-term technical assistance
Towards Intensive Markets Everywhere (Project)
Training-of-trainers
Trade and Transport Enabling Environment
Economic and Monetary Union of West Africa
United Kingdom Agency for International Development
United Nations Conference on Trade and Development
United States Department of Agriculture
United States Trade Representative
West African Grains Network
West Africa Transport and Facilitation Observatory (WATFO??)
(United Nations) World Food Programme
Worldwide Responsible Accredited Production
World Trade Organization-Trade Facilitation Agreement
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1
EXECUTIVE SUMMARY
During four years in one of the world’s poorest regions, USAID’s West
Africa Trade and Investment Hub became a beacon for economic
development, leveraging market and financing opportunities while preparing
producers to compete regionally and globally. Through flexible strategies
responsive to local realities, we moved the needle on chronically
intractable issues such as spotty product quality, inaccessible loans,
bureaucratic blockages, and donor dependency. Across 15-plus countries
and in concert with individual firms, industry associations and governments
at multiple levels, our interventions followed three key themes:
professionalization, new markets, and local ownership. The results
are clear: We met or surpassed most of our targets for jobs, exports, sales,
investments, business-friendly policies, and more financially self-sufficient
firms and associations (see at right for highlights and Annex A for a
comprehensive list of all indicators.)
From March 17, 2014 to Feb 25, 2018, this third iteration of the Trade Hub
also incorporated the regional trade objectives of USAID’s prior
Agricultural Trade Promotion projects. Through baseline assessments, we
chose value chains based on their potential to meet the objectives of our
primary funding sources: the U.S. Government’s Feed the Future food
security initiative, largely focused on domestic and regional trade, and the
African Competitiveness and Trade Expansion (ACTE)/Trade Africa
initiatives for expanding Africa’s share of global trade. The 10-year
extension of the African Growth and Opportunity Act (AGOA) in 2015,
halfway through our project, intensified attention on increasing West
African exports to the U.S. Our global value chains (see Chapter 1) were
mango, apparel, shea and cashew, and our regional value chains were
livestock and cereals (see Chapter 2).
To comprehensively support growth of these value chains, the Trade Hub
maximized synergies with other project components: Finance and
Investment (F&I) teamed with local banks and impact investors to secure
$100 million in financing for West African firms to expand operations and
meet buyer demand (see Chapter 3). Trade and Transport Enabling
Environment (TTEE) successfully advocated to eliminate a longstanding
regional policy obstacle in seven countries and built national teams to guide
countries into implementing the World Trade Organization’s Trade
Facilitation Agreement (see Chapter 4). Capacity Building cross-fertilized
institutional strengthening and sustainability planning for regional and global
trade associations, as well as service and public goods organizations, while
our Gender component landed financing for women-owned enterprises
and expanded female participation in industry associations (see Chapter 5).
The project evolved in substance and approach. In response to Trade
Africa’s expansion in Côte d’Ivoire, the Trade Hub opened and staffed an
office there fully focused on national results, a striking success that could
serve as a model for future regional trade projects with bilateral annexes
(see Chapter 6). As the majority of our funding shifted from Feed the Future
to Trade Africa, we delivered specialized technical assistance to directly
address firms’ export quality and management issues—from aflatoxin
Total Sales
$174 Million Target: $140
Million
New Jobs
20,475 Target: 16,500
Total Exports
$136 Million Target: $119M
Investment in
Ag and Non-
Ag Sectors $100 Million Target: $62.8M
Enabling-
Environment
Policies 29
Target: 23
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WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
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control to assembly line-balancing—and expanded our finance and investment facilitation beyond our
target value chains. To promote sustainability, we introduced integrated cost-sharing into all activities
and launched cascade trainings to exponentially widen the impact of best practice workshops.
Our project support teams enabled consistent implementation and regular course correction (see
Chapter 7). Communications provided cohesion and positive visibility for hundreds of high-profile, often
overlapping activities and taught presentation and promotional skills to industry organizations. Grants
bridged skills and equipment gaps at trade associations, producer and cooperative organizations, and
funded a series of exporter trainings by a network of AGOA Trade Resource Centers across West
Africa. Monitoring and Evaluation tracked and reported regularly on project progress, adapting our
indicators to align with changes to ACTE and Feed the Future definitions. Administration and
Management ran our four offices in Ghana, Burkina Faso, Senegal and Côte d’Ivoire and coordinated
logistics for hundreds of workshops and events.
Each chapter and sub-chapter of this report explains Trade Hub achievements and strategies, followed
by recommendations for future activities to avoid pitfalls and build on momentum generated. USAID’s
15-year investment in the Trade Hub has built a valuable brand for U.S.-guided, locally led economic
growth and stability in a region increasingly in the global spotlight.
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Chapter One:
Global Value Chains West Africa on the Verge
Primed West Africa as a new sourcing destination for mango and apparel—particularly
under the U.S. African Growth and Opportunity Act—generating sales, exports, new jobs
and investments.
Sourc
e: W
est
Afr
ica
Tra
de a
nd Inve
stm
ent
Hub
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$25 million in
mango exports
and 14,000+
jobs created
1. MANGO AND OTHER
FRUITS
The Trade Hub’s mango program helped mango actors grow,
harvest, transport, and pack more quality mangoes, offering
thousands of farmers opportunities for higher incomes.
Mangoes destined for the export market can sell for up to
three times more than mangoes for the domestic market.
The Hub also expanded important buyer-seller linkages—
especially in Côte d’Ivoire—and coached exporters to develop
lucrative new markets for processed mango products. Over the
course of the project, the Trade Hub facilitated $25M in mango
exports to regional and international markets.
West Africa has yet to fully capitalize on massive global demand for mangoes due to the region’s
inconsistent fruit quality that stems from poor harvesting practices, phytosanitary controls, and natural
events. The Trade Hub identified entry points to expand the supply of export-quality mangoes, including
trainings in best harvesting techniques and post-harvest processing and packaging at pack houses in
Senegal, Côte d’Ivoire, Burkina Faso and Ghana. The project worked along the value chain within these
countries and provided specific support for individual companies and/or producer associations.
The Trade Hub’s industry interventions targeted national inter-professional associations, particularly in
Burkina Faso. The project also held training-of-trainer workshops on best practices for producers and
exporter associations and cooperatives in Senegal, Ghana and Côte d’Ivoire and facilitated follow-on
cascade trainings by farmer trainees to train additional farmers. The Trade Hub collaborated with
institutions such as the Ministry of Agriculture/Department of “protection vegetal” (MOA/DPV) in
Senegal and donor-assisted projects such as the Cadre Integré in Senegal, the SNV Netherland
Development Corporation, in Burkina Faso the Fonds Inter-professionnel pour la Recherche et le
Conseil Agricoles (FIRCA), the Ivorian Chamber of Commerce in Côte d’Ivoire, the Federation of the
Associations of Ghanaian Exporters (FAGE), and the German Society for International Cooperation
(GiZ) in Ghana.
At the firm level, the Trade Hub’s technical assistance centered on Global G.A.P. certifications for
producer organizations and their members to meet international food safety standards. The Hub also
organized exporter-led trainings in pack houses to train technicians in proper packaging and procedures
for exports of fresh mangoes and conducted training programs on Hazardous Analysis Critical Control
Points (HACCP), International Organization for Standardization (ISO) and Organic certifications for
selected lead processing firms.
KEY ACHIEVEMENTS AND RESULTS
Developed entry points to support a higher percentage of export-quality mangoes being made
available for sale (harvesting techniques/pack house worker training; field level certification training
and external audits);
Introduced partnership cost-share requirement for these entry points;
Identified multiple regional market niches within the value chain; and
Promoted new market opportunities in the U.S., Europe, and South Africa for dried/organic mango
products.
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Global Value Chains
5
STRATEGIES IMPLEMENTED
Strategy 1: Enhanced service-delivery capacity of associations, lead firms, and
cooperatives
Best practices trainings and certifications
Technical assistance to improve quality and increase volumes of the supply of mango by producer
associations in the various countries was an essential Trade Hub intervention. This involved training-of-
trainers (TOTs) on best harvesting practices and pack house procedures for producers, exporters and
pack house technicians. These participants were taught effective methods for cascading the training to
other producers in their geographic regions, to share the knowledge they had gained, thus scaling up and
transferring responsibility for the training programs to lead firms and associations.
During the Trade Hub’s first two years, training-of-trainers focused on harvesting and handling, which
translated immediately into higher sales for national markets and some regional trade. During the
second half of the program, the project increased assistance for certification for producers and
exporters to sell to U.S. and European markets. Certification for fruit products is an annual process
required for any agricultural items to be admitted into the European and U.S. markets. Basic certification
is Global G.A.P., but other more rigorous certifications for specific markets include Organic and Fair
Trade; all enable exporters to charge higher prices. Prior to being certified by an external body,
producers and exporters require ongoing technical assistance during the growing season and post-
harvest period, to confirm they are using improved management practices that justify the certification.
During the 2016 mango season, the Trade Hub trained mango actors in four countries—
including in Senegal at this pack house—on proper hygiene controls in packing and handling,
improved packaging techniques, and standards for domestic markets and global exports.
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The Trade Hub worked with multiple consultants in the four target countries—Ghana, Côte d’Ivoire,
Senegal and Burkina Faso—to train producer associations and exporters to adhere to certification
protocols. External auditing agencies visited the producers and processing facilities to issue group and
exporter-based certifications. Supporting more growers and processors to become certified increases
the amount of exportable fresh mangoes as strict adherence to certification processes directly impacts
the volume of mangoes that are accepted into the market.
The Trade Hub implemented a cost-sharing approach with the exporters, who generally paid for the
external auditing agency to complete the formal audits of the producers. The Trade Hub paid the fees of
field level short-term technical assistance, and participating growers and companies paid the logistical
expenses of the field training and monitoring throughout the growing season. The project successfully
promoted this approach in all four target countries and recommends that exporters enter similar cost-
sharing relationships with new growers to become certified and enhance their own supply chains.
Before the mango season, Trade Hub staff worked with partnering grower associations, processors and
exporters and public sector institutions to determine priority needs and where Trade Hub support
would have the most impact. In some cases, the project provided limited support to partners to provide
cascade training to neighboring farmers, related to technical training around meeting grades and
standards. This support evolved toward certification as this is most directly linked to increased exports.
The Trade Hub also coordinated and jointly provided some technical training with public institutions
such as Ministries of Agriculture.
The exporters and grower associations demonstrated increasing commitment to obtaining certifications,
including accepting a higher cost share with the Trade Hub during the second half of the implementation
period. This approach is the most direct method to encourage private sector buy-in and sustainability.
Table 1: Field-based STTA supported by the Trade Hub
Category Beneficiaries #
Burkina Faso: 9 interventions
Harvesting Practices Growers, exporters, and producer
associations 3
Processing Practices (HAACP Certification) Pack houses 1
Cascade Training Producers and exporter associations 2
Certification Field Support (Global G.A.P. 1, Organic) Exporters 3
Côte d’Ivoire: 11 interventions
Harvesting Practices Growers and exporter associations 3
Processing Practices/Cascade Pack houses and exporters 2
Mango Drying Techniques Exporters 1
Certification Field Support (Global G.A.P. 2, Fair Trade,
ISO 19011, TESCO, GRASP)
Exporters; producers and grower
associations 5
Ghana: 7 interventions
Harvesting Practices Grower associations 2
Processing Practices Pack houses and exporters 1
Pack Line Maintenance Training Pack houses 1
First Aid Training Grower associations 1
Certification Field Support (Global G.A.P. 2) Grower associations 2
Senegal: 10 interventions
Harvesting Practices/Cascade Growers and producer associations 3
Processing Practices Pack houses and exporters 1
Hygiene/SPS Practices Grower associations 2
Certification Filed Support (Global G.A.P. 1 & 2; Organic) Grower associations and exporters 4
TOTAL 37
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Global Value Chains
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Strategy 2: Partnered with leading national groups to expand information-sharing
about best practices and opportunities
The Trade Hub completed a value chain assessment during start-up, which guided its decision to work in
the “mango belt” of Burkina Faso, Ghana and Senegal; work in Côte d’Ivoire began in 2016. Initial design
of field work focused on key entry points such as improved harvesting practices. Actual implementation
of this work required modifications depending on the country’s platforms and key partners.
A well-organized and managed inter-professional organization in Burkina Faso represents all sectors of
the value chain. Ghana has several different associations of mango producers that work with key
exporters but no specific mango exporter platform. Senegal has a well-organized exporter platform but
no mango-specific grower association. Côte d’Ivoire has different platforms for growers and exporters
but limited interaction between these bodies to address the challenges to the sector
The Trade Hub worked with these various partners to expand knowledge about best practices and
establish commercial linkages within West Africa, taking advantage of economies of scale and existing
strengths in one country to be leveraged in support of another country’s needs, as discussed below.
Strategy 3: Supported regional linkages and collaboration
Regional market niches
The Trade Hub’s support within the target countries expanded trade flows and expanded commercial
relationships, including:
Second-grade fresh mangoes from Burkina Faso and Côte d’Ivoire for Ghana processing factories.
Second-grade fresh mangoes from Côte d’Ivoire for pulp production in Burkina Faso.
Fresh mangoes purchased in Côte d’Ivoire for drying/processing in Burkina Faso and then export.
New drying technologies established in Côte d’Ivoire with technical assistance from Burkinabé
companies and South African partners.
Expanded mango product trade from Senegal and Burkina Faso to the Middle East.
Many of these commercial relationships existed prior to the Trade Hub. However, these trade flows
expanded as a result of the shared knowledge promoted by the different field activities that project staff
organized and the organization of different business linkage events that took place as part of the project.
Mango Symposium in Côte d’Ivoire and other National Mango Days
In April 2017, the Trade Hub organized West Africa’s first-ever mango symposium in Côte d’Ivoire,
which brought together buyers from the United States (U.S.), European Union (EU) and South Africa
and regional sellers to discuss opportunities for sourcing fresh and processed mangoes, negotiate deals
and better understand how to satisfy market requirements. The Trade Hub organized this event in
collaboration with FIRCA and the Chamber of Commerce in Côte d’Ivoire.
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Joint venture to tap huge
mango industry potential At the first-ever Mango Symposium in northern
Côte d’Ivoire in April 2017, JAB Dried Fruit—one
of the largest manufacturers and distributors of
dried fruit, nuts and sweets in South Africa—signed
its first contract with an Ivorian partner. In 2018,
JAB expects to form four more joint ventures with
Ivoirian factories.
JAB has installed six new mango dryers at LA &
Fruit in northern Côte d’Ivoire. The recently
formed company unites three longtime, family-
owned mango pack houses to handle expected
demand from JAB, said LA & Fruit’s general
manager, Mr. Yezoulou Soro. Rather than modify
existing infrastructure, LA & Fruit built a new
$160,000 factory, which can be expanded to hold
10 dryers next season.
JAB’s managing director, Corne Barnard, said Côte
d’Ivoire’s large mango stocks and more advanced pack house infrastructure fit well with JAB’s
market connections and attention to quality. JAB’s
five-year plan in Côte d’Ivoire is to process 17,000
tons of fresh mango into 1,000 tons of dried fruit
per year, creating jobs for 2,500 workers and 5,000
people elsewhere in the sector, including in
orchards.
Côte d’Ivoire grows 180,000 tons of mango each
season, exporting 32,000 tons of the fresh fruit to
Europe— and losing 60 percent to post-harvest
loss and waste. InFY17, the Trade Hub provided
technical assistance to more than 21 producers,
exporters and processors to improve the quality of
the country’s exportable mango. It organized the
Mango Symposium in partnership with the Inter-
professional Agricultural Research and Advisory
Fund and the Ivorian Chamber of Commerce,
attracting buyers from the U.S., EU, West and
South Africa, including JAB.
“ We wish more partners
like JAB would come to our region to use our existing production.”
Yezoulou Soro,
General Director, LA & Fruit
JAB was among several international buyers at the
2017 Mango Symposium in northern Côte d’Ivoire
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A major result of this event was the transaction of 10 regional deals, including contracts negotiated
between producers and exporters in Côte d’Ivoire and processors in Ghana and in Burkina Faso. West
African mango exporters also learned about different buyer requirements, especially for the U.S. market,
and some made first-time shipments to the U.S. as a result of contacts made at the symposium (see
Strategy 4 for more details). However, it became clear that producers still need significant work in order
to meet some of the basic requirements for quality, volume, and timeliness of orders, as at least one
shipment to a U.S. buyer resulting from the Symposium was rejected. Some buyers interested in seeking
new suppliers could not find sufficient volumes at the quality and with the certifications they required,
but the initial direct, face-to-face sharing of information by the buyers was invaluable in convincing
suppliers of the need for quality and adherence to food safety measures.
Three months later, the Trade Hub organized with partners from Ghana’s mango industry the 2017
Mango Week, the country’s first such event in 11 years. Cost sharing was provided by other partners
and the Ghana exporters. The event included technical discussions about current production and
marketing challenges to increased exports to the EU for fresh products.
During the first half of the project, the Trade Hub delivered technical support for Mango Days in
Burkina Faso and Senegal. In both countries, the mango sector organized the events. Our attendance
and participation in these events helped shape the Trade Hub’s work in these two countries during
subsequent mango seasons.
Developed a mango cluster in Burkina Faso and supported a regional mango alliance
In April 2017, the Trade Hub organized a consultative forum in Bobo-Dioulasso, Burkina Faso’s
economic center, which brought together 54 key stakeholders in the Burkinabé mango industry to
discuss a regional collaborative or “cluster” approach to addressing the industry’s opportunities and
challenges, and expanding its exports. Participants examined good practices from other countries in
obtaining information and data, and gained understanding about how a cluster can encourage
collaboration. They identified priority actions, and the working group prepared a proposed action plan,
which was shared with all participants.
The final report and action plan from these meetings has been distributed to the key value chain actors
in Burkina Faso and shared with other technical and financial partners to gauge their support for this
program. The Burkina Mango Inter-Profession (APROMA-B) is committed to advancing the action plan.
In FY16, the Hub facilitated a technical working group that met in conjunction with a four-day Mango
Week Conference organized by the Senegalese Ministry of Trade with funding from USAID/Senegal.
Representatives from the mango sector in eight West African countries attended this activity, which
resulted in a road map and action plan to eventually create a regional platform. As requested by
USAID/Senegal, the Trade Hub then supported a technical expert in April and May 2017 to develop
draft legal documents for a regional mango alliance, which could be the basis for a regional general
assembly to formally create a regional mango platform. The Trade Hub translated the legal
documentation from French into English and gave them to the regional participants from the 2016
working group.
The expert also analyzed the applicability of the ECOWAS Harmonization of Business Law into this
proposed entity (OHADA is the French acronym). This legislation has been used within other value
chains to support the “for-profit” activities of associations created as non-profit entities that engage in
commercial activity. The Trade Hub shared this set of deliverables with USAID/Senegal and the relevant
actors in the value chain. The Senegalese Ministry of Trade organized a workshop in June 2017 to
review these documents, including a presentation by the legal expert contracted by the Trade Hub.
One unexpected outcome of this work was the formal creation of a Senegalese inter-professional
organization for the sector, supported by the Senegalese Ministry of Trade. A Secretariat for this body
has been created in Dakar and became operational at the end of 2017.
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Strategy 4: Identified lead firms in mango and other fruits and targeted assistance
to expand or develop new markets
To expand the value of exports to the U.S.
market, the Hub mobilized three
consultants—two from the U.S. and the
third from South Africa—to identify and
promote West African fruit and processed
fruit products to the U.S. market. From
November to December 2016, the
consultants met with 52 lead firms working
in mangoes and other fruits in five
countries—Burkina Faso, Côte d’Ivoire,
Ghana, Senegal, and Togo—to understand,
assess and screen company-specific
constraints and opportunities to increase
exports to the U.S. The consultants
recommended 20 companies for buyer-
seller support and maintained regular
dialogue with potential U.S. buyers and the
different lead companies in the region.
The consultants found the most practical opportunity is in dried mango products (organic-certified and
“classic”). Although one lead company, Blue Skies from Ghana, has completed successful test shipments
of fresh-cut mangoes to the eastern U.S., in general it is not cost-competitive for companies to export
most fresh fruit to the U.S. from West Africa.
A Ghana-based exporter with an established track record in the EU market, Bomart’s Farms, made
business contacts at the Ivorian Mango Symposium and is putting in a new organic drying facility (with
Trade Hub support) to enter the U.S market for dried organic products during 2018. In Senegal, the
Trade Hub identified one company, Zena Exotic, with established clients in the U.S. for mango jam and
other processed products. Expanding these connections will be an indirect impact of the field-based
certification support for growers linked to this company that took place during FY17.
Other Trade Hub activities to spur mango exports to the U.S. included:
Presented lead company products to potential U.S. buyers in dried and organic markets, some
through South African partners, others directly with West African suppliers.
Prepared profiles of partner companies to present to potential buyers.
Collected information on the unit cost of exports to the U.S. for selected products to determine
the financial viability of shipments from Ghana and Togo to the U.S. market. One niche market for
further exploration is for fresh, organic pineapple from Togo.
Analyzed transport logistics from Ghana and Togo to the U.S. by air and by sea for organic
pineapple and fresh-cut products and discussed these costs with transport companies based in Côte
d’Ivoire.
In Ghana and Togo, delivered a workshop for different groups of exporters in each country on how
to obtain maximum benefit from attending trade shows in the U.S.
Several West African companies have completed transactions of dried mangos with U.S. buyers, as
summarized below. Some of these transactions resulted from contacts made during the Ivorian mango
symposium. In other cases, the exporters took advantage of U.S. contacts made by their longtime
European partners.
“
I can already see a difference in the way the mangoes are growing because of the changes I’ve made. I was expecting my investment to pay off in five years, but if this increase in yield continues, I should be able to see a return in three years.”
Mango farmer John Sackey of Ghana, who received his Global G.A.P.
Certification in 2016
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Table 2: Trade Hub-monitored West African shipments of dried mango to the U.S.
Seller/Country Buyer Product Date
Timini/Burkina Faso Mavuno
Harvest 40 MT dried mango July 2017
Sanle/Sechage/Burkina Faso Tradin USA 80 MT dried mango July 2017
Westphalia/Burkina Faso (via South
Africa) Red River 60 MT dried mango June 2017
HPW/Ghana Will not report 18 MT dried mango August 2017
There is a significant flow of mango products from West Africa to South Africa for sale into the U.S.
market. The Hub’s South African consultant introduced West African exporters to best-in-class mango
drying technology from South Africa. Factories in southern Burkina Faso have purchased South African
drying equipment and sell to South Africa and the West Africa region; these exports could be expanded
to the U.S. At the Ivorian mango symposium, the Trade Hub facilitated a new investment to create a
South African-Côte d’Ivoire joint venture between JAB of South Africa and Yela/Sofa of northern Côte
d’Ivoire for dried mango processing, including imported equipment to start operating this year.
Trial container for organic pineapple
In Togo, the Trade Hub identified a company that regularly exports organic pineapple to Europe and
was seeking to enter the U.S. market. After initial meetings, the Trade Hub found a U.S. buyer—
Chestnut Hill Farms of Coral Gables, Florida—interested in exploring this opportunity for organic
pineapple. Market analysis prepared by a Trade Hub consultant, confirmed that despite the distance and
logistical challenges, fresh organic pineapple from West Africa to the U.S. market was possible.
Trade Hub staff and a U.S.-based consultant facilitated an agreement and the logistics involved to ship a
trial Controlled Atmosphere container from Tema port in Ghana to the eastern U.S. The buyer
contacted its U.S. clients—including Costco, H-E-B Grocery Stores, and Fresh Point Sysco—who
expressed interest in organic pineapple but were unfamiliar with the Sugar Loaf variety grown in Togo.
Chestnut Hill Farms will provide samples of a similar variety from Hawaii to send to clients as reference.
The seller has provided the National Organic Program (NOP) certificate from the U.S. Department of
Agriculture (USDA), which will be printed on each box of the 1,500 boxes in this shipment. It is critical
that the shipment is free of pests on arrival in the U.S.: If a pest is found on inspection on arrival, the
product will be fumigated, and it will lose its organic status, which would have an immediate impact on
the sales price. As of February 2018, seller and buyer are still working to overcome logistical hurdles.
RECOMMENDATIONS
Producers and processors must receive targeted certifications to increase exports and recognize
that this is a regular cost of doing business.
Exporters/associations should determine technical services needed and deliver to members
Identify clients for specific mango products for the U.S. and other markets (trade shows, direct
marketing, reverse trade visits by buyers)
Cascade trainings on best practices (phytosanitary controls, harvesting techniques and pack house
procedures) should be provided by national actors with cost-share support from partners
Promote regional trade through supply contracts with processing companies in the region
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2. APPAREL
West Africa is emerging on the African continent as the next sourcing destination for apparel
production, as buyers seek low labor costs combined with fair labor practices, all eligible for duty-free
import to the U.S. under the African Growth and Opportunity Act (AGOA). In four countries most
active in mass apparel manufacturing—Benin, Côte d’Ivoire, Ghana and Nigeria—the Trade Hub
delivered pivotal support at two levels: to the industry itself (through government institutions and
agencies) and to selected firms (often in partnership with subcontractor Ethical Apparel Africa, EAA).
To lead firms, the Trade Hub and EAA offered highly specific technical assistance in key stages of the
garment production process—such as pattern making and cutting, efficient production line set up,
stitching, quality control, labelling and packaging—and cost-shared participation of multiple enterprises at
Sourcing at MAGIC, the largest apparel trade show in the U.S., where they met buyers, negotiated deals,
and learned from the competition.
Industry-level support built the ability of highly motivated government institutions and agencies to
enhance and support apparel production and exports in the four target countries:
Ghana: the Ministry of Trade and Industry, Export Development and Agriculture Investment Fund
(EDAIF now EximBank), Ghana Export Promotion Authority (GEPA), Ghana Free Zones Board and
the Council of Technical and Vocational Education and Training (COTVET)
Côte d’Ivoire: Export Promotion Agency (APEX-CI), Ministry of Industry and Mines, Conseil
National d’Exportation (CNE)
Benin: Ministry of Trade and Industry
Nigeria: Nigerian Export Promotion Council, NEPC, to enable them to better support the apparel
industry for increased exports under AGOA
KEY ACHIEVEMENTS AND RESULTS
Embedded technical assistance and/or targeted short-term technical assistance to enable five
companies to reduce production times and meet buyer specifications, generating $22M in export
sales.
Coached and mentored 10 companies to maximize participation in up to three cycles of a leading
U.S. trade show, MAGIC, including in partnership with export-promotion agencies in Ghana and
Nigeria.
Strategically supported West African apparel leader to launch a new product line for a U.S. buyer.
Supported advocacy to increase public sector involvement for apparel, including the establishment of
Association of Ghana Apparel Manufacturers (AGAM).
STRATEGIES IMPLEMENTED
Strategy 1: Addressed key constraints and explored opportunities of lead and
emerging apparel firms
Ethical Apparel Africa
The Trade Hub’s 2014 value chain assessment identified export-ready or near export-ready companies
in Ghana and Benin, including Kad Manufacturing in Ghana and African New Confection (ANC) in Benin.
In July 2015, the Trade Hub signed a subcontract with Ethical Apparel Africa—a sourcing company that
follows ethical sourcing principles—to identify buyers, and assist West African apparel companies to
build the capacity to meet buyer orders. EAA implemented this sub-contract January 2018, providing
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$22 million in apparel exports
and 5,000+ jobs created
factory-level expertise to two companies in Ghana (KAD, Alfie) and
ANC in Benin. Their support included embedded technical
assistance to successfully fulfill large international orders. EAA
also supported West African exhibitors at apparel trade shows
(discussed below).
Most apparel factories in West Africa are artisanal or small-scale
tailoring shops and are not designed for line or mass production.
For these factories to successfully execute sample orders and
subsequent contract orders, they must address technical
deficiencies at key stages of production. EAA partnered with
factory management to address these technical deficiencies and
improve processes and procedures on the factory floor for
more efficient production.
Kad Manufacturing and Alfie Designs in Ghana and ANC in Benin hosted
embedded technical experts in pattern making and cutting, efficient line set-up, quality control, and
machine maintenance. EAA stationed these personnel in the factory to train and coach local staff and
machine operators while orders were produced. This technical assistance led to the successful
completion and shipment of orders to the UK and Australia. Kad and ANC completed their first
shipments to the U.S. in 2017.
EAA hired a Moroccan digital pattern making expert to train ANC personnel how to use its Gerber
plotter, which the company had procured with no understanding of how to use. The equipment is
critical to efficiently develop patterns that meet buyer product specifications and ensures optimum use
of fabric to reduce waste. Since the training, ANC has used the Gerber plotter to reduce sample
production turnaround time and raise the quality of its shirts.
Dignity/DTRT
This U.S.-Ghana joint venture, founded in 2014, is in a class of its own within West Africa in terms of
quality, size of its export base, and overall professionalism of its operations. At crucial junctures during
2015-2017, the Hub delivered technical assistance as Dignity/DTRT expanded sales to the U.S. market.
As the company prepared to host its chief client in Ghana and sought other U.S. buyers, the Trade
Hub’s Strategic Communications Specialist coordinated its corporate communications package, including
hiring and overseeing a U.S. video production company to film a documentary video for promotion and
marketing. The Hub hired a photographer to take professional photographs and designed a suite of
communications materials—including infographics, banners, and photo boards.
The Trade Hub, through an in-kind grant mechanism, purchased 45 sewing machines and the required
support equipment. DTRT then set up additional lines in mid-2017 to launch a new product—fleece
jackets—and meet new and expanded orders from its primary U.S. client, hiring and training 180
additional staff.
Expanded program to Nigeria
Beginning in FY17, the Trade Hub expanded its apparel support to Nigeria and identified five companies
on the cusp of exporting: Sam & Sara (workwear and uniforms), Crown Natures (t-shirts, sportswear
and promotional wear), Ruff ‘n Tumble (children’s wear), Tiskies (ladies wear and casual wear); and OSC
(ladies casual and workwear). Trade Hub staff and a consultant advised these firms on factory floor
layout, line set up, specialized machines for efficient production, quality control, costing and pricing, and
compliance with social and environmental standards.
In July 2017, the Trade Hub and NEPC organized and delivered an apparel training workshop in Lagos—
“Harnessing the potential of the Nigerian Apparel Industry for Increased Exports under AGOA”—for
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50 apparel producers and key stakeholders, such as financial institutions (FIs), banks, customs officials
and associations. In addition to an overview of the U.S. apparel industry and guidance on how to
compete on price, quality and response time, technical sessions explained how to become certified for
social and environmental compliance, particularly Worldwide Responsible Accredited Production
(WRAP), and how to complete customs documentation and procedures. The Bank of Industry, Nigeria
and NEXIM Bank presented their requirements for access to finance. Breakout groups drafted action
plans to serve as guidelines in subsequent engagements with key industry stakeholders like NEPC, the
Nigerian Investment Promotion Council (NIPC) and FIs. A key outcome of the event was the formation
of the Nigerian Association of Apparel Manufacturers and constitution of a steering committee to
advance key concerns, starting with improved recognition and integration into the Nigeria Textile and
Garments Manufacturing Association.
Targeted assistance to lead firm in Côte d’Ivoire
As the Trade Hub opened its office in Côte d’Ivoire in mid-2016 and completed assessments of
companies there with high potential for sales and exports, O’sey Collections emerged as a leading firm
for support, as it prepared to make the jump from boutique to mass production. During FY17, the
Trade Hub provided a combination of short-term technical assistance (STTA), training and mentoring
support and targeted support to develop O’sey’s new business model.
In early 2017, a Trade Hub-funded engineer re-designed O’sey line balancing system, substantially
increasing the company’s efficiency and assembly time. In October 2017, an embedded Trade Hub
consultant worked intensively with O’sey staff on product quality and preparing samples prior to
increasing production. The Trade Hub’s Finance and Investment staff also worked with O’sey’s owner to
help him develop a bankable business plan for a loan to expand the factory’s physical base of operations,
leading to a $1.8 million loan from an Ivorian bank to O’sey at the end of 2017. This investment will fuel
O’sey’s increased sales in 2018 and continues their investment in an international business model.
Trade show participation
Trade shows play a vital role in spotlighting companies and exposing them to numerous export
opportunities. Companies should exhibit at trade shows for at least three consecutive cycles to generate
tangible results and build buyer confidence to secure sample orders. These events also serve as
platforms for producers to seek new investments and new linkages.
The Trade Hub assisted companies to participate in the February 2016, February and August 2017
editions of Sourcing at MAGIC Show in Las Vegas, U.S. The Hub financed the space and booth rental;
the companies and government agencies shared the cost of airfare and lodging.
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Strategic support propels West
Africa’s apparel leader
With speeches and fanfare, Ghana’s President, Nana Addo Dankwa Akufo-Addo and the country’s
U.S. Ambassador, Robert P. Jackson, launched the Ghana Apparel Manufacturing Expansion (GAME)
project on August 14, 2017. The cooperative agreement with USAID is expected to create 1,187
new jobs at Dignity/DTRT (Do the Right Thing), nearly doubling the company’s workforce and
enabling it to fulfill a new $20 million annual order from its U.S. buyer, SanMar of Seattle.
West Africa’s largest apparel factory, Dignity/DTRT already employs 1,500 workers, about 75% of
them women. The Ghanaian-American joint venture produces upwards of 25,000 shirts daily and has
exported more than 6 million garments in the past 24 months to the U.S. under the African Growth
and Opportunity Act (AGOA).
For three years, the Trade Hub supported the company’s growth through financial guidance and
expanded marketing capacity — including a video and promotional materials. In 2014, the Hub
facilitated training funds from the Government of Ghana to upgrade DTRT workers’ skills, trained
Ghana Customs and DTRT staff on export documentation and AGOA textiles procedures, and
advised the Ministry of Trade and Industry on the apparel component of Ghana’s National Export
strategy, which became official in February 2015.
“I encourage other companies out there to learn from Dignity/DTRT’s experience,” said Robert P.
Jackson, U.S. Ambassador to Ghana, at the August 2017 launch. “If one company can create 3,000
jobs in four years, imagine the impact we will have if 10 or 20 or 100 more entrepreneurs follow this
example. That would transform this country.”
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Table 3 highlights the sponsored Trade Hub companies. Products exhibited included t-shirts, ladies
casual and dress wear, pajamas, medical scrubs, men’s casual and dress shirts and men’s trousers. To
ensure successful participation by companies, the Trade Hub provided pre-show training and guidance—
including logistics preparation, selection and production of samples, understanding key terminologies—
and vetted samples for quality. The companies’ participation at the shows allowed them to learn about
the international market and provided a platform to showcase their products and engage and build
relationships with potential buyers and investors. Additionally, companies participated in seminars and
workshops that discussed key information on industry trends, best practices and certification.
Participating companies sold some samples and discussed sample orders with buyers. ANC secured its
first U.S. order at the February 2016 show, producing clerical gowns for Hurley’s Religious Goods. Kad
Manufacturing made contact with Zuvaa, an online company, in addition to other buyers that have
placed repeat orders subsequent to the events. Ruff ‘n Tumble and OSC sold samples at the August
2017 show and are in discussions with potential buyers on possible orders.
Table 3: Sponsored Trade Hub apparel companies
Country Company
Ghana Kad Manufacturing
Ghana Nallem Clothing
Ghana Alfie Designs
Benin ANC
Côte d’Ivoire O’sey
Nigeria Crown Natures
Nigeria OSC
Nigeria Ruff n Tumble
Nigeria Tiskies
Strategy 2: Supported government actions to increase apparel investment and
operations
Since AGOA began in 2000, African countries that have successfully increased apparel exports to the
U.S. received support from their governments, including availability of infrastructure, training funds, and
a business-friendly environment to attract foreign investment. The Trade Hub advocated for more
public-sector support for apparel in the four focus countries, including development of existing garment
enclaves or free zones to accommodate potential investors or factories that require expansion.
Ghana. Through workshops and meetings with Ministry of Trade, EDAIF (now Eximbank), GEPA and
the Free Zones Board, the Trade Hub disseminated key industry information on terminologies,
benchmarking and best practices to public and private stakeholders. In 2014, the project teamed with
the Ministry of Trade and GEPA to develop an apparel strategy that was ultimately incorporated into the
National Export Strategy.
The existence of a dynamic apparel association in a country boosts investor and buyer confidence to
engage factories and other stakeholders in the industry. At the beginning of the Trade Hub program,
support was provided to create AGAM. This led to the registration of AGAM as a legal entity during
2015. The Hub supported AGAM in their lobbying efforts with government to provide office space and
an in-kind grant to equip the AGAM secretariat with office furniture. AGAM continues to lobby
government for support in areas such as infrastructure (factory shells) and technical training funds. Both
GEPA and the Ghana Commercial Bank provided financial support for the launch of the AGAM
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secretariat in November 2017. The project worked with GEPA through 2017 to plan their support for
companies to attend the February 2018 MAGIC show.
Nigeria. The Trade Hub collaborated the Nigeria Export Promotion Council and the Nigerian-
American Chamber of Commerce to organize workshops in Lagos and Aba. NEPC is planning to
duplicate the trainings in selected states in Nigeria. The Trade Hub also collaborated with NEPC and
cost-shared the participation of Nigerian companies at the August 2017 MAGIC show.
The Trade Hub facilitated meetings between the Nigerian Textile Manufacturers Association, an
association recognized by government and apparel producers, and the Nigerian Export Promotion
Council to discuss increased collaboration
to lobby for government support and policy
adjustment for Nigeria’s textile and apparel
industry. This resulted in an informal
association of dynamic apparel producers
which has modified the association name to
the Nigeria Textile and Garment
Manufacturers Association.
Benin and Côte d’Ivoire. ANC and O’sey
are gradually receiving government
recognition to support the expected higher
exports in 2018. Access to finance and
training funds would be crucial to move
these companies to the next level. O’sey
was recently awarded a loan for increasing
their production and investment in their
new facility, but will continue to need even
more training and technical assistance to
meet buyer quality and demand
requirements and follow up on contacts
made at the last trade show.
RECOMMENDATIONS
Provide firm level technical support in deficient areas of the production process: pattern making, line
set up, and quality control.
Ensure firms have middle management personnel for efficient transfer of technical skills.
Collaborate with government agencies and institutions, with associations and key sector
stakeholders to establish a more favorable environment for industry growth.
Seek new investors to create new linkages.
Continue to support trade show participation with cost share between public and private sector.
Sponsor/cost share buyer and investor visits to the region.
Government support for the apparel sector in West Africa is essential to ensure continuity and
progression. The following areas should receive urgent attention.
Support for technical training; to develop practical courses for students relevant to the factories. As
companies are encouraged to hire middle management, graduates would constitute a pool of skilled
workers for the emerging West African apparel industry. This would ensure that there is an efficient
transfer of skills and technical know-how from technical experts. Today, technical experts are mainly
not available in the region and are imported to provide short-term support in the factories.
Ambassador Lucy Tamlyn (third from right) looks on
as Roshan Dusaye, Technical Operations Manager for
EAA at ANC in Benin, explains how the factory’s first
AGOA order is being packed and shipped. Photo:
Rebecca Weaver, Abt Associates.
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The Ministries of Trade and Industries in the various countries must work closely with export and
investment promotion agencies to create an enabling environment for new investment.
Investors look to invest where there is available infrastructure; i.e. availability of standard and well-
serviced factory shells or industrial parks; and competitive costs, for example, utilities, rents, and
labor. Government policies that emphasize these concerns would have an important multiplier
effect.
Joint ventures promote transfer of skills and technical know-how from expatriate technical staff to
local personnel for sustainability.
Government support to the private sector with cost sharing, to identify and participate in sector
specific trade shows, Cost-share support with the private sector for buyer and investor visits to the
region is another option.
3. SHEA
Our support for this uniquely African sector sought to professionalize the women’s associations that
aggregate, dry, package, and store shea nuts for processing into edible and cosmetic-grade butter. Shea
associations have typically operated in a very informal manner without following best practices for
business and warehouse operations or keeping records of their stocks and sales. Upgrading the skills of
these associations would have widespread impact; The Global Shea Alliance (GSA) estimates that 16
million women collect shea nuts in West Africa.
After the award of a large, direct USAID grant to
the GSA, the Trade Hub largely focused its
support for this organization to its pilot
warehouse program from 2015-2016. This
program significantly expanded the collection and
initial processing of raw shea nuts—which trader
clients were demanding— and retained significant
value-added for women collectors.
The Trade Hub also delivered logistics support
for a delegation of shea processors to attend a
cosmetics trade show in South Africa, raising
their visibility with prospective new clients.
The project provided capacity-building support
to the Ivorian shea association and technical
training to shea butter processors in Burkina
Faso in coordination with the GSA, as detailed in
the capacity building chapter. We also delivered
a grant to Alaffia in Togo to conduct a financial
review before expanding their operations.
KEY ACHIEVEMENTS AND
RESULTS
Funded training for women’s associations
that manage new warehouses built by companies
to increase the quality of shea collected and
streamline marketing along supply corridors.
In 2016, the Trade Hub funded Global Shea
Alliance training of hundreds of shea collectors in
Ghana’s Northern and Upper East Regions. The
workshops in business management, quality
assurance, and cooperative management targeted
new warehouses owned by women’s
cooperatives, organized to aggregate and sell
nuts at higher prices directly to exporters. In this
photo, Cecilia Ayamga (far right), manager of the
New Vision warehouse in Walewale, receives
deliveries which are then tagged for sale. Photo:
Yvette Kuwornu, Abt Associates.
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Global Value Chains
19
Completed a study on industrial shea butter production, use and applicable regulations under Codex
Alimentarius
Paid booth fees for 27 shea processors to attend a cosmetics trade show in South Africa.
STRATEGIES IMPLEMENTED
Pilot program for warehouse management
At the beginning of the Trade Hub program, GSA had finalized a detailed manual for the construction
and management of warehouses along main supply routes. Under its new sustainability initiative, it aimed
to train and support women’s associations to manage these warehouses, which its exporter members
strongly supported. The manual included detailed training modules to transfer key management practices
to the association members. Negotiations with GSA in 2014 and 2015 resulted in a tripartite agreement:
Different exporters throughout the region provided support to build and/or improve warehouses
along their supply routes. They also identified local community-based organizations to provide non-
formal management and financial training to the women’s associations who would manage these
warehouses.
GSA was overall responsible for communications with private sector partners, women’s associations
and local community development agents within each warehouse catchment area.
The Trade Hub’s grant to GSA financed the work of the local development agent to complete a
three-phase training program at 20 warehouses in six countries (Ghana, Burkina Faso, Benin,
Nigeria, Mali, and Côte d’Ivoire): Cooperative Development, Business Development, and Kernel
Aggregation and Storage.
Most of the warehouses were in place at the beginning of the 2016 collection season, and the grant
program ran from July 2015-November 2016, with the three-phase training program completed within
each warehouse’s catchment area from November 2015–April 2016. These trainings generated signed
contracts for aggregated shea nuts between the associations managing the warehouse and the exporter
who had built the warehouse along its supply route.
These contracts stipulated two prices to be paid to the women collectors: a “village price” when the
product was delivered to the warehouse and a “contract price” paid when the exporter picked up
aggregated kernels. The warehouse manager paid the village price to the collector and then cleaned,
aggregated and stored the nuts per the best practices in the GSA manual and the Trade Hub-funded
training from the local community development agent. After the warehouse received the ‘contract price’
from the exporter, it paid a portion of the margin (value added) to the women collectors, who overall
received an average 20% increase during the collection season (in two installments).
This program worked best when the warehouse management had access to working capital to pay the
village price upon delivery. This major lesson resulted in executed contracts of $520,000. Based on the
success of this program, GSA received a five-year GDA grant in late 2016 to expand this work to 250
warehouses throughout West Africa.
Trade show participation
With Hub support for booth fees, the GSA sponsored 27 of its West Africa-based members from
Ghana, Nigeria, Benin, and Burkina Faso to attend the African Cosmetics Exhibition “ProBeauty” 2016 in
Johannesburg, South Africa. Many of those attending the exhibition sold the samples they brought with
them, signed a modest number of contracts for future orders, and made 1,067 contacts with potential
buyers.
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RECOMMENDATIONS
Future support to GSA should focus on updating and expanding its strategic priorities. This
organization is generally well-managed and receives significant support from its private sector
members.
Widening access to finance should be further explored. Capital investment requirements for
processing shea are substantial, but West Africa has potential to retain significant value added.
Trade show support for shea processing companies that work in the cosmetics sector should
receive technical preparation at the same level as companies in the apparel sector.
4. CASHEW
West Africa’s cashew sector is at a crossroads. During the past 30 years, its raw cashew nuts have been
largely procured by Asian traders to be processed in India and Vietnam before shipping to larger export
markets; Africa still processes less than 15% of the cashew it grows. Recently, however, buyers from the
U.S. and Europe are actively seeking alternative sources of processed and semi-processed cashew nut
from Africa, in particular West Africa. However, adhering to international grades and standards remains
a large barrier, especially for cashew intended for the U.S. market.
The Hub’s support for the cashew value chain spotlighted the need to build a cadre of strong private
sector partners to boost exports, increase jobs, and foster new investment. One of our primary
strategies for tackling these challenges was to strengthen the organizational capacity of the primary value
chain organization: the African Cashew Alliance (ACA), founded under previous USAID West Africa
Trade Hubs. Within our mandate to focus on downstream actors in the value chain and work with key
partners, most of our technical support within the cashew value chain was linked to a large grant
provided to the ACA from 2015-2016.
To remain the leading voice for the African cashew industry, the ACA must tackle obstacles in national
policies and processor capacity. Differing national policies in the trade of raw cashew nut are often in
conflict with ACA’s objectives to promote increased trade and business linkages within its membership
and promote more value-added processing on the continent. The most glaring example of this is the
government of Côte d’Ivoire’s ban on export of raw cashew nut across its physical borders, which since
it took effect in 2015, has damaged the processing industries in Ghana, Mali and Burkina Faso. Processing
in all three countries, especially Ghana, historically relied on raw nut from Côte d’Ivoire. Since 2015,
only one factory in Ghana has operated on a regular basis.
The Trade Hub interacted with multiple U.S. buyers willing to work with new processing factories in
West Africa. Unfortunately, in addition to quality issues, the scale of operations remains a challenge.
Going forward, ACA should support increased capacity to provide more minimum-acceptable quality
product to key export markets. The interest to source processed nut within the region for direct
export to consumer markets will grow and should be part of ACA’s strategic planning for the sector
and its member companies.
Much of the Trade Hub’s organizational development support for the ACA is presented in the Capacity
Building chapter of this report. The Trade Hub also secure significant access to finance for this value
chain, which we present in the Finance and Investment Chapter. Activities below focus on technical
support linked to ACA’s work with its membership.
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Global Value Chains
21
KEY ACHIEVEMENTS AND RESULTS
Comprehensive study on environmental management practices in processing units in three
countries, including recommended best practices to be disseminated by ACA.
Technical review and monitoring of a detailed curriculum for factory managers in 10 countries
delivered by ACA, under their Trade Hub grant.
Strategic planning for ACA management to increase member service dues and streamline the
organization’s secretariat.
Comprehensive review of the MIS needs of the stakeholders in the value chain and the degree to
which the existing ACA MIS platform addresses those needs.
STRATEGIES IMPLEMENTED
Best practices for environmental management
The project designed and completed a study of opportunities and challenges for improving
environmental management in the West African cashew processing industry. An environmental
management consultant and Trade Hub staff visited seven cashew processing factories in Côte d’Ivoire,
Burkina Faso, and Ghana to study current practices to manage the cashew processing waste stream. The
report recommended a strategy for rolling out best practices in environmental management, including a
practical, low-cost option for creating disposal sites that would allow the cashew waste to be
composted. Recommendations from this study were incorporated into the ACA’s training program for
factory managers under its Trade Hub grant, as shown in Table 4 below.
The Trade Hub used the results of the report to encourage ACA to amend its certification process by
adding an environmental management criterion to the 14-point ACA Quality and Sustainability (Seal)
program, which did not previously address environmental issues. This will assist firms to receive the Seal
that attract buyers in the global marketplace, as demand is growing for food suppliers that address
environmental concerns. Upgrading the Seal program to align with international requirements for buyers
of processed nut will assist ACA’s members to participate in direct exports to the consumer markets.
Factory manager and initial MIS training support
Under its Trade Hub grant, ACA completed a training needs assessment in three zones, developed
training materials, and conducted six training programs, as shown in the table below. Managers from the
same processing companies attended both phases of training in each zone, ensuring continuity as the
more advanced topics were presented and analyzed during the Phase 2 workshops. Several Trade Hub
staff members also participated. We carefully considered the ACA’s broader assistance program prior
to issuing the grant, and our grant-funded training activities coincided with other ACA training and
technical assistance activities for employees of West African processing factories.
Improve membership services and secretariat structure
Based on Organizational Capacity Assessment (OCA) findings in FY16, Trade Hub staff and consultants
conducted a series of organizational development programs and trainings in 2017, including
recommendations to improve membership services and financial sustainability. They reviewed existing
policies within ACA linked to membership dues and recommended marketing efforts to increase
revenue for the organization’s secretariat. The assignment was completed by Mr. Bill Guyton, the same
consultant who provided technical assistance to ACA’s Executive Committee when they re-defined their
mission statement in early 2017. Many of his recommendations align with ACA’s updated mission
statement and revised structure of its Executive Committee.
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Table 4: Training support the ACA completed under the Trade Hub grant
Zones and
Countries
Phase I Phase 2
Dates/Location Topics Dates/Location Topics
Zone 1:
The Gambia,
Guinea, Guinea-
Bissau, Senegal
February 2016/
Guinea-Bissau
Food safety,
quality, and
environmental
protection
MIS
August 2016/
The Gambia
Cashew
processing
business
management
MIS
Zone 2:
Burkina Faso,
Côte d’Ivoire,
Mali
November 2015/
Côte d’Ivoire
May 2016/
Côte d’Ivoire
Zone 3:
Benin, Ghana,
Nigeria
November 2015/
Benin
July 2016/
Nigeria
Since completion of this assignment in June 2017,
ACA has moved forward with many of the
recommendations, most critically streamlining the
Secretariat’s staffing in Accra, revising the fee
structure based on member category and applying it
to all members for 2018, and launching a campaign
to recruit new members.
Increasing stakeholder uptake of MIS services
The Trade Hub’s grant to the ACA improved
selected areas of its MIS platform to better serve
member companies. A separate standalone activity
further expanded ACA’s MIS services. The project
engaged James Fitzpatrick, a consultant with an
extensive background in the cashew industry and
experience with ACA, to complete detailed
research and interviews with ACA member
companies throughout West Africa. The result was
a draft action plan to increase the subscriber base
and number of MIS users. The validated document
will be an important management tool for the ACA
to expand both the number and quality of its
technical services and the number of MIS users. The
consultant completed this work in July 2017,
followed by the validation workshop in August 2017.
This study concluded that ACA has an opportunity to establish an international market information
service for paying clients as a basis for sustainable revenue generation. Current ACA capacity and
services are not at a standard that stakeholders are prepared to pay. However, the reward for success
with this task could be leadership in market information services in the global cashew sector.
In May 2016, the African Cashew Alliance
(ACA) went to Bouake, north Côte d’Ivoire,
to test MIS technology with the help of local
cashew farmers. Farmers registered their
mobile phone numbers and received text
messages with current prices, industry trends,
and more. Participant and farmer feedback will
help improve the system before widespread
roll-out. May 20, 2016. Photo credit: ACA
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Global Value Chains
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RECOMMENDATIONS
Despite internal challenges within ACA that resulted in a reorganization of its senior leadership at
the beginning of 2017, the organization remains in relatively positive standing. Future support should
focus on improved policy dialogue to address different national interests impeding development of
the value chain.
There must be significant buy-in from the private sector to improve the platform’s MIS services or
the viability of this type of service will suffer.
Future support should target ongoing initiatives to expand local processing of raw cashew nut for
export markets in the U.S. and Europe. In addition, ACA should harmonize its Seal program with
international standards used by buyers of processed nuts.
5. AFRICAN GROWTH AND OPPORTUNITY ACT
The Trade Hub worked to help West African businesses learn about and take advantage of the
preferential tariffs for imports to the U.S. offered under the African Growth and Opportunity Act
(AGOA). Over the course of the project and culminating in concentrated efforts in year four, we
collaborated with a variety of partners on AGOA support initiatives, including U.S. Embassies, other U.S.
government agencies, chambers of commerce, export promotion councils, and host country
governments. We also joined forces with the network of AGOA Trade Resource Centers (ATRCs),
housed in national private sector promotion agencies across the region.
Demand for information about AGOA and how companies can take advantage of AGOA benefits grew
steadily during the life of the project, in particular in the final two years of the project after the 10-year
extension of AGOA through 2025 was announced. During the first two years, the Trade Hub program
provided technical assistance and training for multiple West African countries, often in collaboration
with the U.S. Embassy. The Trade Hub also developed a targeted grant program for the ATRCs to
become a source of dissemination, training and technical resources for West African companies to
expand and/or establish their export capacities for the U.S. market.
The project awarded 12 grants for AGOA promotion during 2016-2017. At the same time, the project
increased its technical staff to better respond to increasing requests for technical assistance, including
many from non-ECOWAS countries such as Mauritania, the Central African Republic, Chad and
Cameroon. The content of the training expanded beyond documentation requirements to address
issues such as packaging, new U.S. government requirements for agricultural products and food safety,
and linking national strategies with AGOA requirements.
KEY ACHIEVEMENTS AND RESULTS
The Trade Hub promoted AGOA in 18 West African countries, organized with partners 75
AGOA workshops, and shared AGOA procedures and steps with more than 2,000 exporters,
business owners, small and medium enterprises (SMEs), trade associations and government
officials. Please find a summary of all AGOA workshops held during the life of the project in Annex C.
Awarded 12 grants to ATRCs to improve their capacity to serve their country’s businesses and
boost exports
Assisted Togo to apply for the textile visa, which was approved by the U.S. Trade
Representative (USTR).
Assisted Côte d’Ivoire to validate and launch its AGOA national strategy with government and
exporters, and advanced development of national strategies in Benin, Ghana and Togo.
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Provided consultants to ECOWAS to develop a foundational document for the ECOWAS
Regional AGOA strategy.
Provided training for Customs agencies in seven countries, including dissemination of an AGOA
Standard Operating Procedures manual the Trade Hub developed for this purpose.
Identified gaps in AGOA Customs procedures—such as the lack of AGOA visa stamps and
updated stamp signatories in several countries and the lack of an approved textile certificate—
and provided country-specific assistance to address these gaps, including training and support for
the manufacture of new textile visa stamps and updating approved signatories to be submitted
and approved by the U.S. Trade Representative.
STRATEGIES IMPLEMENTED
Strategy 1: Improved AGOA Trade Resource Center service delivery
The project’s main
partners in AGOA
promotion and
education were ATRCs
in multiple West African
countries, many of which
were created prior to
program start-up. The
status of these ATRCs
varied widely depending
on the host institution,
usually either the
national Chamber of
Commerce or the
export promotion
agency. Individuals
tasked with managing
ATRCs typically received
few resources from
these host institutions,
limiting their ability to
become effective
sources of information
and technical support for
companies wishing to expand or establish an export program.
To address this gap, the Trade Hub awarded a series of grants to seven ATRCs in 2016 and trained each
ATRC Coordinator in grant management. The coordinators also learned how to tailor services to the
needs of private sector companies. In 2017, the Trade Hub awarded five more grants to ATRCs in
Nigeria, Liberia, Sierra Leone, Togo and Guinea. Additionally, the Trade Hub recruited two full-time
technical specialists for AGOA in mid-2016, who travelled extensively throughout the region to support
ATRC staff and partner agencies to organize workshops for exporting enterprises and relevant
government officials. The specialists also met with individual companies to review their export
procedures and recommend improvements.
The number of AGOA-focused events ramped up by 200% since August 2016 when the Trade Hub
hired two AGOA specialists, Mr. Kara Diallo and Dr. Mohamed Abou iiana. These specialists organized
In March 2016, Ghanaian and U.S. government officials opened Ghana’s
AGOA Trade Resource Center, housed in the country’s Chamber of
Commerce and Industry in the capital Accra.
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Global Value Chains
25
and championed events in 17 countries, many of which had not been supported previously, and several
received multiple visits to provide key follow-up support on specific topics, working closely with the
ATRC Coordinator or the Chamber of Commerce and/or Export Promotion Agency. The Trade Hub
organized 75 workshops throughout the life of the project.
The project developed
the AGOA ABC’s, a
brochure providing step-
by-step directions on
how to take advantage of
the AGOA program,
finalized during 2017 in
English, French and
Portuguese. The Trade
Hub distributed hard
copies of this manual to
partners in 17 countries
in the relevant language
(it is also available on the
project web site) and
trained ATRC
Coordinators to use it
during a workshop in
mid-2017 as well as
during travel to individual
countries during the last
half of 2017.
Please find an overview of the current status of the ATRCs and other selected aspects of AGOA
promotion for 17 countries in Annex E including several non-ECOWAS countries. The Gambia was not
AGOA-eligible until very recently, and therefore did not receive any assistance and was not included in
this list. It regained its eligibility on Dec 28, 2017.
Strategy 2: Addressed specific gaps with two other partners to clear hurdles in
exporting under AGOA
One outcome of the workshops organized by the ATRCs with Hub support was requests by specific
companies to review their export operations and assess their potential to export under AGOA. Trade
Hub staff assisted some of these companies to prepare their export documentation for initial shipments
to enter the U.S. In some cases, companies were already exporting to the U.S., but were not aware of
AGOA or how to use this program.
In one example, Moringa Connect, an SME based in Ghana, had been exporting moringa oil and powder
-- food and cosmetic products -- to the U.S. without knowing of AGOA’s existence or how it could save
them and their buyers money. After meeting with the Trade Hub in September 2016, Moringa Connect
successfully exported a shipment valued at $62,500 under AGOA. Similarly, Pinora exported juice to the
U.S. and after attending an AGOA training program in October 2017, learned of its AGOA eligibility and
worked with our AGOA expert to fill out the necessary documentation. Subsequently their exports
increased significantly and are now receiving AGOA preferences.
In September 2016, U.S. Ambassador Donald L. Heflin shook hands with Ana
Lima Barber, President of Cabo Verde TradeInvest while Cabo Verde’s Minister
of Economy and Employment, Jose Gonçalves looked on. Photo credit: Kara
Diallo, Abt Associates.
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Best practices guidance in food technology and packaging
The Trade Hub frequently advised West African exporters on understanding the requirements
associated with the Food Safety Modernization Act (FSMA), approved in 2011 as part of the U.S. Food
and Drug Administration’s mandate to confirm minimum quality standards for agricultural imports into
the U.S. market. To address FSMA requirements, the Hub engaged two U.S. experts in packaging and
food technology to present
best practices to lead
companies in Burkina Faso,
Côte d’Ivoire, Ghana and
Togo, including HPW Fresh
and Dry Ltd, Blue Skies
Industries, Moringa
Connect, and Bomart’s
Farms. The experts also
advised on packaging
options for domestic,
regional, and international
exports.
U.S. Customs
requirements
The Trade Hub engaged Ms.
Jan Forest, a former U.S.
Customs lawyer, to provide
specialized, pro bono training
for customs services and
companies on specific
AGOA requirements. This expertise augmented training by the Trade Hub’s AGOA specialists, with
whom Ms. Forest worked closely. During five visits to four West African countries and U.S.-based
support throughout 2017, Ms. Forest delivered:
A Standard Operating Procedures Manual for Customs Service training (see next section).
Country-specific process to review, update and identify new signatories for the AGOA textile visa in
several countries. The process was completed in Togo, Benin and Ghana; new signatories were
identified in Nigeria with the process expected to be completed in 2018.
Research and advice on how to take advantage of “duty drawback” in Ghana for companies
registered as operating in the Free Trade Zone.
Advice to apparel manufacturer Dignity/DTRT to complete regional sales within ECOWAS.
A review of advantages and disadvantages of being “Free Trade” registered versus a commercial
entity.
Multiple company-specific reviews of documentation to export under AGOA as well as the eligibility
of different products per the Harmonized Tariff Structure.
Textile visa stamps
Commercial invoices for textile/apparel exports to the U.S. under AGOA must be stamped by African
customs services with the AGOA visa stamp prior to shipment. The AGOA team found that in several
West African countries—including Nigeria, Sierra Leone, Benin and Burkina Faso—stamps were lost and
Following trainings in Ghana in 2017, Trade Hub customs expert Ms.
Jan Forest posed with Officers Ayesu Appiah (left) and Felicia Maamle,
(right) who are stationed at the export desk at the Kotoka
International Airport in Accra. Photo credit: Yvette Kuwornu, Abt
Associates.
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Global Value Chains
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the customs signatories of record were outdated. Mali’s textile visa expired when the country was
disallowed in 2012 from AGOA and did not automatically renew after reinstatement in 2016.
In FY17, the Trade Hub’s AGOA team worked with customs officials in Nigeria, Benin, Burkina Faso and
Sierra Leone to solve these issues. In some cases, such as Nigeria, this meant physically manufacturing a
new stamp and identifying new customs signatories to be approved by the USTR. The project also
worked with authorities in Togo to apply for and receive USTR approval of their textile visa, as formally
announced at the 2017 AGOA Forum. Meanwhile, Ghana, whose textile visa approval system has been
working well, has made new visa stamps.
Training customs services staff
Throughout 2017, the Trade Hub trained customs service staff in seven countries, based on its Standard
Operating Procedures (SOP) Manual for exporting under AGOA, finalized in mid-2017 and available in
English, French and Portuguese. Highlights from these SOP trainings included:
Benin. In June, the AGOA Specialist accompanied a member of the AGOA National Committee to a
meeting with the Director General of Customs and the Director of Cabinet at the Ministry of
Commerce and urged them to designate new officials to sign the AGOA visa and make the AGOA visa
stamp available at the Cotonou port and airport. Benin then designated five new authorized officers to
issue the AGOA textile visa, and the Trade Hub trained 11 senior customs officials on the AGOA
standard operating procedures. When ANC exported to Hurley’s Religious Goods in the U.S. in
December 2017, they were thus able to take advantage of AGOA benefits—which would not have been
possible without the visa stamp and updated signatories.
Burkina Faso. To restart the AGOA textile visa system, the AGOA Specialist recommended
designating new officials to sign the visa stamp and in September, trained 20 Burkinabé customs officers
and representatives from the Ministry of Commerce and the export promotion agency. Burkina Faso
customs officials then designated new authorized signatories and agreed to put the AGOA textile visa
process in place as soon as possible.
Côte d’Ivoire. In November, Trade Hub staff trained representatives of the Ministries of Commerce,
Industry and Mines, and Economy and Finance, as well as the Directorate of Customs, while the Trade
Hub’s customs expert, Ms. Jan Forest, presented the SOP to government officials and separately with a
small group of exporters. Both meetings were co-sponsored by the RCI Export Promotion Agency
(APEX-CI).
Ghana. In February, the Trade Hub trained four officers of the Ghana Revenue Authority, which is the
customs division that reviews export shipments in AGOA-related documents required for entry, invoice
requirements, entry summary, recordkeeping, classifications, valuation, origin rules-marking, and
admissibility. In June, Ms. Forest joined the Trade Hub’s Senior AGOA Expert, Dr. Abou iiana, on a trip
to the Tema Port to talk with Ghana customs officers about U.S. customs law and the need to have
additional visa stamps for textile exporters. As of January 2018, there is only one stamp and one
signatory at the Tema Port and one at the Kotoka International Airport, which significantly delays items
going through customs. Additional signatories will need approval, but would allow exporters to have
their documents processed in a timely manner, if someone is out sick or not available for other reasons.
In November, the Trade Hub training for Ghana customs agencies included recently designated new
signatories for the textile visa.
Nigeria. In May, 25 exporters and Nigerian customs officers learned customs documentation
requirements for exports under AGOA at a training co-hosted by the Trade Hub and the NEPC.
Among them was Tiskies Global, a Nigerian apparel exporter, which sought Trade Hub assistance to
ship its first export to the U.S. under AGOA. In August, more than 40 Nigerian customs officers learned
standard AGOA operating procedures from Ms. Forest and the Trade Hub’s Dr. Mohamed Abou iiana.
Finally, the project organized a workshop in Abuja in December for all the newly designated signatories
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for Nigeria’s new textile visa stamp; however, the signatories have not yet been formally submitted by
the Ministry of Trade and Industry, so no apparel or textile exports can be exported with AGOA
preferential treatment.
Sierra Leone. Following the Trade Hub’s AGOA training in September, Sierra Leonean authorities
formed an AGOA National Steering Committee in September to develop a National AGOA Strategy,
selected a consultant, and secured funding from the United Nations Economic Commission for Africa.
Togo. In August, after the announcement that Togo can now export textile and apparel duty-free under
AGOA, the project organized a workshop for Togolese senior customs officials, including the four
designated as authorized signatories of the AGOA textile visa. Ms. Forest took participants through U.S
customs law regarding goods valuation, classification, and country of origin, admissibility, entry and
assessment of duties. The Trade Hub team reviewed the 10 textile groupings under AGOA along with
the AGOA textile certificate of origin (COO).
Strategy 3: Supported development and finalization of government-led AGOA
strategies
The reauthorization of AGOA in 2015 by the U.S. Congress included a requirement that all African
countries must develop a national AGOA strategy and action plan to take better advantage of this
program. The Trade Hub supported four countries in this process, including:
Côte d’Ivoire. In November 2017, validated and launched its AGOA strategy with government
and exporters, following a full year of Trade Hub and African Development Bank (AfDB)
technical assistance to the Ministry of Commerce to align it with Côte d’Ivoire’s export strategy.
Togo. Drafted a foundational document and a Terms of Reference for Togo to hire a
consultant to help develop a national AGOA strategy; work to start in early 2018.
Benin. Recommended a consultant to provide technical assistance to the government of Benin
as it developed its national AGOA strategy, underway in early 2018.
Ghana. Participated in initial field research and commented on the final draft of AGOA
National Strategy in June 2017.
ECOWAS. At the request of USAID and ECOWAS, the Trade Hub recruited a STTA team to
complete the initial phase of field work for a regional AGOA strategy. This strategy document
will be finalized in 2018 based on the Trade Hub’s inception report, and a foundational
document (phase 1) and detailed Terms of Reference for the next phase will be completed
January 2018.
RECOMMENDATIONS
ATRC coordinators must have more political support from the host governments to fulfill their
roles as AGOA promoters and knowledgeable references. The political goodwill Trade Hub
AGOA specialists built could be used as leverage to increase momentum for transferring this
capacity to ATRCs and/or national service providers.
Value chain specialists should incorporate details on AGOA when preparing companies to
export.
Future efforts should extend the Trade Hub’s progress in teaming with national governments to
applying for and renew AGOA textile visas and the actual stamp. Increasing agricultural exports
to the U.S. requires a more expansive understanding of U.S. requirements from the USDA and
FDA requirements (such as labelling, certifications such as Global G.A.P., HACCP, and FSMA)
which require increased investment by the exporter to successfully sell in the U.S. market.
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Global Value Chains
29
Technical support to the AGOA Forum
At the 2017 AGOA forum in Lomé, Togo, the Trade Hub’s Ms. Carol Adoum, Chief of Party; Mr.
Kara Diallo, AGOA Specialist; Mr. Jean-Didier Nacoulma, Gender Specialist; and Ms. Jan Forest, U.S.-
based customs lawyer participated in the ministerial, private sector and civil society sessions. Before
100 people on August 9, Mr. Diallo presented barriers and solutions to expand West African
business during a private sector panel discussion, “AGOA, Challenges and Opportunities.” He also
presented the Hub’s AGOA ABCs, which proved wildly popular during the Forum, as attendees
snatched up 200 copies. Mr. Nacoulma hosted a seminar and plenary practical skills training session
on packaging for 80 members of 11 chapters of the U.S. Department of State-supported African
Women’s Entrepreneurship Program (AWEP) shown above—including Burkina Faso, Guinea
Conakry, Mali, and Togo. Ms. Jan Forest, Customs Lawyer and Consultant, was on a panel discussing
customs and regulatory requirements of AGOA and other U.S. Customs procedures.
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WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
Chapter Two:
Regional Value Chains Modernizing Traditional Trade
Harnessed West Africa’s sizeable trade in livestock and cereals to raise regional sales
and food security, opening new markets and introducing updated practices.
Sourc
e: R
ebecc
a W
eav
er,
Abt
Ass
oci
ates
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Regional Value Chains
31
$80.9 million
in livestock
exports
1. LIVESTOCK
The Trade Hub identified, expanded, and added value to key entry points, improving the quality and
quantity of traded animal products. As a 2015 World Bank report on trade in West Africa noted, in
terms of local food products, “livestock exports are by far the most important traded product in the
ECOWAS space.”1 In just three primary exporting countries within ECOWAS (Mali, Burkina Faso, and
Niger), estimates from 2010 showed $198 million in livestock exports.
The Trade Hub initially focused on the “live animal” trade from supply countries in the Sahel to coastal
consumer countries, which represent a large share of the West African economy. In this traditional
value chain, project baseline research in 2014 confirmed that much of the live animal trade is not
formalized and is based primarily on informal relationships that dictate terms of trade. Trade Hub staff
worked directly with Confédération des Fédérations Nationales de la Filière Bétail/Viande
(COFENABVI), the West African regional livestock organization, and its national federations in nine
countries to professionalize trade flows and promote best practices such as joint marketing by individual
enterprises, improved record-keeping, and the use of written contracts.
Following the 2014 baseline research on the region’s rising demand for higher-quality meat, Trade Hub
staff identified a new entry point in the trade of semi-processed animal products from Sahelian supply
countries to larger urban markets in coastal countries. Access to improved slaughtering and
transportation facilities is critical to these efforts, adding value at different points in animal product
marketing. By slaughtering animals in the Sahel and then exporting the carcass beef, Sahelian sellers
receive a higher price for their product and more value is retained upstream. In early 2017, the project
linked Burkinabe Faso animal fatteners with Ivoirian companies that sell animal products.
Increasing the livestock value chain’s visibility was another important outcome of the Trade Hub’s work
with COFENABVI. Together, they hosted the region’s first livestock salon in Côte d’Ivoire in 2016,
Salon International Bétail-Viande de l’Afrique de l’Ouest (SIBVAO). This groundbreaking event brought
together hundreds of actors from the public and private sectors to review and discuss efforts to
improve these important trade flows. This activity and all others implemented during the second half of
the project received significant cost-sharing support from Trade Hub partners.
KEY ACHIEVEMENTS AND RESULTS
Increased live animal trade: Helped establish new sales points
in consumer countries for the annual Tabaski holiday and
provided organizational support to animal fattener networks
in supply countries;
Facilitated marketing of semi-processed animal products with
some value added prior to shipment to the consumer
countries, bringing together animal fatteners, slaughterhouses
with refrigerated transportation and wholesale buyers to
complete meat processing for retail customers;
Raised visibility of the value chain through the regional salon and other
government advocacy efforts related to trade growth; and
Targeted support to remove sanitary and phytosanitary requirements, bureaucratic obstacles that
impede and increase costs of regional trade within Côte d’Ivoire, Burkina Faso, and Mali.
1 “Connecting Food Staples and Input Markets in West Africa: a Regional Trade Agenda for ECOWAS Countries,” Jean-
Christophe Maur and Ben Shepherd, 2015, p. 14.
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Table 5: Livstock local sales and exports
Exports Local Sales Total
Burkina Faso $16,674,451 $2,891,373 $19,565,824
Mali $61,571,956 $7,098,904 $68,670,860
Niger $2,623,002 $2,553,896 $5,176,898
Total $80,869,409 $12,544,173 $93,413,582
Table 6: Livestock exports, FY14-FY18 by country and year
FY15 FY16 FY17 FY18 Total
Burkina Faso 249,174 7,893,074 7,776,671 755,532 16,674,451
Mali 44,054,182 10,669,002 4,861,744 1,987,029 61,571,956
Niger - - 826,845 1,796,156 2,623,002
Total 44,303,356 18,562,076 13,465,260 4,538,717 80,869,409
Société Internationale de Charcuterie et de Salaisons has a chain of butchers under the trade name
Le Terroir. The company, a major meat producer in Côte d’Ivoire, was one of 23 exhibitors at the
first international Livestock Fair (SIBVAO) jointly organized by COFENABVI-AO and the Trade Hub
in August-September 2016. Photo credit: Ms. Jessie Lafourcade, Abt Associates.
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Regional Value Chains
33
STRATEGIES IMPLEMENTED
While strategies evolved over the duration of the project, the Trade Hub maintained its focus on
professionalizing enterprises and improving management of their work. Another consistent intervention
was strengthening linkages between the regional platform and its national federations, deepening
understanding of the roles that each plays in the value chain’s development.
Strategy 1: Strengthened buyer-seller linkages and promoted best practices for
fattened cattle in regional livestock trade
Expanded and more efficient and profitable live animal trade for Tabaski
During the past three years, surrounding the Muslim holiday of Tabaski (also known as Eid al-Adha), the
Trade Hub established new outlets for small ruminants and cattle in key export markets. The Trade Hub
researched marketing practices at the beginning of the project and determined that the practice had
been to transport all livestock to respective capital cities (Abidjan, Dakar, and Cotonou) prior to
redistribution to different markets within each country, an inefficient practice that reduces supplier
profitability. With COFENABVI, national federations, and local municipalities, the Trade Hub helped
organize new Tabaski markets in Côte d’Ivoire and Senegal, with trade from Mali, in 2015; in Côte
d’Ivoire, with trade from Mali and Burkina Faso, in 2016; and in Benin, with trade from Burkina Faso, in
2017.
Livestock federations in the Sahel, supported by the Trade Hub, worked with local political authorities
and their counterparts in export markets to identify these new sales outlets that were physically closer
to the supply countries and outside of the capital city. Many buyers in export markets had never had
these types of direct commercial relationships with sellers. During these marketing periods, project staff
advised individual buyers and sellers to enter into more formal relationships and supported the
negotiation of written contracts.
The project provided individual training at each new sales point, focusing on sales data collection and
contracting arrangement reinforcement. These individuals represented the project with political
authorities during the period up to the actual Tabaski holiday. The operations during Tabaski generated
$61,531,126 in new livestock sales over the project’s duration.
Creating and mentoring fatteners’ networks
The Trade Hub project facilitated creation of networks of livestock fatteners in Mali, Burkina Faso and
Niger. More than 300 fatteners now share their business data and, in some cases, coordinate their sales
for larger transactions. They have also established commercial relationships with buyers in key coastal
markets such as Abidjan and Dakar, communicate within the network about future business
opportunities, and implement clearer and more complete business recording standards. Each country
now has a list of network members who document significant amounts of trade within their national
borders and with neighboring countries, clearly showing the commercial potential of livestock in the
sub-region.
The project organized meetings for fattener network representatives in Burkina Faso and Mali and
prospective clients in the Abidjan market to negotiate medium-term contracts. The Ivorian buyers were
wholesalers who provide meat to retail outlets such as restaurants and hotels. After protracted
negotiations, the parties completed and executed two test contracts during 2016. During these test
contract periods, the parties used livestock scales when loading and unloading—an innovation that had
not been practiced on a regular basis in the past. Despite the relative success of these test contracts,
parties remained reluctant about entering into longer-term contracts. One key outcome of this
experience was an evolution in the type of marketing for fattened animals, which increased value at
different points in the marketing chain.
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The highly traditional nature of the livestock value chain constrains its development and evolution; most
owners of West African livestock enterprises are older, have limited formal education, and conduct
business based on personal relationships often linked to ethnic connections and trust developed after
many years of commercial dealings. These realities make it difficult to create and establish linkages that
could be more profitable in the medium-term with new partners, responding to opportunities as they
arise and limiting reliance on previous connections. Such opportunities often represent risks that older
generations are unwilling to take.
There is, however, a younger generation within the value chain, many of whom worked with the Trade
Hub during the past four years. These include members of the fatteners’ networks, some of whom were
most willing to negotiate new deals with potential buyers. Several of the more dynamic operators are
women who successfully trade throughout the Sahel. Moving forward, technical partners should help
these individuals buy down risks and succeed in the livestock sector.
The tables below summarize sales results for the three fatteners’ networks (collected quarterly) and
Operation Tabaski (once per year) during the life of the project. Note that these data are somewhat
overlapping as some of the fattener’s network sales took place at the Tabaski operation activities.
Table 7: Sales results for Operation Tabaski (held once per year) during the life of the project
Total Results 2015-2017 Seller Buyer Value
August 2015 Mali Côte d’Ivoire $24,248,278
Mali Senegal $19,525,233
August to Sept 2016 Mali/Burkina Côte d’Ivoire $12,062,335
August to Sept 2017 Burkina Benin $5,695,280
2015 – 2017 Tabaski Sale Totals from New Buyer-Seller Linkages $61,531,126
In September 2016, the Trade Hub helped organize West Africa’s first regional livestock
show, sponsored by Côte d’Ivoire’s Ministry of Animal and Fishery Resources and
supported by USAID and the Confédération des Fédérations Nationales de la Filière
Bétail/Viande (COFENABVI-AO), West Africa’s livestock association. Photo: Jessie
Lafourcade, Abt Associates.
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Regional Value Chains
35
Table 8: Sales results for the three fatteners' networks (collected quarterly)
Reporting Quarter Mali Burkina Faso Niger Trade Hub
Intervention
Sales from Fattener Networks
December 2014 $0 $0 $0 Mali Network
Established
March 2015 $0 $0 $0 Burkina Network
Established
June 2015 $672,984 $251,060 $0 -
September 2015 $0 $0 $0 -
December 2015 $24,816 $1,456,964 - -
March 2016 $1,730,570 $1,318,220 $0 -
June 2016 $4,194,481 $927,297 $0 Niger Network
Established
September 2016 $1,011,422 $448,736 $0 -
December 2016 $824,456 $634,250 $747,321 Burkina/Niger
Workshop
March 2017 $0 $753,814 $0 -
June 2017 $2,216,410 $991,680 $983,237 Data Collection
Trainings
September 2017 $3,708,961 $1,218,430 $382,409 -
November 2017 $3,143,126 $1,177,886 $3,063,931 -
Total Network Sales $17,527,226 $9,178,337 $5,176,898
Sales from Operation Tabaski
September 2015 $43,773,506 - - Tabaski Senegal
September 2016 $7,370,130 $4,692,205 - Tabaski RCI
September 2017 - $5,595,282 - Tabaski Benin
Total Tabaski Sales $51,143,636 $10,387,487 $0
Total Sales $68,670,862 $19,565,825 $5,176,899 $93,413,586
Exports $61,571,956 $16,674,451 $2,623,001 $80,869,409
Local Sales $7,098,906 $2,891,374 $2,553,898 $12,544,178
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Operation Tabaski profitably
diversified markets
During the Muslim festival of Eid-el-Adha—called
Tabaski in West Africa— most households sacrifice
a ram or bull. In the weeks leading up to this
important Islamic holiday, over a million animals are
on the move from West Africa’s Sahelian breeding
grounds in Mali, Niger and Burkina Faso and sold
for hundreds of dollars apiece at massive coastal
markets.
For three years, the Trade Hub leveraged this high
demand by partnering with national and regional
livestock associations and local municipalities to
open smaller, yet more profitable holiday markets.
These inland markets, which offered better security
and shorter travel times for rural customers than
traditional sales sites, generated more than $61
million in livestock sales from 2015-2017.
Trade Hub partners included the Confédération des
Fédérations Nationales de la chaine de valeurs
Bétail/Viande de l’Afrique de l’Ouest (COFENABVI-
AO), as well as participating federations from Côte
d’Ivoire, Burkina Faso, and Mali, which directed
widespread awareness campaigns to traders and
exporters Potential buyers and local authorities
helped evaluate market needs, and facilitated
logistics and sanitary measures.
“We used to sell our sheep at the livestock market
of Port-Bouet in Abidjan, but we were not able to
make much profit,” a sheep trader from Mali said in
2016. “This year, the livestock federation of Mali
advised us to try internal markets such as Daloa,
Gagnoa and Soubre, and we did. I am almost
running out of sheep and I am planning to go back
home to bring down more animals.”
“I was not particularly happy with the idea of not
sending my animals to Cotonou [Benin], which is
the main center,” Mr. Yarga Timotee, a trader from
Burkina Faso, said in 2017. “But I have no regrets in
my choice to sell at Bohicon Abomey. I made good
money.”
In September 2017, the Trade Hub’s Livestock Value Chain Specialist Dr. Seydou Sidibe (in green
shirt) talked with traders and buyers in a new livestock market in Benin Photo: Jean-Didier Nacoulma,
Abt Associates.
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Regional Value Chains
37
The future of livestock trade in West Africa
After the 2016 test contract, the Trade Hub organized a business to business (B2B) meeting in early
2017 to further promote the marketing of fattened animals. These negotiations involved three different
groups of people who seriously discussed the marketing of semi-processed livestock (slaughtered
carcasses in refrigerated trucks): the suppliers of fattened animals, the slaughterhouse with facilities to
slaughter and transport carcass meat (defined as all edible parts of the animal still intact before
butchering), and a buyer who would then butcher the carcass for individual retail clients in the export
market. Representatives of a COFENABVI-supported Burkinabé fattener’s network—a new
slaughterhouse in Burkina Faso with a refrigerated truck and an Ivorian wholesaler who sells to
restaurants and hotels in the Abidjan market—completed these negotiations and a test contract. We
put together the buyer and seller with representatives of the Burkinabé and Ivorian political authorities
during this process to minimize road harassment and other barriers restricting movement of products
along transport corridors.
Several new modern slaughterhouse facilities have been established in Burkina Faso, Mali and Niger
during the past four years, built with private investment and with the necessary product quality
approvals from host government regulatory agencies. The transport of carcass meat in refrigerated
trucks is an innovation that, while incurring an additional cost, has proven to enhance profitability for all
value chain actors. This observation validates the Trade Hub’s primary conclusion from its baseline
research of the livestock sector in 2014: Rising incomes in larger urban and coastal markets are
generating sophisticated demand for higher-quality animal products. Consumers in markets like Abidjan
will pay higher prices for fattened meat from Sahelian suppler countries.
One commercial relationship developed because a buyer in Côte d’Ivoire who was not meeting its
clients’ demand for fattened animal products was willing to explore new sourcing options, while the son
of a slaughterhouse owner in Burkina Faso saw this transaction as an opportunity to work with a new
client. These individuals represent the “outside the box” thinking that is essential for the expansion of
formal livestock trade.
Strategy 2: Leveraged enhanced service delivery by national organizations for
regional exports.
Regional livestock salon
Initial Trade Hub consultations with COFENABVI prioritized organization of a regional event to
showcase and promote the value chain, leading to the SIBVAO regional salon in 2016 with significant
management and financial input from both partners and strong political support from the government of
Côte d’Ivoire. Livestock representatives from five countries attended the event; informal counts
amounted to more than 2,000 participants.
The Trade Hub and COFENABVI, with its national federations, worked for more than a year to
organize the salon, contracting with an Ivorian marketing company to publicize, promote, and provide
management support. The Salon included (for registered attendees) training sessions on a variety of
topics, plus an expo and sales event featuring a variety of livestock. The event’s partners learned
important lessons to be incorporated into future events, and COFENABVI has announced plans for a
subsequent livestock salon in Togo in September 2018.
The role of national federations in service delivery
Individual national livestock federations have an important role in determining how COFENABVI
coordinates its activities, resulting from COFENABVI’s mandate and organization and their economic
activities within the sector. The federations receive their own resources from other partners, or from
their own membership. Their leadership is generally politically well-connected; for example, the
President of the Mali Livestock Federation is the Vice-President of the Mali National Assembly.
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During the second half of the project, much of the Trade Hub’s activities focused on COFENABVI and
different national federations. While this satisfied some needs, it was cumbersome and time-consuming
to provide technical support. The presidents of these federations are also from the “older generation”
and unwilling to change their business approach or support their organizations. Many were reluctant to
provide cost-share for any activities. Any future support for the livestock sector in West Africa will have
to take this reality into consideration.
Strategy 3: Promoted harmonization of SPS norms and standards along Mali-RCI
and Burkina Faso-RCI corridors
A model for removing non-tariff barriers to regional livestock trade
Mutual recognition of harmonized veterinary certificates is an important step forward in the free
movement of livestock across regional borders. Approved texts within both ECOWAS and the
Economic and Monetary Union of West Africa (UEMOA) mandate that one veterinary certificate from
the supply country’s relevant authority is sufficient for the passage of livestock into a neighboring
country. To date, the practice is uneven and usually results in additional charges for the seller as
additional veterinary certificates are (incorrectly) required in the importing country—a non-tariff barrier
to regional trade.
The project organized two workshops in 2017 with private and public sector livestock stakeholders
from Burkina Faso, Mali, and Côte d’Ivoire. These meetings (one in Abidjan and the second in Bobo
Dioulasso, Burkina Faso) developed an Action Plan to secure formal political authority and eliminate the
practice of requiring additional veterinary certificates for the livestock trade. Such discussions have
taken place on multiple occasions in the recent past—despite the fact that the harmonized ECOWAS
and UEMOA texts have been in place for many years. The challenge has been and continues to be
securing regular and effective compliance at the national level.
The decision to include these three countries in the program was based on the significant trade that
takes place along the corridors into Côte d’Ivoire, which also was a justification for the different
activities the project implemented, discussed above. If a true political decision can be secured to remove
this barrier, it could serve as a model for Regional Economic Communities to move bureaucratic
obstacles throughout West Africa.
The institutional challenges at the national level are real. Workshop participants noted that the Ivorian
government requires that all importers of livestock into the country purchase an Ivorian veterinary
certificate at the border post. Removing this provision requires political support and advocacy, which
has been included in the action plan finalized during the second workshop. Another outcome of the
workshops was an advocacy plan to be implemented by the private sector under the auspices of
COFENABVI to promote benefits of compliance with this mandate. Participants also finalized a protocol
of collaboration between the directors of the three veterinary services. COFENABVI and a national
team will present these documents to the three Ministers of Livestock in early 2018 for their approval.
RECOMMENDATIONS
Consolidate the fatteners’ networks; create strong, lasting partnerships with the slaughterhouses;
and intensify contractual commercial relations with the companies who can purchase and distribute
meat in coastal countries.
Provide targeted assistance to the private sector in each value chain link to harmonize efforts to
provide processed meat to end-user markets.
With private sector actors at both the national and regional levels, take advantage of economies of
scale and areas that yield more immediate benefits to regional trade flows.
Support the expanded role of Regional Economic Communities to promote mutual recognition of
veterinary certificates at border points.
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Regional Value Chains
39
$2 million
in cereals
exports
2. CEREALS
All West African countries produce maize, millet/sorghum, and
rice, and hundreds of millions of small farmers make their living
from these crops, making them strategic commodities for regional
food security and trade. West Africa offers huge and promising
markets for cereals producers, especially with large institutional
buyers. Yet the vast potential of agriculture to raise West African
incomes and ensure its food security faces myriad challenges within
the region’s cereals trade including uneven grain quality; poor
transport networks and market infrastructure; non-compliance with
existing regional trade rules and agreements; non-harmonized grades and
standards; lack of strong regional trade support institutions; and difficulties in accessing finance for trade.
The Trade Hub’s initial assessment and comprehensive marketing study of cereals trade between Mali-
Côte d’Ivoire led to a focus on expanding buyer-seller opportunities and adopting best practices.
Throughout the project, we encouraged cereals traders to formalize trading practices and better
understand the importance of adhering to quality standards. Our regional workshops and cereals
exchanges, organized with Afrique Verte and the West African Grain Network (WAGN), demonstrated
how formal regional trade can improve efficiency, competitiveness and food safety. Although use of
contracts was initially slow to take hold, some traders have adopted the new practices and are setting
an example for others. We also surveyed large agro-industrial processors and zeroed in on solutions to
one of their prime reasons for sourcing grain outside the region: aflatoxin contamination of West
African grains.
WAGN was a major Trade Hub partner though project staff worked regularly with national inter-
professional organizations and specific traders during implementation. As with other value chains, the
Trade Hub’s work evolved to include partner cost-sharing to create ownership and sustainability of
project objectives.
KEY ACHIEVEMENTS AND RESULTS
Organized four regional workshops to promote written contracts as the basis for expanded,
efficient trade (including a training-of-trainers for national members to deliver cascade training
within their countries).
Organized and delivered six regional cereals exchanges, during which traders from nine countries
negotiated regional trade using written contracts.
Increased understanding of techniques to address key quality issues such as aflatoxin.
Identified constraints to commercial relationships between cereals traders and agro-industries.
Targeted technical assistance to the cereals value chain platform WAGN to become an effective
representative of the sector at the regional level.
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Ghanaian grain grower joins
sorghum boom
Sorghum is harvested multiple times per year, creating more seasonal jobs for female workers, like
these women sorters at Precision Farms. Photo: Yvette Kuwornu, Abt Associates.
Trade Hub financial consulting paved the way to
for a Ghanaian grain producer to meet demand
from the country’s largest brewery, generating
jobs and income for thousands of farmers.
Precision Farms obtained two significant bank
loans, enabling it to expand and train its network
of 3,700 farmers in the Eastern, Brong-Ahafo, and
Upper East Regions of Ghana.
In 2017, Guinness Ghana Breweries
Limited (GGBL) sourced 48 percent of its raw
materials from local partners—representing more
than 25,000 Ghanaian farmers—up from 12
percent in 2012.
After Precision Farms launched its business
relationship with GGBL in 2015, it sought
assistance from the Trade Hub’s financial advisor
network to obtain financing for standards trainings
while adding 1,000 local farmers to its network.
The company was also able to purchase a van for
transporting produce and a dryer for its fresh
sorghum—a crucial addition in a region where
aflatoxin contamination has historically deterred
West African agro-industries from sourcing grain
locally, the Trade Hub found in a 2016 study.
“With the dryer, we are able to dry whether
there are rains or not,” said Mr. Kofi Marfo,
owner of Precision Farms. “The dryer also helps
us get the right moisture required by GGBL, and it
also helps address the issue of aflatoxin control to
a large extent.”
Precision Farms contracted a local artisan to
manufacture a threshing machine and offers
seasonal positions to women, who use wages for
household groceries and school fees.
“I use the money to buy fish and meat for the
house because we get other foodstuffs from the
farm,” said Ms. Rebecca Timbielleh, a sorghum
sorter at Precision Farms, “and I sometimes pay
for my children’s school fees when my husband
says there’s no money.”
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Regional Value Chains
41
STRATEGIES IMPLEMENTED
Strategy 1: Shared responsibility with WAGN to organize cereals exchanges and
promote best practices
Contracting linked to grades/standards and efficient marketing
Regional transactions are often based on personal relationships between buyers and sellers, for relatively
small amounts and often without a clear understanding of what is being bought and sold. Transactions
without documentation can lead to disagreements about quality, leading to cancellation of the
transaction or renegotiation of the sales price, creating delays and hindering future, larger transactions.
Limited formal, documented transactions are also a barrier to cereals traders’ ability to access finance.
An important step to formalize trade is the adoption of written contracts between buyers and sellers.
As shown in Table 9, the Trade Hub organized three training workshops and a training-of-trainer activity
to disseminate and promote written contracts as a best practice.
Table 9: Contracting best practices workshops
Venue Date # Countries # Participants # Women
Ouagadougou July 2015 6 27 5
Lomé Nov 2015 8 45 12
Dakar March 2016 9 42 14
Abidjan TOT August 2016 9 17 2
The Trade Hub scheduled these trainings in coordination with the cereals exchanges and as a basis for
specific interactions with cereals traders. WAGN followed this practice as it took on a larger role in
these workshops and subsequent cascade trainings. To enhance sustainability and local capacity to
promote this best practice, the project developed WAGN’s in-house technical service delivery, starting
with a training-of-trainer (TOT) workshop that took advantage of the first three previous regional
workshops. This TOT workshop:
Trained 18 trainers on contracting techniques; two per county;
Gave participants a training manual for cascade trainings; and
Developed a plan for cascade trainings within participants’ own countries.
In 2017, cereals associations in Ghana, Togo and Burkina Faso organized cascade trainings on a cost-
share basis, often targeting small-scale traders, including many women. As a result, a larger number of
cereals operators learned the process of drafting a contract, negotiation, and all modalities related to
delivery of goods, payment conditions, packaging and transportation. Ghana, site of three different
cascade workshops, recorded more than $380,000 in contracted transactions during the second half of
2017.
Regional buyer-seller events
The main step to increase formalized trade is adoption of written contracts between buyers and sellers,
a practice best promoted at organized business linkage events. From 2015 to 2017, the Trade Hub
organized four regional cereal exchanges and two sub-regional cereal exchanges in collaboration with
Afrique Verte and the WAGN; WAGN’s role expanded during this period to become the principal
organizer for the July 2017 exchange held in Lomé. The exchanges generated the aggregate results in
Table 10.
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Table 10: Cereals exchange results
Venue/City Date # Countries # Participants # Women # Contracts Metric
Tons
Ouaga 1 July 2015 7 60 28 54 109,555
Ouaga 2 Dec 2015 9 75 18 70 73,934
Dakar Mar 2016 9 102 34 58 18,336
Abidjan July 2016 9 98 31 104 93,422
Bamako Mar 2017 4 50 16 62 28,788
Lomé July 2017 4 52 17 30 72,057
The cereal exchanges:
Created trade opportunities through B2B sessions, during which buyers and sellers identified new
business linkages and other types of partnerships;
Updated key value chain stakeholders about recent innovations, best practices or market news
within the value chain; and
Reinforced key principles from the model contract for cereals sales introduced at the Trade Hub’s
regional workshops.
The Trade Hub’s initial assessment identified a major constraint within this value chain: the failure to
fully execute signed contracts. To address this, the Trade Hub, Afrique Verte, and the WAGN completed
In July 2016, Nafissatou Diagne, left, President of POPAS in Senegal and Alimata
Coulibaly, Director of Les Précuits GLP in Côte d’Ivoire negotiated a deal at the fourth
regional cereals exchange, hosted by the Trade Hub in collaboration with Afrique Verte
and the West African Grains Network (WAGN). At the event, 98 West African
stakeholders (including 31 women) from nine countries learned best practices in
contracting before discussing costs, quantities, quality, and transportation of their
products. “We were used to working without contracts, but thanks to this type of
workshop, we will be able to include in the management of our businesses the
implementation and the effectiveness of the contracts signed,” Mrs. Coulibaly said. “I was
happy to find a demand for my products.” Photo: Maria Gwira, Abt Associates.
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Regional Value Chains
43
follow-on monitoring with buyers and sellers who had signed contracts after each cereals exchange,
facilitating information and assistance for final execution, defined as delivery of the product from the
seller to the buyer and payment made for the same product. These results include transactions that
often brought together buyers and sellers from countries that had never interacted in the past, including
from the Sahel region to the coastal countries. Table 11 summarizes the value of executed contracts
signed at exchanges which include both regional exports and local domestic sales—those with backup
documentation and thus only a small part of what is traded informally—and includes other transactions
that took place based on separate project contacts, often linked to new finance. Successful transactions
with proper documentation can form the basis for new finance and investment into the company. We
noted a marked increase in the execution of contracts over the life of the project, as buyers and
suppliers became more comfortable with the concepts and adopted these new behaviors after
tentatively trying them originally.
Table 11: Executed export and domestic sales transactions August 2015 to November 2017 - Cereals
exchanges and other transactions (in FCFA and USD)2
Period Product Sales Quantity
(MT) Amount
Exchanges - Aug 2015- Dec 2016 All Products 14,888 FCFA 3,469,704,719
Exchanges Jan – Nov 2017 All Products 6,721 FCFA 1,296,983,106
Total 21,609 MT’s FCFA 4,766,692,825
US$8,665,715
Other executed transactions US$6,322,199
Total US$14,987,914
Strategy 2: Promoted market linkages between lead firms and industrial processors
Linking regional agro-industry and commercial traders
During 2015 and 2016, the Trade Hub worked primarily with SMEs in the cereal trade and processing
sector, both for human consumption and animal feed. Some larger agro-industrial companies attended
events such as cereals exchanges, but they were in the minority of the businesses. Yet West Africa’s
agro-industrial sector (e.g. breweries, animal feed and selected human food) offers huge potential for
sourcing substantial amounts of grain from within West Africa.
During the last half of 2016, the Trade Hub surveyed the procurement mechanisms of larger industrial
cereals companies in Benin, Côte d’Ivoire, Mali and Senegal. This study identified constraints for most
industrial processors to source cereals from within West Africa as well as opportunities to expand
and/or create new commercial linkages between traders and larger buyers. The findings showed that
many companies sourced grains from outside the region for three reasons: poor quality of local grain,
high prices, and non-respect of delivery deadlines.
To discuss and disseminate the findings from this study, the project organized a one-day business forum
in Abidjan with agro-industries and cereals wholesalers to review options to establish and/or expand
commercial relationships. The following day, participants attended an Open House at Group Domak, an
Ivorian grain processor that offers a unique set of services in final grain cleaning and processing and is a
positive business model of cereal storage and processing in Côte d'Ivoire and throughout the region. To
guarantee quality, cereals traders and large producer organizations must make key management
decisions during the production and post-harvest cycle, including the area discussed in the next section.
2 These numbers include sales between companies in the same country as well as exports that emanated from these activities
that were new market linkages made between buyers and sellers who had not previously had transactions together.
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Impact of aflatoxin on regional trade
Aflatoxin contamination presents an enormous threat to regional cereals trade, requiring a holistic and
systematic approach with a wide range of stakeholders to prevent and control it. The Trade Hub
assessed the region’s aflatoxin situation, and organized a June 2017 event in Benin in partnership with a
local agricultural project as a pilot program for the value chain to promote aflatoxin control and
management. The event included technical assistance by an ECOWAS sanitary and phytosanitary (SPS)
expert, a researcher at International Institute of Tropical Agriculture/Nigeria (IITA) and the Regional SPS
advisor from USAID/West Africa. We developed a training manual that summarized current best
practices to identify and control aflatoxin contamination in cereals, especially during post-harvest. This
manual, now with USAID, can inform subsequent cascade trainings within individual countries or
regionally.
To address a challenge as large as aflatoxin requires significant support from the private sector and
technical partners, including agricultural research scientists. The Trade Hub’s aflatoxin workshop is an
effective model for this type of collaboration to increase awareness and identify key practices for
adoption, as it used technical partnerships to effectively transfer key knowledge and concepts about this
challenge. The Trade Hub also presented aflatoxin as a topic at all regional workshops to promote
written contracts and the cereals exchange, exposing sincere and growing interest from those in the
cereals trading sector to learn more about this problem.
Expanded role for WAGN to represent the value chain
Trade Hub technical support for the WAGN included cereals exchange events, use of written contracts,
and technical assistance to the Executive Secretariat. The project’s cereals specialist mentored and
coached the WAGN Executive Secretary, who started in May 2015, and delivered similar support to the
other WAGN staff members in Lomé as they began work in 2015. After two years, WAGN’s board
decided to replace the Executive Secretary after deciding that more dynamic leadership is required. The
recruitment process for a new Executive Secretary has not begun as there is not sufficient donor
support nor internal resources for this to proceed. Despite this challenge, the Secretariat in Lomé
continues to operate with three relatively young but motivated staff in place.
RECOMMENDATIONS
Expand cascade training to promote contracts as a best practice by national inter-professional
associations. This should be organized on a cost-sharing basis. This opportunity should be advertised
by national associations as a technical service for their members.
Disseminate aflatoxin control and management knowledge and practices within Regional Economic
Communities, agro-industrial companies and the WAGN to promote grain quality and more
effective trade.
Develop more partnerships with commercial buyers.
3. MARKET INFORMATION SYSTEMS
Access to reliable price information enhances the bargaining power of producers and traders. But
roadblocks to providing this information are substantial, from data collection, to uploading the
information in a timely and comprehensive manner, to actual dissemination to those who need the
information to make informed business decisions. Finally, finding the sustainability formula for
maintenance remains a challenge. Over the years, several projects and various donors have tried to
support market information systems that can meet the needs of traders in West Africa. Some have
combined this with supporting market information that fills a more public sector need, supplying data
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Regional Value Chains
45
often used by governments, regional economic communities, researchers, and donors. A common
aspect was to work through partners to establish a new service or improve an existing service. The
experience has been mixed due to the challenges presented above—mainly linked to the service’s
overall sustainability. The Trade Hub supported several initiatives to improve MIS performance in key
value chains.
In 2014, as a requirement to address market information services in the region, the Trade Hub
completed a baseline supply side analysis of MIS providers throughout West Africa to better understand
issues and opportunities, and to determine a good target provider as a partner on the project. The
study found the West African Market Information System Network (RESIMAO)3 to be the strongest
potential partner, and set a goal of changing its services to meet demand for real-time information on
cereals prices expressed by value chain actors. This would also begin to ensure financial sustainability,
based on those willing to subscribe to receive the information. The Trade Hub also planned a livestock-
specific MIS platform to be ultimately managed by the regional livestock association, COFENABVI.
Finally, the Trade Hub included targeted support in its grant to the ACA to increase its stakeholder
uptake of MIS services.
KEY ACHIEVEMENTS AND RESULTS
Provided a capacity-building grant and other technical support to RESIMAO, to improve its
sustainability and expand its services.
Collaborated with a private contractor to design and implement a livestock MIS platform, including
targeted training for data collection and management, working with COFENABVI and its national
federations.
Completed a comprehensive review of the MIS needs of the stakeholders in the cashew value chain
and developed an action plan for ACA to address those needs.
STRATEGIES IMPLEMENTED
Strategy 1: Provided technical support to regional platform
The Trade Hub’s main support to RESIMAO was included in its capacity-building grant implemented
from January 2016-October 2017, including activities to improve its services, increase the number of
member countries, and create an Executive Secretariat to manage the platform’s operations in the
medium term. Details about additional support after the follow-on Organizational Capacity Assessment (OCA) in
mid-2016 are in the Capacity Building chapter of this report.
Historically, RESIMAO has been managed by individuals within national ministries focused on agriculture
and food security. RESIMAO data has been used to analyze food availability trends for recommendations
to policy makers in traditionally food-deficit countries, including those within the Sahel. The Trade Hub
set out to improve the platform’s ability to provide more real-time data for the commercial sector to
make forward-looking business decisions.
The Trade Hub-supported platform included a virtual marketplace on the RESIMAO website where
buyers and sellers can negotiate transactions for different products. Individuals hired to work in the
Executive Secretariat, based in Niger, focused on securing additional support for the platform and
establishing linkages with the private sector. An effort was made to coordinate RESIMAO’s work with
the WAGN, as there is obvious overlap in their services. Unfortunately, each platform continued to
provide the same information for the grain sector with no coordination.
3 http://www.resimao.net/?lang=en
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WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
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At the end of the Trade Hub program, RESIMAO remains essentially a public-sector platform with the
technical capacity to inform the private sector with up-to-date market information, but limited potential
and/or incentive to do so. The Executive Secretary was not retained after the Trade Hub grant, which
paid his salary for 18 months. Board members, all public functionaries with official job responsibilities,
were not successful in securing other sources of financial support. With more possible grant funding
from the Trade Hub, RESIMAO attempted to work with ECOWAS and the donor development
coalition to organize a donor roundtable to present RESIMAO’s services and offerings, solicit funding,
and discuss future options. However, donors showed insufficient interest, and despite individual
meetings with ECOWAS and other possible stakeholders, this event was not organized and grant funds
were allocated to other uses. As described in Chapter 5, Capacity Building, RESIMAO will eventually
move towards closure if no new funding sources are found.
Strategy 2:
Developed MIS
platforms
Project staff held several
meetings with
COFENABVI during 2014
to review areas of
collaboration, including
creating an MIS platform
for the livestock sector.
This had been attempted
several years earlier with
a service provider based
in the region, but
foundered after
insufficient participation
from within the sector.
This time, however,
livestock traders and value chain participants expressed interest and enthusiasm for MIS services, so the
Trade Hub worked with COFENABVI staff to develop a tender for the creation of an MIS platform in
early 2015. The Trade Hub awarded an 18-month subcontract to a Ghanaian MIS company, IMAGE AD,
for work was completed between July 2015 and December 2016.
Staff from IMAGE AD completed a needs assessment of livestock operators in five countries and
worked closely with COFENABVI’s Permanent Secretary during the development, field testing and
finalization of the platform. They organized and delivered five workshops--the first for individual data
managers within each country who were brought together for a regional activity and the remaining
workshops for data collectors within each country about how to retrieve and upload data to the
platform. They provided smartphones during this training.
These trainings were completed by July 2016. However, the formal launch of the platform was delayed
due to COFENABVI’s limited ability to fully manage the platform. Additionally, COFENABVI’s
membership didn’t consistently make payments for data collection, which was part of the plan for
sustainability in that users would pay subscription fees. The contractor developed a proposed fee-for-
service plan for COFENABVI to receive revenue to pay for this type of cost as a variant on having
individual members pay for individual subscriptions.
During implementation, it became clear no one within COFENABVI possesses the technical capacity to
manage an IT platform, and the organization was not financially able to hire such an individual. The Hub,
IMAGE AD, and COFENABVI held meetings during FY17 on ways to incorporate this platform into
In August 2017, theTrade Hub supported an African Cashew Alliance
(ACA) workshop for market analysts and data collectors from nine ACA
member countries. Photo: Maria Gwira, Abt Associates.
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Regional Value Chains
47
other regional efforts to collect and manage market information. Regional organization Comité permanent
Inter-Etats de Lutte contre la Sécheresse dans le Sahel (CILSS) participated in the meetings after expressing
interest in working with this platform.
Housing the platform at CILSS would expand its data collection program on trade flows and prices of
key commodities. This longstanding program has not yet been digitized, but resources are expected for
this effort. Sustainability is the main challenge. As with many MIS systems, subscriptions and fundraising
to cover costs for COFENABVI’s system have not met expectations. Payment for data collectors has
not been consistent; approximately half of the 105 people trained on data collection could not complete
this task due to their limited ability to use smartphones to upload data on the internet. COFENABVI
raised concerns about the quality of the smartphones for data collection and the ability of some of the
data collectors to collect the data properly. As mentioned, no COFENABVI staff has the IT skills to
maintain a platform without regular support from a technical contractor. Incorporating this platform
within CILSS (which has trained IT staff and financial resources to maintain it) was an attractive
alternative. A technical planning meeting between the Trade Hub, COFENABVI and CILSS resulted in
initial agreement to incorporate this platform into an expanded CILSS platform to be launched in 2017.
Negotiations centered on proprietary issues about IT contractor’s base software to develop the
platform for COFENABVI, which wants to maintain ownership and management of this tool. As of
December 2017, there was no agreement between COFENABVI, CILSS and the IT contractor.
Strategy 3: Developed action plan for stakeholder uptake of cashew MIS services.
Details about this STTA for the ACA are provided in the cashew chapter. The main
recommendation for this support is linked to strong private sector engagement and ownership
from the beginning, which applies equally to the future of MIS work with both RESIMAO and
the livestock platforms. Without true private sector ownership, and facing reduced or no
donor support, these programs will not be sustainable.
RECOMMENDATIONS
The ultimate objective of the Trade Hub’s MIS support was to increase private-sector participation and
use of market information. Sustaining this expensive data collection requires sufficient interest from
value chain participants or donors and recognized benefit from using these services—clearly measured
by the degree to which users are willing to pay. RESIMAO and the livestock MIS lack sufficient interest
in the data to support these structures without significant donor funding.
Another complicating factor is the myriad of MIS platforms within West Africa. Some are tied to specific
value chains; others offer duplicate services from more general platforms, and some offer market
information for no fee and are directly linked to government. The life expectancy of many of these
efforts is linked to donor funding timelines. Many private sector users of information are not yet
interested in these kinds of platforms, which require a certain amount of literacy and knowledge of how
to use and compare data in this form, and preferring to use their tried and true methods of calling
contacts in the target market to get up-to-date information. True sustainability for a private sector
platform for real-time market information has not yet been documented in West Africa. A successful
MIS initiative will need:
Substantial cost-share support from the private sector as a prerequisite for any MIS initiative.
Significant training of users across the value chain (buyers, suppliers) to promote the MIS and
develop demand.
Data collectors comfortable using smartphones and using internet in remote locations.
A fee-for service structure to support operational costs to promote sustainability and maintain
pressure to continually provide a valuable service and product.
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WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
Chapter Three:
Finance and Investment Priming the Pump
Worked both sides of the aisle to overcome risk and lender reluctance, facilitating
millions in loans and investments for West African firms of all sizes.
Photo
: R
ebecc
a W
eav
er,
Abt
Ass
oci
ates
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Finance and Investment
49
Since 2014, the Trade Hub has facilitated $100 million in new private sector investment in 118 West
African SMEs, fulfilling:
163% of the project’s results indicator #2 target, or $97.7 million for the value of new private sector
investment in the agricultural sector or food chain; 87% of the project’s results indicator #3 target, or $2.5 million for the value of new private sector
investment in non-agriculture targeted sectors; and 121% of the project’s results indicator #22, or $85.2 million in new loans to clients in targeted
sectors.
To achieve these results, the Trade Hub’s Finance and Investment component forged linkages between
businesses and financing institutions to boost investment in the agro-processing and apparel industries in
West Africa. The Hub expanded business development services (BDS) and finance facilitation services to
SMEs and agribusinesses across the region, helping to make them bankable and investment-ready. The
Hub then connected these SMEs with partner banks, impact lenders and investment firms to support
their growth.
The Trade Hub developed a sustainable network of Financial Advisors (FAs) and Financial Institutions
(FIs) in West Africa to facilitate financing and investment for agribusinesses. Today, following Trade Hub
training and coaching, technical assistance and business-to-business exchanges across the region, these
advisors and institutions are primed to prepare business plans for agribusinesses, evaluate risks, and
make loans to companies involved in USAID Feed the Future value chains (cereals and livestock) and
export-oriented value chains (cashew, cocoa, mango, shea and apparel). The Trade Hub also laid vital
groundwork to address the lack of investment access for women-owned enterprises in Burkina Faso and
Côte d’Ivoire and worked intensively with BDS providers in Senegal to expand high-margin investment
in rice harvesting and processing equipment.
FOUR-YEAR RESULTS AT A GLANCE
Since the beginning of the project, the Trade Hub facilitated $100 million in new private sector
investment in 100 companies working mainly in the agriculture and food sectors—particularly cashew,
cocoa, and cereals—and including a $2.5 investment in the emerging apparel industry. The project also
facilitated $85.1 million in new loans made to clients in these targeted sectors.
The past four years have seen exponential growth in investment, due to the Hub’s approach which
addressed gaps in the demand and the supply side of financial services. Forty percent of the Trade Hub’s
$100 million in investment results, or $40 million, came through Financial Advisors (the demand side of
financial services) and was complemented by $10 million of specific, high-
level technical assistance. Sixty percent of results, $60 million, came
from banks and investment firms (the supply side of financial
services). Impact lender Oikocredit led with $25 million in results,
followed by the Trade Hub’s investment firm partners, Injaro
Investment and Moringa Partnership, which realized four
transactions for a total $18 million. Coris Bank International
loaned $16 million to Trade Hub-supported firms.
Figure 1 shows the growth achieved in Hub-supported
investment over the course of the project while Figure 2 shows
investment by value chain.
$100 million
in agriculture
and non-ag
investment
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10 10 12 19
36
51
64 66
100
15-2 15-3 15-4 16-1 16-2 16-3 16-4 17-1 17-2 17-3 17-4 18-1
Cumulative Investment in US$ Millions
Figure 1: Quarterly investment growth over four years (in US$ million)
Figure 2: Investment indicators #2 and #3; Results in US$ million, FY15-18 by value chain
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Finance and Investment
51
SECTOR AND INDUSTRY TRENDS
Cocoa and cashew processing generated 62% of portfolio of investment with the emerging West
African cashew-processing sector accounting for 35%. This sector is transitioning from exporting raw
cashew nuts or small scale processing to processing them into kernels for large international buyers, a
labor- and capital-intensive process that creates jobs while requiring substantial investment to buy raw
cashew nuts and build plants capable of processing 30,000 MT per year.
The cocoa sector accounted for 27% of total investment results over the full life of project. This
sector is more structured and cocoa trades on world markets, with large international buyers
accustomed to buying in West Africa. But cocoa cooperatives still face difficulties, primarily the renewal
of plantations; cocoa trees have an average life of 20 years. Moreover, most cooperatives are poorly
equipped and are not maximizing their revenues. By supporting them via loan assistance for equipment
and working capital, USAID and the Trade Hub are securing livelihoods in rural areas and ensuring long-
term management of forests.
The cereals and livestock sectors provided $20.3 million in results, representing 20% of total
investment over the four-year project period. Loans for companies operating in Feed the Future value
chains were more numerous yet relatively modest: 67 loans averaging $300,000 were disbursed to
companies in these sectors—versus 34 loans averaging $2.4 million disbursed in export value chains.
Lower loan sizes in cereals and livestock were largely due to the fact that most businesses in these
sectors are informal and sometimes not even registered. Apart from a few large traders and processors,
which have their own financial directors, most of these firms require significant technical assistance to
become bankable or investment-ready.
COUNTRY TRENDS
Over 50% of the Hub’s finance and
investment results came from Côte
d’Ivoire. Factors in this impressive
proportion include the country’s cocoa
commodity sector ($21.6 million),
which is well-connected to
international buyers, and the Ivorian
government’s support for the cashew
sector, especially new cashew-
processing companies ($25.7 million).
Recently, the Ivorian government
approved a law to tax each kilogram of
raw cashew nuts exported to protect
local processing supplies; revenues
collected will support emerging
cashew-processing factories.
Results in Ghana and Nigeria were
disappointing, due to a number of factors. First, Ghana has a strong cocoa sector, with a national Cocoa
Board that supports the production and trading of cocoa. Yet in part due to this high government
involvement, few cooperatives are profitable as businesses. Most cocoa trading profits are distributed
among individual farmers, not reinvested in the farmers’ production companies. In short, it seems
difficult for banks or investors to find strong local businesses to support; our impact investment partner,
Oikocredit, found only one. Ghana also has a strong cashew trading sector, exporting more than
“
People follow incentives. From 2014-
2016, the prices farmers received for raw cashew nuts doubled. This pushed the
farmers to invest in more cashew trees – especially in Côte d’Ivoire. When they see
their neighbor building a new house, getting a new a motorbike for the
youngsters, they all start to see opportunity.
Jean-Francois Guay, Trade Hub Finance and Investment Lead
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200,000 MT per year, but little processing; only one company in Ghana is capable of processing 7,500
MT per year. Ghana also has few quality cashew plantations. In fact, Ghana’s cashew-processing
companies mostly rely on Côte d’Ivoire to supply raw cashew nuts. While West African producers had
no direct incentive to increase production from the governments, over the past four years, Côte
d’Ivoire has increased its production level from 400,000 tons to 700,000 tons per year.
Interest rates in Ghana and Nigeria averaged 30-35%, so only trading companies that are reimbursed
over a four-month period could afford to borrow. For an agribusiness looking to invest in equipment
and a new plant, a medium-term loan with an interest rate of 30% is simply unaffordable.
Due to these high interest rates, investment firms rather than banks played a key role in the investment
space from 2005 to 2013. However, economic and political uncertainties in these two countries—
including the run-up to the 2016 election in Ghana, currency depreciation and Nigeria’s economic
recession—led to investment firms pulling out of these countries between 2014 and 2016. On a positive
note, the investors were back in 2017, and each of them is working on a pipeline of companies, which
should be coming to maturity in 2018-2019.
Through the end of FY18 QI, the project facilitated $2.5 million in apparel investment, 87% of the Hub’s
$2.8 million target for this value chain. The apparel companies that the Trade Hub has supported over
the last three years, largely in Ghana and Benin, are mostly still producing test orders for the U.S. and
EU markets, and are not yet mature enough to receive a bank loan or an equity injection. One firm in
Ghana was looking to a Nigerian investment fund for a $1 million equity injection, but decided to
postpone the investment. As the firms the Hub has supported begin to realize their potential in terms of
international sales in 2018 and 2019, we expect that investment will follow.
Figure 3: Investment indicators #2 and #3; Results in US$ million, FY15-18 by country
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Financial advising led to $13.5
million in loans for cashew
facility
In July 2016, the Trade Hub connected Ivorienne
des Noix de Cajou with AIMS Limited, a Hub
Financial Advisor, which helped the company apply
for and receive its first loan of $5.4 million from a
local affiliate of a large, global bank. In March 2017,
with further support from AIMS, INC received a
second loan of $8 million. A total of $13.5 million
has now been invested in INC, $4 million of which
is guaranteed through USAID’s Development
Credit Authority (DCA). This loan has enabled
INC to build a modern cashew-processing facility
that will employ 300-400 full-time staff and secure
about 10,000 metric tons of raw cashew nuts
(RCN) for processing for their first year. The
company will start processing in April 2018.
This financing was only possible with intensive
support from the Trade Hub team, which worked
hand-in-hand with the Financial Advisor to develop
a strong business plan, helped pitch the plan to the
financial institutions and select the best bank
partner, and connected INC with large, U.S. and
other international buyers. INC has continued to
employ the Financial Advisor to strengthen the
company’s financial management operations, as
the company begins their first production year in
2018.
For the finance community, INC is modeling a
paradigm shift in the country’s fledgling cashew-
processing industry: from small, artisanal firms
processing 1,000 to 2,000 metric tons per year to
factories that can process 30,000 MT per year for
greater profitability. This shift is crucial, as raw
cashew prices have doubled since 2014, but no
small factories have been able to make this
transition so far. It’s a vicious cycle: most
processing companies are small, banks generally
won’t loan to small processing companies, who
can’t scale up without financing. If INC can keep
its suppliers loyal by providing competitive prices
for the RCN, this model could be replicable for
other entrepreneurs in West Africa’s cashew
processing sector.
On the outskirts of a village near Abidjan, ANC’s cashew-processing complex—including warehouses,
factory, and an onsite daycare—is taking shape. Photos courtesy of ANC.
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KEY ACHIEVEMENTS
The Trade Hub’s top three achievements that expanded investment in West Africa include the
following.
Created a sustainable Financial Advisors network
The Trade Hub built—from scratch—a Financial Advisor (FA) network, screening, testing, and coaching
these firms to a level where they could provide quality services to targeted SMEs. Today, 15 Financial
Advisors are entering into contract agreements with SMEs to offer them finance facilitation in West
Africa’s largest economies: Côte d’Ivoire, Burkina Faso, Ghana, Mali, Nigeria and Senegal. Generally
speaking, and as an industry standard, the Financial Advisors received from the Trade Hub a success fee
of 0.5% to 5% of the value of the loan or investment facilitated. The Trade Hub offered a cost-share
approach, absorbing some costs upon deliverables and success. This way, the business relationship is not
distorted by the project, and the fee agreement between financial advisor (FA) and SME is done before
Trade Hub engagement. With the Trade Hub’s guidance, FA’s strengthened their technical knowledge of
the types of support that SMEs need to become bankable and investment-ready, including presenting
more unified business plans, stronger historical and projected financial statements, and business plans
that included descriptions of the supply chain and market/buyer development, alongside linkages across
value chains. Please find more information about this approach later in this chapter.
Improved knowledge of agricultural sectors in demand and supply sides of financial
services
The Trade Hub’s investment facilitation program trained and coached producers and bankers to
improve their knowledge of specific agricultural sectors. This knowledge is a critical factor to improve
the assessment of risks: management risk on the agribusiness side, working through an integrated value
chain approach; and credit risk on the FI side, with increased transparency on revenues, through supply
chain and buyer contracts. Agribusinesses and bankers are now able to better understand each other
and initiate a win-win business relationship. Please find more information later in this chapter.
Facilitated investment in startups as future value chain champions
The Trade Hub’s investment facilitation program supported three large startups that will all become
future champions within their respective value chains, based on the size of their plants and their
strategic choices to invest in the best technology available: Ivoirienne de Noix de Cajou (INC) for
cashew processing, AdiProd for shea butter processing, and AviNiger for egg poultry production.
Ivoirienne de Noix de Cajou (Côte d’Ivoire). INC’s management hired a financial management
consultant from AIMS Limited, a Trade Hub Financial Advisor, who with Trade Hub support helped INC
develop a strong business plan based on a specific strategic size of company, volume of output, type of
technology, and supply chain development. Honed over three years, the business plan clearly described
the specific steps for the company to generate profit margins and return on investment. The
management team traveled twice to India and Vietnam, visiting cashew processing manufacturers to
select the best possible mix of equipment for their plant. A role model for West African cashew
processors, INC is well-placed to capitalize on the paradigm shift taking place in the cashew-processing
industry.
ADI Prod (Burkina Faso). This woman-owned commodity trading company is a subsidiary of Agence
Deli International (ADI), dealing in shea nuts, cashew nuts, sesame, peanuts, and dried bissap (hibiscus
flowers used as an ingredient in herbal tea). In FY17, ADI Prod received a $3.9 million loan from Coris
Bank—secured with a 50% guarantee from the African Guarantee Fund—to finance construction of a
new $8 million processing facility and purchase equipment. They are seeking another tranche of funding
as well. When completed, the facility will process shea nuts into shea butter, and process soy beans and
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groundnuts for domestic and international markets. The facility will be able to process 300 tons of shea
per day. The loan approval process took more than a year, from an original term sheet in May 2016 to
closure in December 2017. The Trade Hub’s Business Development Specialist and an SSG consultant,
helped ADI Prod develop market research showing the potential of the new facility. The Hub supported
technical feasibility analyses and the environmental and social assessment for the proposed facility. The
Trade Hub also connected ADI Prod with Société Générale Burkina Faso (SGBF), a local commercial
bank, which provided $670,000 in working capital to support production once the company is
operational in 2018. ADI’s owner is funding $3.4 million in equity in the form of buildings, vehicles and
land.
AviNiger (Niger). Injaro Investment and its co-investor, the Belgian Investment Company for
Developing Countries, will invest $5.7 million in AviNiger, a start-up Nigerien egg poultry production
company, increasing availability of cheaper, protein-rich foods in this impoverished country, which
regularly records some of the world’s highest rates of malnutrition. AviNiger’s modern poultry farm in
the capital Niamey will supply 38 million quality eggs to the Nigerien market annually. By producing
locally, the company will have a clear competitive advantage over importers: Eggs are bulky and fragile,
making their transport more complicated and imported eggs more expensive. The company’s operations
will also boost the region’s cereals trade, since maize and soya bean for poultry feed will be sourced
locally and from other countries in the region. Through its Technical Assistance Support Partnership
Agreement with Injaro, the Trade Hub helped facilitate the investment by financing Injaro’s business
development support to AviNiger, enabling both the business and the investor to address risk and
viability gaps that would have slowed down the investment facilitation process. The equity financing from
Injaro, combined with the owner’s equity totaling $1.1 million, will bring the total investment for the
business to $6.8 million (see story in this section).
STRATEGIES IMPLEMENTED
To increase investment in West Africa, the Trade Hub developed four strategies to spur demand and
the supply of financial services. On the demand side, the Hub’s network of Financial Advisors supported
SMEs to become bankable, the Gender Strategy (detailed later in this chapter) addressed specific
constraints to women accessing finance, and the BDS provider program delivered intensive technical
assistance to help companies become formal, by legally registering and taking advantage of tax breaks for
registered companies. On the supply side, as SMEs became more bankable, the Hub developed strong
partnerships with FIs, and connected them with USAID for its guarantee mechanism under the DCA—
which reinforced the banks’ lending capabilities to SMEs. The project worked along the full spectrum of
investors: banks, impact lenders and investment firms.
Strategy 1: Financial Advisors network cost-effectively supported SMEs
Over the life of the project, the Trade Hub greenlighted 133 of the 174 loan requests that Financial
Advisors formally submitted. (Many more were discarded without a formal application for projects and
companies that were far from bankable, including startup projects at the concept stage, investment
projects without the minimal required capital, and projects without well-defined markets.) Of these 133
greenlit requests, 46 SMEs received loans or investments from banks or FIs: a 35% success rate.
Disaggregated by country, and for 2015-2016, the success rate was 15% for companies in Ghana and
Nigeria, and reached 40% for companies in Burkina Faso, Côte d’Ivoire, Mali and Senegal. The 15%
approval rate speaks to the tough economic banking conditions in Ghana and Nigeria; the 40% approval
rate in francophone countries indicates the lower interest rates in those countries, and the strong track
record of the FAs working with the Hub.
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.
Niger regularly records some of the highest malnutrition and mortality rates in the world—with
more than 40 percent of children under 5 suffering from chronic malnutrition. One solution is eggs,
an inexpensive source of high-quality protein. But Niger has a shortfall of 200 million eggs, leading
the country to depend heavily on imported—and more expensive—eggs.
In 2014, Belgian investor Mr. Guy Van Kesteren sought advice from the Trade Hub on investing in
AviNiger, a poultry farm in Niger to boost local egg and meat production. The Trade Hub
connected him with impact investor Injaro, a private equity fund that invests in agricultural
businesses in West Africa.
Through its Technical Assistance Support Partnership Agreement with Injaro, the Trade Hub
financed project planning support to AviNiger, enabling both parties to address risk and viability gaps
that would have slowed down the investment facilitation process. In June 2017, Mr. Van Kesteren
broke ground on a 5-hectare, $6.8 million plant outside Niger’s capital Niamey. Financing included
loans for construction and equipment from Injaro and the Belgian Investment Company for
Developing Countries, plus additional equity from Injaro and $1.1 million in owner’s equity.
After opening in May 2018, AviNiger will ultimately supply 38 million quality eggs a year to the
Nigerien market. The company’s operations will also boost the region’s cereals trade in maize and
soya bean for poultry feed.
Poultry farm will offer new
protein supply in Niger
In November, AviNiger cleared land and started construction on its new plant outside Niamey.
Photo courtesy of Guy Van Kesteren, AviNiger.
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Beginning with 30 carefully vetted firms, the Trade Hub screened, tested and coached potential Financial
Advisors to support agribusiness SMEs across West Africa. By project end, the Hub was working with
15 FAs—in Côte d’Ivoire, Burkina Faso, Ghana, Mali, Nigeria and Senegal—who were successfully
bridging the gap between investors and companies needing investment. Throughout, the Trade Hub
delivered support as needed, including international buyer contacts for export processing companies.
Following the partnership with the Trade Hub, some Financial Advisors have rapidly expanded. Growth
Mosaic grew from four to 18 full-time members across two offices in four years, with five part-time staff.
AgriGrowth Management in Burkina Faso went from two to six full-time employees and from one to
two offices in three years. Emmanuel Consulting in Côte d’Ivoire grew from three to 10 full-time
employees over four years, and opened an office in Guinea Conakry (see box). These four companies are
now working with other donors and projects, including Africa Rice, Danida, the EU, GiZ and USAID.
The Hub’s Financial Advisors network delivered value for money. The cost of the FA program was
$700,000, or 2.2% of their total loan portfolio: For each dollar invested, the FAs leveraged 45.7
dollars. The 15 Financial Advisors supported SMEs in obtaining 52 loans averaging $615,000 and
totaling $32 million. These companies are the “missing middle,” exactly the SME size that will drive
growth and investment in agriculture in West Africa. The Hub’s FA program to support West
African agribusinesses is a cheap and efficient way to attract investment, while building local
capacity and ensuring the sustainability of financial facilitation for SMEs.
FA model advantages
Low level of funding. Needed limited financial and human resource support from the Trade
Hub’s finance and investment team. The cost-sharing model, where the FA took on the business
development side in exchange for a success fee, also kept overall operating costs low.
Maximized geographical outreach. The FA Network leveraged Trade Hub resources and
support across nine countries to reach SMEs.
Cost-effectiveness. Trade Hub paid an average of 2% of the value of transaction. This leverage is
unparalleled in the donor community.
Consistency. The Trade Hub’s capacity-building support guided consistently high-quality technical
assistance to SMEs.
Sustainability. The FA network will continue to operate beyond USAID funding due to the cost-
sharing element (SMEs partially paid for services) and the newly refined business development
services skills of its advisors.
Challenges to the FA model
Incentives for larger loans. The project’s built-in incentive for FAs to structure larger deals due
to the Hub’s percentage-based repayment system at loan closure resulted in FAs leaning away from
smaller deals (and women-owned firms) to safer and more secured (larger) transactions.
Lack of financial coverage. Performance-based contracting did not always cover the expenses of
FAs who travelled significant distances and worked in remote areas, so these areas were therefore
left unsupported.
Targeting priority value chains. By allowing FAs to control with whom and how to partner, the
project was unable to prioritize deals into targeted value chains.
Impact in smaller, weaker markets. Too few strong FAs in all target countries limited the
project’s ability to work in Benin, The Gambia, Guinea, Guinea-Bissau, Liberia, Niger, Sierra Leone
and Togo.
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“ Trade Hub contributed by helping buy down the risk of taking on export-oriented clients. It was a risk to take on companies that were not fully bankable. These SMEs all need extensive and intensive business building support. With Trade Hub, we were able to work with more clients simultaneously as opposed to taking one risk at a time. Resources like this simply do not exist elsewhere.
Wayne Miranda, CEO, Growth Mosaic and Trade Hub FA in Ghana
Financial Advisors play an important and sustainable role in West Africa’s finance ecosystem, helping
SMEs professionalize and move from the informal to the formal sector, working closely with them to
build their business plans and understand and document their finances.
Partnerships within the West African financial ecosystem
The Trade Hub’s investment facilitation program improved knowledge of the agricultural sector and best
business practices for SMEs, financial institutions and impact investors. Following Trade Hub training and
coaching, agribusinesses and bankers now better understand each other for win-win business
relationships.
Knowledge transfer. On the demand side, the Trade Hub used a mix of approaches to transfer
agriculture value chain knowledge in targeted sectors to stakeholders. SME general managers in targeted
sectors such as cereals, livestock, mango and cashew often lack business skills to expand. Most SME
managers start their businesses small, in the informal sector, and don’t understand the importance of
formal contracts and strong business relationships with their supply chain and their buyers.
The Trade Hub tackled these gaps by first meeting with selected West African Financial Advisors in
April 2015 to present general concepts of the agriculture value chain, the specific needs of businesses in
the agriculture sector, and how to use this information when providing strategic support to West
African agribusinesses. The Hub’s Investment and Finance team then worked with the FAs to develop a
pipeline of investment-ready agricultural processors and export SMEs in each of their countries. Trade
Hub experts and technical consultants hired by the Trade Hub met the processors and export-ready
SMEs to evaluate their needs and coach them to present the business case for investing in their
businesses.
Later in 2015, the Trade Hub began to organize B2B events in Burkina Faso, Côte d’Ivoire, Ghana,
Nigeria, and Senegal that promoted the SMEs, and introduced the FAs to the bankers, impact lenders
and investment firms. As appropriate, the Trade Hub partnered with local investment promotion
agencies and chambers of commerce to contact targeted agricultural sector companies. By the end of
2015, the Trade Hub had partnered with 30 Financial Advisors in eight countries, who collectively had a
pipeline of more than 100 agribusinesses and exporting SMEs across West Africa needing total
investment of $150 million.
On the supply side of financial services, the Trade Hub developed a twofold approach. First, it reached
out to international lenders, presenting the expert services offered by the project, the delivery model of
the Financial Advisors and the technical assistance of the value chain component. By the end of 2016,
most banks, impact lenders and investment firms working in agriculture in West Africa were partnering
with Trade Hub Financial Advisors, who were able to propose companies in their pipelines to the
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financial institutions. The Hub also signed letters of collaboration with 22 financial institutions, and
continued to work closely with five to six others.
The Trade Hub reinforced and strengthened these partnerships. In late 2015, after discussions with FAs,
FIs, and other stakeholders, the team determined that it needed to expand its facilitation model to
support those directly providing financing: commercial banks, and debt and equity firms. These reflection
sessions generated a refined strategy to facilitate additional debt and equity to SMEs across the region.
As shown in Table 12, this led to partnerships with Coris Bank and Oikocredit, intensive work with
USAID’s DCA Guarantee, and an alliance with Injaro, an equity fund. We discuss these developments
more fully in the following sections.
Table 12: Supply-side support activities
Partnership Location Activity
Coris Bank (Regional
Financial Institution)
Burkina Faso, Côte d’Ivoire,
Mali, Senegal
Technical assistance and training on
agricultural lending and DCA use
Oikocredit (SmallCap
Mezzanine Finance)
Benin, Burkina Faso, Côte
d’Ivoire, Mali, Senegal, Togo
Technical assistance and training on
agricultural sectors and DCA utilization
Injaro (SmallCap
Mezzanine Finance) Most ECOWAS countries
Financial support to facilitate pre-investment
or due diligence
In early 2017, Ivorian bankers learned risk management strategies for agribusinesses and how to
better negotiate with loan applicants during a Trade Hub coaching mission in three cities.
Photo: Jessie Lafourcade. Abt Associates.
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Injaro provides businesses with assistance in
obtaining certifications (ISO, HACCP, Global
G.A.P.), corporate governance training and
mentorship, environmental and health and safety
compliance, legal advice, market research assistance,
and financial and accounting systems training.
Injaro normally takes an equity stake of about 20 to
30%, and puts the remaining project costs into a
loan. Through a mix of equity (usually targeting a
higher return on investment: 30%) and debt (usually
targeting a lower return on investment: 12%), Injaro
generates a blended return on investment of about
22-25% on its investments.
Coris Bank International and Oikocredit
From November 2014 to September 2015, Trade Hub staff mapped FIs and debt/equity firms working
throughout the region. This assessment identified two innovative actors interested in expanding their
agricultural lending in West Africa. Oikocredit is an FI offering both debt and equity financing that works
across the region4., Coris Bank, an up-and-coming regional bank headquartered in Burkina Faso, focuses
on small-scale lending and is aggressively expanding into new markets. Through the Trade Hub’s
partnership agreement with each:
The Trade Hub agreed to provide agricultural value chain finance training and coaching coupled with
support from regional Financial Advisors; and
Financial Institutions agreed to pay for training venues and associated costs, and to dedicate
leadership and technical resources to expand agricultural lending. They also committed to lend $35
million over two years in Trade Hub-supported value chains with quarterly reporting.
In late 2016 and early 2017, the Trade Hub designed and delivered state-of-the-art agricultural lending
training and coaching to 100 staff from Oikocredit and Coris Bank in Burkina Faso, Côte d’Ivoire, Mali
and Senegal. A key aspect of this technical assistance was field-based coaching with loan officers to
identify, review, and assess potential client businesses. The Trade Hub’s coaching expert provided insight
on value chains like shea, cashew and mango—all new sectors for Coris Bank and Oikocredit—and how
each institution could improve its evaluation of risk factors coupled with more flexible terms and
conditions. The Trade Hub brought its top-performing FAs to these trainings to encourage collaboration
and strengthen their long-term relationships.
The Trade Hub paired these efforts with access to a new USAID DCA Guarantee with Coris Bank
totaling up to $16 million (depending of the percentage coverage of the guarantee) and Oikocredit
totaling $24 million to support SME lending. By the end of 2017, Coris Bank had generated $22.2 million
in agribusinesses loans that included support to 24 companies, with an average loan size of $900,000;
about one-third of the loans were facilitated through the Trade Hub’s FAs. Oikocredit provided $25.6
million in financing 25 agricultural loans; of these, six loans totaling $4.6 million tapped the DCA
guarantee mechanism. Oikocredit disbursed these loans in Benin, Côte d’Ivoire, Ghana, Senegal and
Togo for companies working in the cocoa, fruit, cashew processing, livestock and cereal value chains. In
one year, Oikocredit reached 160% of its two-year target of $16 million stipulated in its partnership
agreement with the Trade Hub.
Regional impact investment firms
The Trade Hub also developed an alliance
with Injaro Investments, an investment adviser
and fund manager focused on catalyzing SME
expansion in West Africa. As one of the few
impact investment funds working in
agribusiness in West Africa, Injaro was
selected to further leverage the SME’s
investment by taking an equity stake in the
SMEs, thus encouraging investments to
smaller firms that did not meet the usual $3
million minimum threshold.
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The Trade Hub signed a partnership agreement with Injaro in March 2016 to facilitate its pre-investment
support to smaller, agriculture-related deals. Under this arrangement, Injaro has provided business
advisory assistance to three SME agribusinesses to prepare them for investment. The Trade Hub gave
Injaro financial support to offset the costs of this assistance to SMEs that were mutually agreed upon as
having significant growth potential. The result has been $11.9 million disbursed in three deals in the fruit,
cereal and poultry sectors:
A mix of equity and debt of $3.5 million to Gold Cost Farms, a Ghanaian pineapple producer for the
export market;
A mix of equity and debt of $1.8 million to Soprosa, a Malian seeds company; and
A mix of equity and debt of $3.1 million to AviNiger, a Nigerian Poultry company (see company
description earlier in this section).
Key features of this supply side model were its flexibility and emphasis on smaller deals. Given that
West Africa has fewer investment firms than other parts of the continent, crafting a flexible approach to
work with impact funds was critical. The Trade Hub directly addressed two key obstacles: the tendency
to support larger investment deals and the complexity (and thus cost) of preparing SMEs to be
investment-ready. The Trade Hub offset these costs—including preparing supply chain studies and
market assessments— and brought in financial and accounting specialists to strengthen SME operational
and financial systems. By not going for the easier, large deals, the Trade Hub pushed the investment
market to better sustainably serve West Africa’s missing middle.
The Trade Hub also worked with other investment funds, including Moringa Partnership, which invested
$6 million in a cashew processing company, Tolaro Global. Of note, many impact funds which withdrew
from Ghana and Nigeria in 2014 due to the poor political and economic climate in these countries are
now coming back to these two markets in late 2017.
Strategy 2: Tackled gender disparity in accessing investment
One-third of the businesses the Trade Hub supported were owned by women. These 33 enterprises
generated a total of $11.6 million in investment, 12% of the project’s total of $100 million. These
investments varied from micro-loans of $500 to the large investment of $7.3 million into ADI Prod.
The Trade Hub’s Gender Strategy addressed identified constraints from both businesses and lending
institutions. The project teamed up with financial institutions and local agricultural associations to
collaboratively design interventions to bolster female entrepreneurs’ financial viability, and directly assist
them in accessing financing.
Female entrepreneurs were concerned about high interest rates, inflexible loan terms, transaction costs
of borrowing, and the general risk of borrowing. Financial institutions (FIs) were concerned that female
entrepreneurs lack financial statements, often have low profitability, require small loan sizes, and have
limited collateral options. The Trade Hub took care to develop technical trainings in conjunction with
partner associations and FIs to ensure that the training addressed issues relevant from both
perspectives.
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Table 13: Constraints for financial institutions and female entrepreneurs
Target Group Constraints to Lending /Borrowing
Financial institutions (banks, MFIs,
credit unions, associations
government bodies)
Risk-averse and limited interest in agricultural lending
Focus on collateral-based lending
Little interest in smaller loan size requests (<$150,000)
Female, small-scale entrepreneurs
Limited collateral; lack of land titles
Limited financial acumen or credit history; lack of business
experience; inability to show profitability
Younger businesses and start-ups
Lack of understanding of local or regional market opportunities
(i.e., inability to differentiate market demand); often offer the same
product/service as competitors
Lack of awareness of different types of financial institutions and
financial products
High cost of borrowing (interest rates and charges)
The Trade Hub launched its Gender Access to Finance Strategy in Burkina Faso due to the project’s
local presence and in-depth understanding of the country’s market dynamics, value chain actors and
financial institutions. Training was done in collaboration with partner institutions. Each training had a
dedicated session (run by FI staff) to assist participants in their loan application processes. Women who
actively engaged in the training and successfully completed it were eligible for follow-up technical
assistance. The Trade Hub hired a consultant with banking and business advisory services experience to
provide follow-on technical assistance and hands-on support to develop loan applications and provide
guidance in negotiating competitive terms and conditions. The consultant continued to provide a wide
range of technical support to the businesses even after the Trade Hub ended its financial support. By
September 2017, 26 loans totaling $302,000 had been disbursed to 20 women-owned cereal and rice
processing businesses, including funds to purchase new equipment and working capital. The Trade Hub
also supported women-owned businesses in other West African countries—including Fair Deal, a
“Women are very active in the finance sector. They often have a better repayment rate than men and are loyal customers. However, they encounter issues with financial statements and guarantees. A training such as the one provided by the Trade Hub will give them the right directives to facilitate loan processes for women entrepreneurs.”
Mr. Abdoulaye Soro, Head of Coris Bank in Bouaké
“In the agribusiness sector, it is hard for a woman to exercise her right to speak. We have to work harder and impose our vision to be acknowledged as a key player in decision making.”
Mrs. Noumina Diaby Bamba, CEO of ANAD
Mr. Abdoulaye Soro, Head of Coris Bank in Bouaké
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producer of poultry feeds in Nigeria, which received a $23,000 loan with Trade Hub support from the
Nigeria Bank of Industry to purchase new equipment. Following the success of the Burkina Faso
program, the Trade Hub worked closely with Coris Bank International in Côte d’Ivoire to build the
financial acumen of women-owned SMEs and facilitate financing to boost their operations. First, the team
embarked on a field mission to develop detailed client briefs that supported follow-on training with the
partner bank staff. These succinct financial profiles summarize activities, constraints, opportunities, and
expansion plans to help partner financial institutions structure appropriate loan products for women-
owned businesses. In October 2017, the Trade Hub trained Coris Bank International bankers and two
groups of women entrepreneurs, preparing them to develop a strong business relationship with Coris
Bank. The bank is now primed to take advantage of this gender sensitization and new business
relationships and provide loans to these women-owned businesses in 2018.
CONNECTED BDS PROVIDERS TO FINANCE
Financière Africaine is a subcontractor to the Trade Hub and part of its Financial Advisors’ network,
which aims to secure loans and improve the bankability of BDS providers. These BDS providers look for
equipment like tractor sets, combine harvesters, dehullers, and rice processing units, which generate
strong profit margins for farmers.
The rice valley of Senegal is expanding, and the number of hectares under rice production is growing,
but the population that can labor and farm the land is not growing at the same speed. The younger
generation is more inclined to move to the capital Dakar or overseas than to stay on the farms. The
Government of Senegal has been eager for the country to achieve cereal self-sufficiency—particularly in
rice, an essential commodity and staple food—and offers a customs duty exemption for rice-growing
and harvesting equipment that the sector needs. However, BDS providers have had difficulties filling out
and filing the forms required to qualify for a loan for the equipment and the customs exemption.
Because of this and the fact that most farmers and BDS providers are working in the informal sector,
there is little farming equipment, and margins to rent out this equipment to replace people are high in
the rice valley. Meanwhile, importing this equipment would entail paying a 28% import tax.
By facilitating equipment investment in the rice valley of Senegal, Financière Africaine and the Trade Hub
helped further national government goals while creating a financial and technical assistance platform to
develop the country’s private sector, including in the northern region. In addition to connecting farmers
with investments and technologies, Financière Africaine also addressed the challenges of the valley’s
informal sector, helping to move traditional businesses to more formal business practices that comply
with legal standards and management rules. Financière Africaine supports the BDS’ registration as a
company in Senegal, files for approval under the code of investment, and sends the loan application to
the financial institutions. This six-to-nine month process with the BDS providers and different
government agencies and ministries includes:
1. Legal formalization of the company (two months minimum): The government often asks the BDS
providers to pay some level of tax for prior years, or to pay the current year’s tax, which has
cooled the interest of some BDS providers.
2. Establishing financial statements for the past year (one month)
3. Obtaining government approval (two months minimum)
4. Obtaining the customs duty exemption for importing agricultural equipment (one week)
5. Arranging and sending the loan application to financial institutions (two weeks)
Beginning in July 2016, Financière Africaine identified 75 BDS providers, which it narrowed down to 40
through a screening process that looked for BDS providers who already owned rice fields, and, for
some, already possessed tractors and/or combine harvesters. It then sent their loan requests to financial
institutions. In December 2017, Financière Africaine obtained 10 approval letters for up to $1.6 million
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in loans to BDS providers. In addition, of the 38 BDS providers who signed with Financière Africaine, at
least 15 additional BDS providers are expected to receive a loan or a lease from an FI, which they
should receive in the first quarter of 2018. On average, each BDS provider plans to buy a tractor and/or
harvester machine valued at approximately $145,000.
As more tractors are bought, the margins are shrinking: The cost per hectare fell from 30,000 CFA/ha in
2016 to 25,000 CFA/ha by December 2017. For a combine harvester, the high cost of harvesting the
rice (about 18-20% of the harvest) is expected to go down in the next two years. Even at 15%, that
would be an excellent business.
RECOMMENDATIONS
The Trade Hub’s legacy is a growing network of individuals and institutions that serve the missing middle
in West Africa: small and medium-sized enterprises (SMEs) that are too small for many banks, but too
large for microfinance institutions or informal lenders. This market has been elusive for many donors
and is one that will continue to need resources. Below are a few recommendations for further assisting
this emerging segment:
Deepen financial advisors’ knowledge. For successful FAs to deepen their impact with
agricultural SMEs, specific types of technical assistance could include advanced training in human
resource management, organizational and operational efficiency, market linkages, financial
management and business planning, certification programs to export, and supply chain management.
Building these skills among FAs will expand this sustainable network’s impact and outreach across
West Africa.
Develop new FAs. Each FA has its own network and set of skills, making their SMEs market
unique. FAs should be added in some countries (Côte d’Ivoire, Ghana and Senegal, which have
strong potential agribusiness markets), and FAs need to be developed and trained in countries
where these skills still do not exist (Benin, Gambia, Guinea, Liberia, Niger and Togo, which have
much smaller small potential agribusiness markets).
Strengthen outreach to financial institutions. Working through established FI networks
(those already interested in agricultural lending), build understanding and recognition of this market
through in-depth agriculture risk analysis, agriculture market assessment (to ascertain data on the
demand for lending), development of agriculture-specific products, and advanced coaching on live
deals.
Build buyer linkages. West Africa’s exporters desperately need improved linkages with
international and regional buyers; these buyers drive demand while bringing intimate knowledge of
consumer preferences, and financial resources (through supplier networks and bank lines of credit)
to aid the fragile agricultural export market. First-time American buyers also should receive direct
technical assistance and advice in identifying and structuring agriculture deals; this could include
support to attend West Africa trade fairs.
Grow equipment dealer networks. Drawing agricultural equipment dealers (such as John Deere
and Nationwide Equipment) to the region paired with donor and government programming would
expand SME access to state-of-the art equipment and maintenance support. Linkages with guarantee
programs can also assist in de-risking smaller equipment deals.
Donors and private sector players seeking to reach and bolster West Africa’s missing middle must look
to regional solutions that can tap the Trade Hub’s successful models, leveraging existing knowledge and
further strengthening skills on both sides of the playing field. Donors should also seek opportunities to
build synergies across the African landscape that will encourage collaboration, share learning, and
expand trade beyond West Africa’s boundaries.
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Chapter Four:
Trade and Transport
Enabling Environment Open-for-Business Policies
Advanced regional trade liberalization by tackling realities at odds with regional
government policies and by laying groundwork to implement global trade agreements.
Sourc
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The project’s Trade and Transport Enabling Environment component had dual objectives: 1) increasing
the competitiveness of targeted entities and value chains, and 2) improving the regional trade and
investment enabling environment. Other project components boosted the skills of West Africa’s private
sector and value chain organizations, but to truly be successful, they needed fair and transparent trade
and investment rules—an enabling environment for growth in trade and the subsequent increase in
transport activities. The Trade Hub’s gains in supporting an enabling environment helped create a better
business environment for other Hub components.
We collaborated with the private sector, government institutions, and West Africa’s regional economic
communities—ECOWAS and the UEMOA—and other regional organizations to accelerate policy and
regulatory reforms to facilitate trade within the region and with other parts of the world. We built
sustainability by strengthening capacities of our national and regional partners to continue advocating for
and implementing reforms to promote growth in regional and West Africa’s global trade.
KEY ACHIEVEMENTS AND RESULTS
Successfully persuaded seven countries to dispense with the requirement for COOs for
trade in raw agricultural products. With backing from the ECOWAS Commission and in
collaboration with other partners, notably the Borderless Alliance (BA) and national associations, the
Trade Hub persuaded seven out of the eight member states that were requiring COO for trade in raw
agricultural products to drop this requirement. This development increases compliance with the
protocols of the ECOWAS Trade Liberalization Scheme (ETLS) and is expected to contribute to growth
in intra-regional trade, especially in agriculture.
Developed a framework for implementing the ETLS Scorecard. On December 7, 2017, the
Trade Hub submitted a framework for implementing the ETLS Scorecard to the ECOWAS Commission.
This development is a major step towards equipping the Commission with a tool to start monitoring the
implementation of the ETLS protocol. Monitoring implementation of the ETLS protocol is critical for
gauging the development of intra-regional trade and regional integration.
Developed the ECOWAS Regional Corridor Management and Development Strategy and
Action Plan. The final report, encompassing the strategy and action plan, went to the Infrastructure
Department of ECOWAS Commission in January 2018. This is a major contribution to ECOWAS’
envisioned regional approach to improve corridor efficiency through stronger trade facilitation practices
and transport infrastructure, critical components for the region’s economic growth.
Developed harmonized indicators for Regional Transport Observatory. The Trade Hub
organized the meeting of the Technical Subcommittee of the West Africa Transport and Facilitation
Observatory (WARTFO) to adopt a harmonized set of indicators for its establishment, a key step to
consistent interpretation of information on road governance, transport and
logistics.
Concluded a capacity-building program for National Trade
Facilitation Committees (NTFCs) in Côte d’Ivoire and
Senegal. In 2016, the Trade Hub launched a year-long capacity-
building program for NTFCs in Senegal and Côte d’Ivoire in
collaboration with the United Nations Conference on Trade and
Development (UNCTAD) and the International Trade Centre
(ITC). The program elevated the NTFCs’ level of understanding of
the World Trade Organization–Trade Facilitation Agreement
(WTO-TFA), and equipped them with skills to develop and monitor
their national implementation plans.
29
Enabling
environment
policies
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Trade and Transport Enabling Environment
67
INITIATIVES WITH THE BORDERLESS ALLIANCE (BA)
Reducing checkpoints on transit trade on the Tema-Ouagadougou Corridor
In March 2015, the Trade Hub and BA held a meeting with Ghana Police to discuss ways to reduce
the number of check points and harassment on the Tema–Paga section of the Tema–Ouagadougou
Corridor. The Trade Hub and BA were later joined by other stakeholders; Ghana Ports Authority
(GPHA), Ghana Shippers’ Authority, Conseil Burkinabé des Chargeurs (CBC), and the National Road
Transport and Transit Facilitation Committee (NRTTFC), commonly called the National Facilitation
Committee. The stakeholders held four advocacy meetings resulting in the police issuing a directive in
April 2015 to stop the checking of transit vehicles along the corridor. The directive was a strong basis
on which the Trade Hub, BA, and other stakeholders built subsequent activities aimed at reducing
check points, harassment and bribes which have a negative effect on intra and extra-regional trade.
To support the sustainability of these efforts, Borderless and the Trade Hub conducted a regional
caravan in August 2015, together with livestock traders and high-ranking police officers. The purpose
of the caravan was to engage with operatives on the corridors to monitor adherence to the directive
and reinforce the need for its strict implementation. This was the first time in a long time that the
livestock traders had the opportunity to address the police and explain the harassment they
experienced while seeking to trade along the corridor. The caravan held meetings in four major
towns along the corridor: in Kumasi, Techiman, Tamale, and at the Paga border crossing. The
meetings were attended by stakeholders, including truck drivers, transporters, police officers and
traders. During the meetings, the livestock traders explained the negative effects road barriers and
extortion of bribes had on their trade and hence on their livelihoods. Participating in the caravan also
reminded transporters and drivers about the need for compliance with road transport and transit
trade requirements to reduce harassment.
These efforts were followed by the Police Commanders conference in December 2015 to discuss
observations made during the caravan to ensure more effective implementation of the directive,
particularly on removing harassment towards livestock traders. The commanders’ conference
recommended training for livestock traders and transporters.
Training livestock traders and transporters on the Tema-Ouagadougou Corridor
Based on these recommendations, the Trade Hub worked with our partners—the Borderless
Alliance, the Ghana Federation of Livestock Inter-Professionals (GHANFLIP), and the CILSS—to train
almost 100 livestock traders and transporters on Ghana’s existing security, transport, and import
rules and regulations. The training sought to help reduce time lost due to police stops and controls by
providing the traders with better knowledge of existing rules and regulations and an awareness of the
main concerns of the Ghana Police. The trainers pointed out that better compliance reduces
opportunities for police and other border officials to demand illegal payments.
Stakeholders adopted an action plan and sustainable framework for reducing harassment and bribes
on the Tema-Ouagadougou corridor. Until the Hub’s grant to BA ended in 2016, the Trade Hub
continued providing technical and financial input to implement the action plan. As part of the action
plan, the Trade Hub financed billboards along the corridor denouncing bribery and urging
transporters to adhere to transport regulations to reduce harassment. USAID has provided direct
grants to Borderless, thereby reducing and finally terminating the amount of funding and direct
support activities that the Trade Hub engaged in with them, but collaboration on technical issues and
policy reform advocacy efforts has continued.
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Promoting e-platform reporting on barriers to trade
To reduce harassment and improve compliance with ETLS, the Hub supported Borderless in its efforts
to implement an e-platform for reporting non-tariff barriers (NTBs) along the Tema-Ouagadougou
corridor that infringe on international and regional trade conventions. By generating statistics on the
occurrence and resolution of NTBs, the e-platform should contribute to effective monitoring of NTBs
and facilitate informed e-advocacy for improvements in intra-regional trade.
On November 24, 2015, Borderless organized a workshop in Burkina Faso to train 26 senior
government officials as focal points to resolve NTBs. On December 8, 2015, Borderless held a similar
workshop in Accra, with 22 Ghanaian officials. These two workshops created a pool of focal points in
Burkina Faso and Ghana. At the end of Trade Hub’s grant to Borderless, the e-platform was operational,
but not as widely used as anticipated.
Professionalizing the transport sector
The Trade Hub and Borderless conducted four workshops—one in Ghana, two in Mali and one in
Burkina Faso—aimed at professionalizing the transport sector to reduce harassment and promote
access to finance for fleet renewal. The workshops taught a total of 88 transporters skills in basic
management and financial bookkeeping. In Ghana and Burkina Faso, Trade Hub Financial Specialists
delivered the training. In Mali, Financial Advisors under contract to Trade Hub provided the training.
Proper record keeping has helped transporters run their businesses more professionally, and has
assisted some of them in accessing finance for their fleet renewals.
In January 2016, Kouraogo Momouni (left) was one of 102 livestock traders from Burkina Faso
invited by the Burkinabe Livestock Federation (FEBEVIB) to a workshop on documentation for
livestock export under the ECOWAS Trade Liberalization Scheme (ETLS). Eight months later, in a
marketplace in Accra, Ghana, he told the Trade Hub’s Kossi Dahoui (right) that since then, he has
not transported his livestock without the required documentation. “Those who choose to travel
without it are taking an unnecessary risk: The police can confiscate your entire merchandise if you do
not have all of your paperwork on you. … See, I have it all here,” he said, retrieving his paperwork
from his bag. Photo: Maria Gwira, Abt Associates.
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Improving transit procedures
In FY15, Borderless, with a grant from the Trade Hub, organized three meetings for Customs,
Ministries of Transport and Chambers of Commerce officials from Côte d’Ivoire and Mali to plan
implementation of the bilateral Inter-State Road Transit System (ISRT). The ISRT is an ECOWAS
convention adopted in 1982 that would reduce costs and time for transit trade among member states.
The Trade Hub participated in the meetings and contributed technical advice aimed at streamlining
transit procedures along the Abidjan-Bamako corridor and reducing transit time, documentation,
check points and their associated costs for transit imports through the Port of Abidjan. These
meetings led to a working uniform transit guarantee between Côte d’Ivoire and Mali, which has
removed the need for a new guarantee to be paid at the Malian border and its associated
documentation and costs. The discussions also led to new transit monitoring procedures that have
designated monitoring points in each country as opposed to arbitrary controls. The two countries
adopted uniform legislation for the establishment of vehicle approval committees to operate under
the ISRT scheme and initiated discussion on harmonizing cargo tracking systems to ensure seamless
monitoring of transit cargo. These initiatives should further lower time and costs, improving the
competiveness of goods transported on the Abidjan–Bamako corridor.
Institutional capacity building
The Trade Hub assisted Borderless to develop a sustainability plan following their request for Hub
support for institutional capacity building. Kanava International, a project subcontractor, examined
current revenue sources for Borderless, and explored new avenues to earn revenue and enhance its
financial sustainability, including the roles and responsibilities of national committees in raising revenue.
The technical assistance mission produced a “Fee for Service Menu” that allows Borderless to charge
members for services to increase the organization’s revenue, and developed a pricing plan, which
identified focus activities requiring minimal or no resources to implement but can bring in larger or
constant revenue streams. The Trade Hub also supported Borderless’ annual regional conferences,
which produced recommendations for developing activities designed to remove obstacle to intra-
regional trade.
In July 2014, Borderless worked with the Trade Hub to organize the ECOWAS Citizens’ Forum in
Ouagadougou, an initiative developed by the then-President of Burkina Faso, Blaise Campaore, to
generate ideas and solutions for the free movement of persons and goods in the sub-region. The
Communique and Action Plan proposed by the Forum were later adopted by an Extra-Ordinary Session
of the Authority of Heads and Government of ECOWAS as a roadmap to eliminate tariff and non-tariff
barriers to cross-border trade in West Africa. One of the resolutions led to the formation of the ETLS
Task Force, discussed later in this section. Assisting Borderless to organize and hold such forums was
part of the institutional development program in which the Trade Hub engaged, giving more and more
independence over time to Borderless to organize and promote its own programs.
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The Trade Hub’s steady advocacy over
two years—hand-in-hand with national
partners—persuaded seven countries to
drop the requirement that traders of
staple crops and livestock procure a
“Certificate of Origin” (COO) at border
crossings. Demanding the certificate—
often a thinly disguised demand for a bribe
by corrupt border officials—violates the
ECOWAS Trade Liberalization Scheme
(ETLS), which stipulates the free
movement of agricultural produce in the
region. Thanks to the Trade Hub’s
additional interventions, seven countries
now specifically prohibit asking for a
COO: Benin, Burkina Faso, Côte d’Ivoire,
the Gambia, Guinea, Mali and Togo.
ECOWAS officially eliminated the COO
requirement on food products traded
within the region in 2003. But border
officials still demanded it, adding an
average of 15 hours and $41.74 just to
obtain that document—or pay a bribe to
proceed, a 2017 Trade Hub study found.
In 2015, the Trade Hub began partnering
with national associations and
organizations to urge West African
governments to eliminate the COO. Côte
d’Ivoire was the first to do so, in
November 2015, and The Gambia was the
last, in October 2017.
Dropping the COO requirement is a
stated priority of ECOWAS and a must
for cereals producer and trader
organizations. Many barriers to full ETLS
implementation require policy and political
changes at the highest levels of government,
but the steps needed to eliminate the COO
are more administrative in nature, creating
an opportunity for the Trade Hub to
successfully intervene. This doesn’t mean it
was easy: Togo alone took more than 20
months of intensive follow-up to eliminate
the COO requirement.
Seven West African countries
drop costly bureaucratic
requirement
Côte d’Ivoire became the first country
to drop the Certificate of Origin
requirement in late 2015 after the
Bureau de Vente des Producteurs (BVP)
accompanied the Trade Hub to meetings
with customs officials in the country’s
northern region.
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Trade and Transport Enabling Environment
71
INITIATIVES WITH ECOWAS, MEMBER STATES, AND OTHER
PARTNERS
Removal of certificates of origin for raw agricultural trade
While ECOWAS has established a clear set of regional trade protocols and policies, such as the ETLS,
discrepancies abound between these regulations and actual practices at borders and along corridors. In
2016, the Hub addressed these challenges by advocating with and training government agencies and
private sector actors to improve implementation of ETLS and other protocols.
The Hub intervened in seven countries (Côte d’Ivoire, Burkina Faso, Togo, Benin, Mali, Guinea, and The
Gambia) to reduce documentation requirements and improve traders’ and transporters’ understanding
of how to complete and submit proper documentation for their transactions. These interventions will
lead to improved compliance with ETLS requirements and ultimately reduce the time and costs of
trading in livestock and cereal value chains.
As Hub staff researched documentation requirements and prepared materials, we found that traders
were being asked to produce Certificates of Origin. These requirements directly contravene official
ECOWAS regulations, which stipulate that unprocessed agricultural products traded within the region
do not require a COO. Further work with regional stakeholders like the ECOWAS Commission and
the Borderless Alliance (BA) revealed that eight countries—Côte d’Ivoire, Burkina Faso, Togo, Benin,
Mali, Guinea, Guinea Bissau and The Gambia—required the COO for trade in raw agricultural products.
The Trade Hub with support from BA and working in collaboration with national associations in affected
countries, have persuaded seven of these countries (with the exception of Guinea Bissau) to dispense
with the requirement for the COO for trade for raw agricultural trade.
Studied time and cost implications of certificates of origin
Following the successful elimination of requirements of the COO in Côte d’Ivoire, Burkina Faso, Togo,
and Benin, the Trade Hub launched a survey on time and costs incurred in meeting requirements to
produce a COO. The Trade Hub sample included The Gambia, Guinea-Bissau, Guinea Conakry, and
Mali, which at the time were still requiring COOs, in the survey. Consumer Insights Consult (CIC)
began the survey in February 2017 with the Trade Hub, training Beninois and Togolese enumerators in
Lomé. The Hub organized the same training on March 2-3 in Bobo-Dioulasso, Burkina Faso, for
enumerators covering Burkina Faso, Côte d’Ivoire, Guinea Conakry, and Mali; and in Ziguinchor, Senegal
on March 6-7 for enumerators for The Gambia and Guinea-Bissau.
Following the training, enumerators met with traders, agents, and drivers, at borders and at the main
cereals and livestock markets to collect data on tablets programmed by the CIC. The survey covered
290 traders, freight forwarders, and drivers who trade in 15 common agricultural and livestock products
within the ECOWAS region. Released in July 2017, the report showed that requiring the COO costs
traders an average equivalent of $14.71 and adds 15 hours to the process of crossing the border. Ending
illegal or ill-informed requests for the COO would save significant time and money and thus improve
agricultural trade in the region overall, with a very conservative estimate of approximately $4.76M
annually saved by eliminating the unnecessary COO. The survey also quantified other frequent
bureaucratic obstacles, such as the requirement that agricultural product traders obtain duplicate
phytosanitary certificates—taking an average of nearlY13 hours and $68.28 to resolve—and that
livestock traders obtain duplicate zoosanitary certificates, which takes an average of just under 19 hours
and costs an average $57.76.
The survey also found that onlY14.8% of respondents were aware of any initiatives, changes, or reforms
affecting the time and cost to trade across borders, including in the countries that had dropped the
COO requirement within the past 18 months. Public awareness campaigns are sorely needed.
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Developed a framework for implementation of the ETLS scoreboard
The Trade Hub worked since November 2016 with the ECOWAS Commission and the USAID-funded
Food across Borders Program (ProFAB) to develop a framework for a scorecard to monitor
implementation of the ETLS protocol. Between June and August 2017, Trade Hub consultants collected
information from regional stakeholders in eight of the ECOWAS member states and the regional
organizations: CILSS, the ECOWAS and UEMOA Commissions. The consultants’ draft framework was
validated by representatives from USAID/West Africa, the Trade Hub, the ECOWAS Commission,
ProFAB, GiZ, and the regional research organization Environment and Development Action-Centre
Africain pour le Commerce, Integration et Developpement (ENDA-CACID). After the validation
meeting on August 28 in Accra, stakeholders submitted further comments, which the consultants
incorporated, finalizing the framework on November 27. It includes:
An outline on existing legal provisions on the ETLS protocol and existing authority within the
ECOWAS Treaty allowing for monitoring of implementation of protocols
A listing and explanation of indicators and how they will be collected, together with corresponding
sources of information
An outline of a proposed structure to manage the overall process of collecting and analyzing the
information and publicizing the scorecard
A proposed legal or administrative instrument that may be required to ensure that the Customs
Directorate has a guaranteed source of financing within the Commission’s budget. This will ensure
sustainable publication of the scorecard and to ensure that the monitoring of the ETLS protocol is
integrated into the ECOWAS Commission’s business and administrative processes.
The framework was handed over to the Director of Customs at the ECOWAS Commission on
December 7, 2017. This is a major step towards instituting the monitoring of the ETLS protocol which is
key in promoting intra-regional trade, eventual development of a Free Trade Area (FTA) and enhancing
regional integration. The ECOWAS Commission has recognized the Trade Hub’s contribution in this
regard and has planned for follow-up work in 2018 to realize the publication of the scorecard.
Supported management and development of trade and transport corridor
ECOWAS corridor management and development
The ECOWAS Commission sought the Trade Hub’s assistance to guide improved management of
regional transport corridors, a key to West Africa’s economic competitiveness. A regional strategy and
action plan for developing and managing transport corridors would improve coordination on
infrastructure, transport facilitation, and economic development projects.
Since February 2016, the Trade Hub worked with the ECOWAS Commission’s Infrastructure
Department to outline a regional strategy and action plan for corridor management and their long-term
economic development. The Hub and ECOWAS selected Corridor Development Consultants (CDC) to
undertake the study, launched in November 2016 and including a desk review of literature, the
submission of the Inception Report to the Trade Hub and the ECOWAS Commission, and collection of
data and views from 185 stakeholders representing 176 public and private organizations involved in
trade and transport logistics sectors across the region.
An interim report was subjected to validation by member states and some regional organizations. It:
Summarized the regional context and the status of key regional corridors, ECOWAS experience
with NRTTFCs and other corridor institutions, and experience and lessons learned from corridor
institutions in other regions of Africa, Asia and Europe;
Proposed a corridor strategy for coordinating policy interventions and activities bordering on
transport operations and economic development;
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Proposed a strategy for managing and developing infrastructure along key transport/trade corridors;
Presented a 10- year action plan for implementing the regional corridor strategy; and
Analyzed the financial viability of corridors and their related projects.
The first validation workshop in Accra, Ghana on September 25-26, 2017 examined the interim report
and its outputs. Participants made contributions and comments as part of the validation process before
proceeding to the next phase of producing a draft final report and its outputs. The draft final report
contains outputs validated in the first workshop and the following additional outputs:
A list of priority corridors found ready to implement corridor management institutions (CMIs); Recommendations for a regional coordination mechanism for CMIs;
A template of generic terms of reference for forming CMIs on West African corridors; and
Proposed implementation approaches for Abidjan-Ouagadougou corridor and one other corridor as
will be mutually agreed, defining necessary steps in establishing CMIs and a financing model for
sustainability.
On October 30-31, 2017 the Trade Hub organized a validation workshop in Abidjan, Côte d’Ivoire for
65 stakeholders to make final contributions and validate the regional strategy on corridor management
and development, its accompanying action plan and other subcomponents of the study as mentioned
above.
The Trade Hub handed all final outputs—the report, the strategy, action plan and all components
developed and validated at interim and final stages—over to the ECOWAS Commission for their further
action to start implementation. In the short-term, the ECOWAS Commission will work within its
administrative procedures to enact a regulation to adopt the strategy and action plan as working
The final validation of the ECOWAS study on trade corridors in October 2017 included corridor
and trade facilitation experts from 13 member states of ECOWAS, officials and appointed
representatives from the ECOWAS Commission, the UEMOA Commission, the Trade Hub, USAID
Côte d’Ivoire, European Union, Japan International Cooperation Agency (JICA), GIZ, Mano River
Union, Abidjan Lagos Corridor Organization, Borderless Alliance, The World Bank, and Corridor
Development Consultants. Photo: Maria Gwira, Abt Associates.
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documents for the Commission. This will help the Commission obtain the mandate and required funding
from Member States through the Council of Ministers to implement recommendations from the study.
Developed harmonized indicators for the Regional Transport Observatory
The West Africa Transport and Facilitation Observatory (WARTFO) is expected to provide policy
makers and economic operators with reliable and independent information on corridors, ports,
border crossings, inland terminals and other logistics platforms for key modes of transport.
Information from the WARTFO is also expected to support economic operators in making certain
business decisions related to transport and logistics.
From April 13-15, 2015, the Trade Hub organized and participated in the meeting of the Technical
Subcommittee of WARTFO in Ouagadougou, Burkina Faso, which brought together regional experts
involved in the collection of indicators for road governance the performance of road and trade
logistics sectors. Experts came from the following organizations: Abidjan-Lagos Corridor Organisation
(ALCO), CILSS, CBC, ECOWAS, UEMOA and the Borderless Alliance. The Trade Hub convened the
meeting as part of its support to ECOWAS and UEMOA’s implementation of coordinated programs
in transport facilitation aimed at reducing transport costs across West Africa. The Trade Hub
moderated subcommittee discussions that identified key indicators with their harmonized definitions
and their data collection methodologies. Harmonized indicators and their collection methodologies
will lead to consistent interpretation of information on road governance, transport and logistics
sectors. This key step towards establishing the WARTO is expected to incorporate existing
observatories and with regional coverage. It will also help ECOWAS access European Union funding
for the WARTO project.
Supported WTO-TFA implementation
National Trade Facilitation Committees (NTFCs) in Côte d’Ivoire and Senegal
In September 2016, the Trade Hub launched a comprehensive long-term capacity-building program for
NTFCs in Senegal and Côte d’Ivoire, in collaboration with the United Nations Conference on Trade and
Development and the International Trade Centre. Prior to the launch, the Trade Hub worked with
these NTFCs to identify training needs for capacity-building programs in each country and developed
Terms of Reference for required technical intervention to build the capacity of respective NTFCs. The
Trade Hub helped organize four workshops in each country, involving interactive presentations from
UNCTAD, ITC experts, and NTFC members.
NTFC stakeholders met in Grand Bassam, Côte d'Ivoire, June 13-16, 2017, for a special working
session focusing on the preparation of an action plan that will ensure the implementation of 20 trade
facilitation provisions. Photo: Jessie Lafourcade, Abt Associates.
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Trainings also included group exercises to instill NTFCs’ ownership of activities and accompanying
results, promoting sustainability. The trainings:
Raised NTFCs’ level of understanding of the importance of trade facilitation for countries’
economies and the importance and objectives of the WTO-TFA.
Conveyed the importance of a strong legal basis to give NTFCs effective mandates to implement
the WTO-TFA. Further, members fully appreciated their roles in realizing the objectives of the
agreement, which resulted in reforms to existing legal instruments for committees in both Côte
d’Ivoire and Senegal. During the March 14-16, 2017 workshop, the legal instrument (Arrêté) that
established the committee in Senegal was revised by the NTFC under the guidance of UNCTAD
experts to make it more appropriate for the role of the committee in implementing the agreement.
In Côte d’Ivoire during the March 7-9 workshop, the NTFC revised terms of reference for internal
organization and management of committee activities with assistance from UNCTAD experts,
making them more adapted to tasks and the operating situations of the committees.
Under the guidance of UNCTAD and ITC experts, NTFCs developed multi-year
implementation plans for their Category B and C measures5 after being trained on the legal
implications of the measures, evaluation of current levels of compliance and remaining work to be
carried out by each country to achieve full conformity with the WTO-TFA. Implementation plans
are critical for countries to demonstrate their determination and commitment to comply with
requirements of the WTO-TFA.
NTFCs gained an understanding of the importance of monitoring and evaluating their work,
especially the impact of trade facilitation reforms. Participants learned techniques to benchmark
their countries against their trading partners and how to interpret international indicators on trade
facilitation. With this, committees can align their work with internationally monitored indicators and
consistently evaluate how trade facilitation reforms affect their countries’ ranking by various indices.
UNCTAD collected views from NTFC members to develop training and communication plans
that will guide the NTFCs in their future capacity-building activities and engagement with
stakeholders. These plans were validated at the last workshops in August and September 2017 for
Côte d’Ivoire and Senegal respectively.
Though work remains—as identified in capacity development plans developed with Trade Hub financing
and in technical partnership with UNCTAD—the NTFCs are positioned to oversee implementation of
the WTO-TFA. With future technical support, NTFCs can start implementing their multi-year Category
B and C implementation plans, training, and communication plans.
RECOMMENDATIONS
Throughout the Trade Hub, the TTEE component followed an adaptive approach by responding to the
changes in the operating environment while ensuring that implementation of activities aligned with the
main objectives. The approach includes moving from supporting Borderless (from FY14-16), to
implementing activities directly with other partners as well as deeper collaboration with the ECOWAS
Commission, Member States and national associations involved in agricultural intra-regional trade. The
following recommendations build on this experience to strengthen gains recorded by the project.
5 The TFA contains provisions for expediting the movement, release and clearance of goods, including goods in transit. The
agreement has several provisions which WTO member countries are expected to implement to be in compliance with the
agreement. These are divided in categories as follows: Category A contains substantive provisions that countries have reported
as already achieved, Category B lists provisions the countries implement themselves after a transitional period and Category C
contain provisions that countries have designated for implementation after a transition period with technical assistance.
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Improved road governance
The project committed resources to improving road governance on the Tema-Ouagadougou corridor
through a grant to Borderless Alliance, recording progress that facilitated transit trade to landlocked
countries. To enhance monitoring of trade facilitation along the Tema-Ouagadougou corridor and other
key corridors, it is important to re-examine implementation of the NTB e-platform to make it a more
effective tool for monitoring issues affecting the flow of trade and their resolution. In fact, the NTB e-
platform could be a useful source of information for the publication of the ETLS scorecard.
ETLS implementation
Following the framework for implementing the ETLS Scorecard, the ECOWAS Commission is expected
to adopt its procedures and eventually publish the scorecard. The remaining process, anticipated to take
place in 2018, requires that the ECOWAS Commission present the proposal to member states for their
validation and approval, after which the details and full format of the Scorecard would be finalized.
Further support for this process will not only consolidate the goodwill developed with the ECOWAS
Commission but will mark a great achievement in furthering this important protocol for regional
integration through trade. The Scorecard will be a very useful tool for the ECOWAS Commission and
the ETLS Task Force.
The removal of COO on trade in raw agricultural products in seven countries is expected to reduce
cost and time lost in agricultural trade within the region. To ensure sustainability of this development
and ensure that traders and producers benefit from this change, a consistent public campaign should
educate players (including government officials) on the regulation of ETLS protocols and changes in their
implementation.
While working to remove COO requirements, develop the ETLS Scorecard, and in various interactions
with the ECOWAS Commission, the Mano River Union (MRU)6 countries with the exception of Côte
d’Ivoire emerged as largely behind other ECOWAS countries in the application of ETLS texts. For
example, Liberia only ratified the ETLS protocol at the end of 2016. Donors should extend extra
support to MRU countries to elevate their compliance to ETLS, which would significantly contribute to
the region’s overall improved compliance to ETLS.
The Trade Hub focused on improving ETLS trade for identified agricultural value chains, making progress
especially in the COO and livestock trade along the Tema-Ouagadougou corridor. However, many
stakeholders that the Trade Hub spoke to agreed that a more comprehensive approach to improving
intraregional trade through the ETLS would include industrial (processed) goods. It would therefore be
useful to broaden the approach of growing intra-regionally by embracing processed goods under ETLS
and support work to other auxiliary instruments like the Common External Tariff (CET). Future support
in this arena should be limited to countries chosen in collaboration with the ECOWAS Commission.
WTO-TFA implementation
The Trade Hub helped establish a foundation for NTFCs to oversee implementation of the WTO-TFA.
Work remains in terms of implementing reforms agreed upon during the trainings and in additional
required trainings identified in conjunction with the NTFCs.
The WTO-TFA has articles that support regional integration. The UEMOA Commission has already
worked with its Member States to identify key articles the countries must implement to enhance
regional integration. Likewise, it would be useful to work with Member States and ECOWAS to agree
on articles that can be implemented in the context of enhancing regional integration.
Regional corridor management
6 MRU Countries are: Côte d’Ivoire, Guinea, Liberia, and Sierra Leone
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Following the successful completion of the study and adoption of the strategy and action plan on
corridor management and development, maintaining momentum of support would ensure execution of
easier implementable recommendations. The ECOWAS Commission would appreciate further support
in implementing elements of the strategy and action plan even before approval from the Council of
Ministers. On recommendation from USAID/West Africa, the Trade Hub-ECOWAS study contains
specific guidelines on how to implement the strategy and action plan on the Abidjan-Ouagadougou
corridor and the Tema-Ouagadougou corridor. The Trade Hub recommends supporting practical
implementation of the strategy and action plan on at least on one of the corridors with participating
countries, while rendering support to the overall strategy and action plan at the regional, ECOWAS
Commission level.
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WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT
Chapter Five:
Capacity Building and
Gender Strength in Numbers
Professionalized industry and sector organizations to better serve and represent their
members and expanded women’s access to finance and leadership.
Source: Kafui Djonou, SSG Advisors
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The Trade Hub’s Capacity Building Component teamed with six primary partner organizations to
improve their service delivery systems, management skills, and financial sustainability. The Trade Hub
team provided management and financial system trainings, created opportunities for partners to
exchange lessons learned and best practices, and developed linkages between members and value chain
actors. This component also focused intensively on women’s participation and opportunities in all value
chains, particularly their ability to attract financing.
KEY ACHIEVEMENTS AND RESULTS
Successfully improved regional partners’ organizational and institutional capacities
The Trade Hub provided technical and financial assistance, coaching, and training to implement
recommendations from the OCAs of six organizations, all of which improved measurably between
baseline and midterm evaluations. These included the ACA, BA, Global Shea Alliance, Reseau des
Systemes d’Information des Marches en Afrique de l’Ouest (RESIMAO), WAGN, and COFENABVI of
West Africa (COFENABVI-AO).
Helped partners advance towards financial sustainability
BA benefited from a cost-reimbursable grant to improve its financial management ability and member
services and dues strategizing. WAGN and RESIMAO expanded their national networks to add new
countries, ACA and BA reorganized their membership dues structures, and they all developed more
useful member services.
Increased efficiency of operational capacities to provide better member services
All organizations were most in need of understanding and responding to their members’ needs—with
the possible exception of the Global Shea Alliance—and creating programs to ultimately attract and
retain dues-paying members. The Trade Hub organized work-planning events focused on membership
services and needs/interests, and introduced tools for conducting member surveys.
Increased women’s participation in capacity-building activities
The Trade Hub and partner organizations nearly tripled women’s participation in Trade Hub-sponsored
activities, promoted women’s inclusion and engagement in the management structures of partner
organizations, and helped them take advantage of Trade Hub-facilitated opportunities to increase their
trade contributions. The Trade Hub worked directly with women’s organizations such as the African
Women’s Entrepreneurship Program (AWEP), Filière Karité de Côte d’Ivoire (FIKA-CI), and the Niger
Women’s Cattle Fattening Network to promote more knowledgeable and professional management.
Improved women’s leadership and business management across all value chains
To improve women’s production (quantity and quality), leadership, and business management skills, the
Trade Hub provided management training and secretariat guidelines for organizations working in
project-supported global and regional value chains. Members value these trainings highly, and would pay
to attend, as partners learned in Trade Hub trainings.
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STRATEGIES IMPLEMENTED
Improved partners’ organizational capacities, confirmed by assessments
Table 14: OCA categories
At project start-up, the Trade Hub conducted OCAs for our
regional partners to identify their weaknesses, strengths, and
priority areas for strengthening. We then repeated the OCAs in
Year 3 to determine progress. The USAID-preferred OCA tool
shows management structure maturity on a scale; it is not an
audit (although it did recommend audits) nor is it a projection
tool that assesses an organization’s current or future viability.
The OCA uses a set of categories with multiple indicators to
assess the existence of administrative systems, through questions
such as, “do they have an up-to-date organization chart” and
“does they have travel policy and procedures in place?”
Categories (shown below) consist of multiple indicators whose cumulative score becomes a rating from
0 to 6 for that category, with the cumulative score of all categories then rating the organization as
“Nascent,” “Emerging,” “Expanding,” or “Mature.”
The first OCA of six original regional association partners in April 2014, enabled the Trade Hub to
tailor interventions and the design of the grants program, which covered both initial technical activities
and organizational capacity-development programming. GSA declined to participate in subsequent
organizational capacity development activities as they felt that their organization did not need this kind
of assistance.7
Table 15: OCA scoring
The mid-term OCA in July 2016 measured changes
in organizational capacity since the baseline
assessment, considering which results could be
attributed to project support. The results in Table
16 illustrate that that ACA and BA, both Expanding
organizations in 2014, became “mature”
organizations in 2016. RESIMAO and WAGN,
considered Emerging and Nascent organizations
respectively, became Expanding organizations.
COFENABVI remained an Expanding organization, but saw a 17% OCA score increase. The West
African Grain Network’s impressive performance was expected of a relatively new organization: a 289%
score increase and a move from Nascent in 2014 to Emerging in 2016.
7 GSA did collaborate with the Trade Hub on a grant-financed activity to provide training on warehouse and inventory
management to more than 600 women in 20 new shea warehouses in Ghana, Burkina Faso, Benin, Côte d’Ivoire and Nigeria.
OCA Categories
1. Governance
2. Administration
3. Human Resources Management
4. Financial Management
5. Service Delivery
6. External Relations
7. Sustainability
OCA Scoring:
Stages of Organizational Development
Nascent 0 - 1.4
Emerging 1.5 - 2.9
Expanding 3.0 - 4.4
Mature 4.5 - 6.0
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Table 16: Mid-term OCA scores for Trade Hub partners
Organization 2014
Baseline
OCA
Category
2016
Mid-term
OCA
Category
% Change
From
Baseline
End-of-
Project
Target
African Cashew
Alliance 4 Expanding 5.3 Mature 32 5.4
Borderless
Alliance 3.6 Expanding 5.1 Mature 41 5.5
COFENABVI 3 Expanding 3.5 Expanding 17 3.8
RESIMAO 2.4 Emerging 4.1 Expanding 70 5
WAGN 1 Nascent 3.9 Expanding 289 4
Global Shea
Alliance 3.9 Expanding
*GSA declined to participate
N/A N/A N/A
The OCA educated partner organizations on the systems and processes to improve to become more
sustainable and organized. The tool is not particularly good for analyzing an organization’s sustainable
health, how well its systems work, and its strategic positioning, as demonstrated by the fact that several
of the partners experienced various crises of leadership and membership during this period (see
individual organization descriptions below). Nevertheless, it is a good tool for identifying missing
elements of administrative systems, policies and procedures. The Trade Hub’s partners—including ACA,
WAGN, and BA—expressed their intention to use the OCA to periodically assess their own and their
In September 2017, the Trade Hub conducted a capacity building exercise for high-level
representatives and staff members of Filière Karité de Côte d'Ivoire (FIKA-CI), a member of the
Global Shea Alliance, on how to use the Organizational Capacity Assessment Tool (OCAT) to assess
the capacity needs of their organization. Photo: Jessie Lafourcade, Abt Associates.
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national federation members’ capacities to focus on priority administrative development areas.
Following 2016 OCA recommendations, the Trade Hub launched a desktop study to assess sustainability
best practices in 90+ leading regional and international organizations. It found that well-managed,
sustainable organizations promote and sustain membership by combining active and ongoing recruitment
with useful service offerings. In most cases, the majority of funding comes from membership dues and
service fees.
The Trade Hub then met individually with each partner—BA, COFENABVI, WAGN, and FIKA-CI8—to
discuss the study’s findings and conduct a three-day interactive workshop on financial sustainability.9
Through these meetings, the Trade Hub raised awareness for developing value-added member services
to attract and retain members and generate revenue. Fed by member discussion, the facilitators guided
the development of meaningful and affordable services for members and non-members at differentiated
rates. Each partner organization, with Hub support, developed an action plan that outlined short-term
and medium-term activities.
Strengthened regional partners’ capacities to become more efficient, transparent,
and accountable
Through grants and direct technical assistance, the Trade Hub built its regional partners’ capacities to
become more efficient, transparent, and accountable and provide services to their members. The
coaching, enforced procedures, and reporting required by the grants enabled partners to better manage
their funds; develop terms of reference, procurement documents, and budgets; plan activities; recruit for
consultants; and write better quality reports.
Following the mid-term OCA, the Trade Hub introduced and implemented cost-share principles with its
partners. This principle compels the partners to make financial or in-kind contributions towards the
implementation of planned Trade Hub/Partner activities. The strategy is not one-size-fits-all; much
depends on the organization’s size, its financial situation, the event in question, and the value that
members understand they will obtain. Before people are willing to contribute, they must recognize the
value of the event or activity, which means establishing credibility with stakeholders. Cost-share systems
should start modestly and incrementally increase over time due to build credibility. As many other
donors and partners fully fund activities or fund at different levels, cost-share can also be difficult to
insist. Over the past year, most partners have accepted it as a normal element of collaboration.
During the last year, the Trade Hub observed other behavior changes as partners started exhibiting
activity ownership. Several began to conduct their own activities and trainings, clearly stating participant
costs and association coverage. AGAM implemented their own development, registration, organization,
and launch, which took place in November 2017.
The following sections present summaries of the organizational capacity development work that the
Trade Hub conducted with major partners and discuss their current status. It does not cover the
technical work accomplished, which is found in other relevant value chain and enabling environment
chapters.
Borderless Alliance
8 FIKA-CI, a national shea federation in Côte d’Ivoire, was included due to a special request from the Global Shea Alliance, as
FIKA-CI’s membership base includes more than 10,082 women involved in the collection of shea nuts and production of shea
butter. This supported Government of Côte d’Ivoire’s national strategy, which highlights shea as a target value chain.
9ACA received a Trade Hub consultant whose activities included in-depth analyses of membership concerns and needs via
multiple interviews across the region and consultations with executives—the Acting Managing Director and regular staff.
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Implemented a cost-reimbursable (CR) grant to improve BA’s financial system
BA benefited from a CR grant and technical assistance to shape its financial procedures. Because BA was
a relatively new organization at the start of Trade Hub activities, a CR grant was chosen as it requires a
much more disciplined approach to record-keeping, documentation, and policy and procedure
adherence. The team coached BA and reviewed documentation at the start of this grant program to
help them understand and enforce requirements and set up their systems. Although originally unhappy
with this decision, BA
acknowledged that
the requirements
strengthened its
financial management
and accountability
procedures. By
implementing this CR
grant, BA proven the
adequacy of their
financial systems to
other donor
agencies—with
positive results and
new donor support.
According to its 2016
work plan, BA
attracted financial
partners Japan
International Cooperation Agency (JICA), the GiZ, the Towards Intensive Markets Everywhere (TIME)
project, Nigeria Expanded Trade and Transport Program (NEXTT), and ECOWAS. BA has also entered
into discussions with the International Finance Corporation (IFC), the Accelerating Trade in West Africa
Project (ATWA) implemented by Saana Consulting, and the AfDB to support its activities and further its
mission.
Worked towards financial sustainability
Since 2015, the Capacity Building Component provided BA guidance in exploring opportunities to
diversify its funding base and improve financial self-sufficiency. The Trade Hub supported a member
survey to define BA activity concerns, identify what they would value and pay for outside of membership
dues, and determine why members were not paying scheduled dues. As an organization that provides a
public good, BA has had difficulty defining membership services that complement its advocacy efforts.
Because BA’s advocacy efforts may help alleviate problems faced by all or many companies in the private
sector—not just BA members—it has become increasingly difficult for them to convince members to
pay for what they perceive to be a service that helps all players regardless of membership. This problem
has led membership and due payments to decline. In workshops, the Trade Hub helped BA’s staff
generate a menu of fee-based and non-fee-based services for both BA members and the general public
that could utilize a tiered fee structure. The BA executive committee and the presidents of its national
committees received and approved a new pricing tool at a Trade Hub-organized event in July 2015.
Another program in 2017 sought ways to incite payment and membership development.
Applying the recommendations of the Trade Hub-supported fee-for-service survey conducted by
Strategic Development Alliance (SDA) in 2016, BA modified its processes for dues collection.
Introducing regular dues billing and following up, BA collected more than $15,000 in outstanding
membership dues. While working to secure more funding through members and the private sector, BA
Borderless improved its financial managements and laid groundwork for its
ultimate self-sufficiency without donor funding.
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pursued other donors and projects relevant to its mandate. BA’s action plan served as a guide towards
sustainability. BA restructured its membership and relayed information to members; as a result, they
increased from 86 members in 2016 to 91 in 2017.
BA faces on-going challenges given that the current priority mission of the organization is mainly to be
an advocacy organization. The dues/fees vs. donor or government support dilemma is more difficult for
a public goods organization to overcome, unlike trade associations who can more easily provide paid-for
membership services and activities. BA will need to continue to look towards donors and perhaps
Regional Economic Community (REC) players who have an interest in keeping this organization’s gadfly
operations running. However, BA will also need to step up and expand membership services to its
transporters, logistics members, and economic players and use its knowledge and contacts to provide
specialized trainings, certifications, and other member-specific benefits.
The Trade Hub also helped BA
review and strengthen their
procedures manual, analyze their
costs and expenses, discuss
streamlining, and review their
staffing profile to allow expenses to
more closely mirror revenues. The
Trade Hub also financed and
managed the procurement of a
communications review that
critiqued their media platform,
strategy, and presentation. This
review taught them to better position themselves in front of their audiences, which include
stakeholders, members, governments, and the private sector. The recommendations provided suggested
changes and improvements to its media platforms and outreach programs.
RESIMAO
Established an Executive Secretariat, procedures manual, and communication plan
In 2015, through the capacity building grant, the Trade Hub established a fully-staffed Executive
Secretariat for RESIMAO in Niamey, Nigerto improve its oversight and member services. The Trade
Hub worked with the newly-established secretariat to build their governance capacity, providing a
consultant to develop a financial and administrative procedures manual and a communication plan to
ensure the Executive Secretariat’s smooth operation and increase transparency and accountability in the
network’s management.
RESIMAO’s organizational challenges
RESIMAO is a data-reporting organization whose data mainly comes from the Public Market Information
Systems (MIS) of ECOWAS member countries; RESIMAO is the MIS component of the ECOWAS
Agricultural Information System (ECOAGRIS). Until December 2016, however, it had no permanent
secretariat, which hindered its ability to deliver accurate and useful information. Being a network of
public entities makes its financial sustainability different from that of other partners. RESIMAO staff
members work as public servants in the member countries—guaranteeing the data collection’s
sustainability—but, the Executive Secretariat is critical to compiling the data in regional reports.
“
The Application of the USAID procedures has helped us to monitor more carefully our expenses and make sure that they are in line with donor requirements.
Afua Eshuan, Advocacy Program Advisor for Borderless Alliance.
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RESIMAO disseminates information
on agricultural commodities across
West Africa, mainly through a
monthly bulletin which is provided
free of charge. These bulletins are
distributed to more than 400 users
including researchers, universities,
economic stakeholders such as
producers’ organizations and trade
associations, and international
organizations such as the Economic
Community of West African States
(ECOWAS), UEMOA, World Food
Programme (WFP), CILSS, and the
World Bank.
During the past two fiscal years, the
Trade Hub helped RESIMAO
expand its membership to national
MIS networks in Liberia, Sierra
Leone, and Ghana. In 2017,
representatives of the MIS
organizations in the new member
countries voiced their concerns
with data collection tools, their
inability to use the platform to its
full capacity, and their lack of
visibility. Based on this feedback,
the Trade Hub supported
RESIMAO—on a cost share basis—to conduct training in Dakar, in April 2017, to optimize the new
members’ platform utilization. At the end of this practical session, participants understood how to use
the platform and how to upload and view prices and quantities of agricultural commodities across West
Africa. The training gave national administrators skills to bring together demand needs with available
stocks (supplies) of agriculture commodities on the virtual market, which is a page on RESIMAO’s
platform.
To make the organization more financially sustainable, the Trade Hub and others worked with
RESIMAO to develop market pages that provide opportunities for buyer-seller linkages and accurate
market information for various commodities. RESIMAO’s data users use this page to transact business
and make decisions; however, the platform does not have the option for payment or donation.
RESIMAO is working with CILSS, under the project P2RS funded by the AfDB, to develop a plan for
RESIMAO to monetize the service.
While supporting the establishment of the Executive Secretariat and RESIMAO’s operation, the Hub
provided a capacity building grant that included Executive Secretariat staff salaries. Through the grant
and direct financial assistance, the Hub has:
Helped to improve the accounting and administrative system, procuring the administrative and
accounting procedures manual that guides the executive secretariat;
Helped procure a communication plan to increase the visibility of the network;
Helped RESIMAO expand its membership to additional ECOWAS and UEMOA member states.
RESIMAO reached out to Ghana, Liberia, Sierra Leone, Cape Verde, and Chad to introduce
“
Empowering RESIMAO with these documents (procedures manual and communication plan) is one of the best things that have happened to the organization.”
Sani Laouali Addoh, former RESIMAO Coordinator
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RESIMAO and its benefits. Ghana, Liberia and Sierra Leone are now members while Cape Verde and
Chad are yet to join;
Financially supported RESIMAO’s website10 for two years;
Helped RESIMAO conduct a technical training program MIS member staff to harmonize data
collection, improve data quality, and increase the use of the MIS platform; and
Provided marketing and communication support to RESIMAO, helping them procure communication
tools such as banner and flyers.
At the end of the grant, RESIMAO’s Executive Board (made up of a Regional Coordinator in Senegal,
Vice Coordinator in Nigeria, General Secretary in Burkina Faso, and Treasurer in Mali, all civil servants)
lacks funding to pay for Executive Secretariat staff salaries. The board has therefore terminated the
Executive Secretary and his accountant; as of this report, RESIMAO has no functional Executive
Secretariat and the board handles the regional network’s activities. RESIMAO is, in fact, facing a crisis
from which it may not recover if donors and other data users do not provide funding or subscribe to its
reports. It is not clear that this crisis indicates a lack of interest in the data, but may result from either
RESIMAO’s failure to advertise and adequately seek funding or users’ failure to acknowledge the data’s
utility. Some discussions contemplated incorporating the organization into existing platforms in
ECOWAS or CILSS, but without an Executive Secretary and sufficient political will, RESIMAO will likely
wither.
COFENABVI
COFENABVI’s Trade Hub grant supported the national federations in Mali, Niger, Burkina Faso, Benin,
and Togo to create and implement strategies and action plans for financial sustainability. Each national
federation had the opportunity to implement national-level activities with technical guidance from the
regional Permanent Secretariat of COFENABVI, which has helped strengthen the capacity of national
federations. The Trade Hub also provided training on financial resource mobilization for national
federations in Togo and Mali, which helped those countries’ federations develop plans to mobilize
resources, provide more services to their members, and engage with COFENABVI.
The project provided direct technical and financial support for the development and analysis of
COFENABVI’s new five-year action plan (2016–2020). This document, which they adopted in December
2015, provides a detailed roadmap for expanding their membership and increasing its service range. It
provides an overview of the activities COFENABVI should implement to increase visibility, member
satisfaction, and sustainability.
From the desktop study to assess organizational best practices from a sustainability perspective, we
know that well-managed, sustainable organizations promote and sustain membership by combining active
and ongoing recruitment with useful and relevant offerings.
Built COFENABVI’s operational capacity through a grant, mentoring, and coaching
Through the grant, the Trade Hub paid the COFENABVI Secretariat’s staff salaries and helped establish
new policies and procedures through trainings and documentation. The Permanent Secretary of
COFENABVI noted that this coaching has strengthened his project management skills and ability to
work with other partners. The Trade Hub also provided assistance and coaching on proposal writing for
seeking other donor support, with some success. COFENABVI, for example, is implementing the Swiss
Agency for Development and Cooperation’s project that focuses on the capacity building and
institutional aspects of Regional Trade. The project is entitled: Projet d’Appui à la Commercialisation du
bétail en Afrique de l’Ouest (PACBAO)—the West African Livestock Marketing Support Project.
10 www.resimao.net
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Trade Hub partners see
soaring gains in organizational
capacity
To strengthen West African trade from the
ground up, the Trade Hub used the
Organizational Capacity Assessment (OCA) in
2014 to evaluate the member services of five
West African producer, trader and advocacy
organizations—the Borderless Alliance and the
African Cashew Alliance in Ghana; the West
African Grains Network (WAGN) in Togo; the
regional livestock confederation, COFENABVI,
in Côte d’Ivoire; and the regional network of
market information systems, RESIMAO, in Niger.
These baseline results guided Trade Hub
interventions to address gaps in the
organizations’ governance, administration, human
resources management, financial management,
service delivery, communications, and
sustainability.
In July 2016, the Trade Hub once again
administered the OCA as well as the Impact
Strengthening DevelopmentTM (ISDTM) tool
and compared these mid-term assessments to
the 2014 baseline scores. All partners showed
significant improvements in governance,
administration, and human resources
management—areas where the Trade Hub
delivered training, coaching, and direct technical
assistance—with overall scores ranging from
13% to a whopping 289%.
Making the largest strides was WAGN, a young
organization that thrived under Trade Hub
guidance to secure external funding, develop a
procedural manual, and establish a functioning
secretariat in Togo. RESIMAO jumped to 70%
with Trade Hub support to establish a
secretariat and develop a procedural manual and
communications plan, greatly improving its ability
to work with West African associations and
share its data on regional commodities. Even the
veteran Borderless Alliance showed a 41%
increase after the Trade Hub helped it set up a
“fee for service” model to collect dues from its
members and become more financially
sustainable.
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West Africa Grains Network (WAGN)
Provided technical support to establish WAGN’s Executive Secretariat
As a nascent organization when the Trade Hub began operating, WAGN sought support for its core
institutional infrastructure. With significant technical support from the Trade Hub to develop a
successful proposal to AGRA, WAGN established and funded an Executive Secretariat in Togo and
developed its procedures manual. With Trade Hub direct financial assistance, WAGN reviewed and
validated the manual, considered a guideline for the smooth operation of the Executive Secretariat.
WAGN’s organizational challenges
Following the establishment of its Executive Secretariat, WAGN faced a double challenge in the
completion of the Alliance for Green Revolution in Africa (AGRA)’s funding and its weak internal and
external communication system’s impact on member satisfaction. The presidency of the board had been
chaired by the former president of the Cereals Inter-professional Committee of Burkina Faso since
2013. The flow of information among board members and between the board and Executive Secretariat
staff was weak. Per the mid-term OCA’s recommendation, the Trade Hub’s Capacity Building team and
WAGN agreed there was a need to improve internal and external communication. To address
WAGN’s needs, the Trade Hub’s communication team conducted an assessment for WAGN and which
was followed by communications training. The communications training focused on improving existing
communication tools and helping WAGN identify strategies to be more externally visible. The training
also suggested ways the organization could improve its communication flow to and among members.
The Executive Secretariat includes the executive secretary, the business development officer, an
accountant, and the MIS coordinator. Part of AGRA’s funding aimed at paying the Executive Secretariat’s
salary and building financial sustainability. Once the AGRA funding ended, WAGN’s executive board
successfully paid the executive secretary’s salary for about six months, though internal governance and
management issues led to the April 2017 termination of the position’s mandate. Although part of the
mandate was to seek funding to enable WAGN to pay for the running costs of the secretariat, he was
not successful and was terminated. WAGN is currently operating without an executive secretary but
seeking funds to rehire.
4 2 1
109
40
16
48
23
6
0
20
40
60
80
100
120
Ghana Togo Burkina Faso
WAGN Training Participation by Gender and Country
Number of Trainings Male Female
Figure 4: West African Grain Network training participation by gender and country
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Enhanced WAGN’s ability to provide services to members
Although WAGN’s main objectives include policy reform, the executive board members admitted,
during the mid-term OCA, that they had not succeeded in changing policy and wanted to focus efforts
on advocacy. During FY17, the Trade Hub supported a ‘training of trainers’ initiative to help Cereal
Inter-professional Committee presidents advocate for government policies and support the cereal value
chain at the national and regional levels. Representatives from Togo, Ghana, Côte d’Ivoire, Burkina Faso,
Niger, Senegal, Guinea Conakry, and Mali, three staff members from WAGN’s executive secretariat, and
two U.S. embassy officials in Togo participated in the training, which focused on advocating governments
and donor agencies to set up laboratories in cereal production areas for producers to get phytosanitary
certificates for export. At the end of the three-day training, the participants were ready to undertake
advocacy efforts in their respective countries. The team drafted an action plan for each country to
cascade training at the national level.
Supported WAGN member countries to modernize cereals transaction
Over the past decades, cereals value chain actors in West Africa have transacted verbally and based on
trust. This informal practice leads to income loss, conflict among actors from noncompliance, and a lack
of written agreement to access finance. Based on a request made by the regional organization, the Trade
Hub developed a training of trainers’ program in 2016 to build the contracting capacity of two value
chain actors suggested by each member country. The Trade Hub successfully equipped about 16 value
chain actors with skills and training materials to replicate the training in their home countries. During
FY17, the Trade Hub made limited cost share available to any country that expressed interest in
cascading the training on contracting best practices. Various member countries sent their proposals to
WAGN’s Executive Secretariat; the Trade Hub reviewed these technical and financial proposals,
selecting three member countries—Ghana, Togo, and Burkina Faso—where a series of trainings would
be co-organized with the cereals inter-professional committees. These member countries had
successfully co-organized trainings to help their national members learn new ways of transacting their
businesses. All trainings were conducted on a cost share basis to promote financial sustainability and
ownership. The cereals associations in Ghana, Togo, and Burkina Faso trained 157, 63, and 22 value
chain actors respectively. Figure 4 shows the number of trainings conducted and the gender
breakdown of participants from each country.
African Cashew Alliance (ACA)
ACA’s organizational challenges
ACA began as an organization over 10 years ago and has undergone several stages of development and
internal evolutions. With a direct grant from USAID, follow-up to the OCA was limited to suggesting an
audit be conducted. In the early stages of assistance to ACA, the Trade Hub focused mainly on building
the capacity of processing factories’ managers, increasing the use of the MIS platform, and strengthening
the ACA data-collecting system. During 2016, the ACA underwent a tumultuous period that resulted in
serious reorganization and a new mission definition. The Trade Hub provided a consultant who worked
with the newly appointed Acting Managing Director of ACA to develop new guidelines, map out a
reorganization plan, and design a new membership strategy. A key issue was to ensure that the ACA’s
membership targets and strategy were clear. Developing that mission occurred as a result of the
consultancy, member consultations, meeting planning, and final discussions during the 2017 ACA Annual
Meeting. While much remains to be done, the plan developed by the ACA with the Trade Hub
consultant is a guide to future movement along the organizational development path.
ACA’s Trade Hub grant also covered the cost of training staff at the ACA secretariat in Accra to better
support actors along the cashew value chain. The Trade Hub financed the Needs Assessment, which
identified high-priority areas such as training in MS Access, MS Project, Adobe suite, website
management, effective communication, report writing, and marketing management. Following the Needs
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Assessment, the Trade Hub financed training for eight ACA staff to build their skills in these and related
areas.
With the assistance of the Trade Hub expert consultant in two separate consultancies, and in
association with its management, ACA evaluated its members’ needs and requests for assistance and
developed a strategic plan that was approved in 2017.
New ACA Vision. A sustainable African cashew industry that delivers globally competitive, value-
added products and secures profitability for all actors.
New ACA Mission. To create a platform for accelerating growth and investments in the African
cashew industry through partnerships, advocacy, market linkages, technical support, and global
networking.
The Board adopted a revised governance structure, dues categories, and activities prioritization in
January 2017. Subsequently, the ACA Secretariat was tasked with developing a road map for
implementing the strategic plan.
The second consultancy in July 2017 focused on refining the membership and structures of dues, along
with other subjects, for 2018 implementation. The consultant recommended an outline for a sustainable
funding model that requires looking at both future revenue and expense streams. During these two
consultancies, the following issues came up and the consultant and Acting Managing Director made
recommendations to be further approved and implemented in consultation with the Board:
ACA will provide membership and business advisory services as part of the new Strategic Plan.
Membership services include collecting, compiling, and sharing cashew sector information and
advocating for sector improvements and partnerships. Business advisory services consist of
enhancing food safety standards—leading to zero rejections of kernel exports and increased
processing in Africa (at least 15%) through investment promotion and technical support services.
The longer term goal after 2022 will be an independent subsidiary of ACA to provide project
delivery consultancies.
The extent to which ACA should be working at the production level or with processors or traders.
The categorization of members is focused mainly on post-harvest membership at the processing and
exporting level. Tiered memberships based on size of company will be associated with different
levels of membership services.
The national vs. regional nature of the organization and its membership and the organization, and
the extent to which the ACA should (or could) work with national cashew associations that it
sponsors or make up its membership—or whether it should seek individualized membership, with
an ACA representative in each country.
Most members find market information reporting valuable but suggested improvements.
The consultant and Acting Managing Director recommended cost-streamlining measures to keep
costs in bounds with revenue projections, including moving the headquarters to a less costly part of
Accra.
Moving the ACA headquarters to Côte d’Ivoire—or having a much larger footprint there. Even
during a phase of cost-cutting, the team recommended that ACA should invest in this area. Côte
d’Ivoire is the largest cashew exporter in Africa, has the most potential members, and is the
headquarters for the Council of Cotton and Cashew (CCA), which will soon receive a large cashew
development loan from the World Bank.
Enhanced partners’ capacities in proposal writing and project management to help
them secure funds from other donor agencies
Per mid-term OCA recommendations and based on a request to regional partners, the Trade Hub
strengthened its partners’ skills in writing winning proposals to secure funding. Kanava was tasked to
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provide sound technical trainings to BA in Ghana, WAGN in Togo, and COFENABVI in Côte d’Ivoire.
This technical assistance led to impressive results from BA, COFENABVI, and FIKA-CI. Following the
two-day workshops, organizations reported the following:
Borderless Alliance
The alliance incorporated knowledge from the proposal writing session in two separate proposals
submitted to two donors: one to the West Africa Food Markets Project and another to the Ghana
National Chamber of Commerce for an ECOWAS Project. They are awaiting feedback from the donors
on these proposals.
COFENABVI
With the project management and proposal writing skills acquired during the training, COFENABVI won
a five-year project worth CHF 2,150,000 (FCFA 1,000,200,000) from the Swiss Agency for Development
Cooperation. The administrative and procedures manual and project management skills will help the
Permanent Secretary manage the funds successfully.
FIKA-CI
FIKA-CI submitted a successful proposal to FIRCA to implement an agricultural research project. The
Competitive Fund for Sustainable Agricultural Innovation (FCIAD) will fund the project for $30,000. The
funds will be used to increase the varieties of shea butter produced and improve its production.
GENDER ACTIVITIES
The project conducted a gender analysis during the start-up stage that was concurrent with and part of
the Value Chain Assessments at the beginning of the project. This attention to gender informed the
implementation of gender interventions and development of a gender strategy and built awareness
among the staff of issues, opportunities, and the importance of gender inclusion and attention. The
Trade Hub has provided technical assistance, mentoring, and coaching to:
Help increase women’s participation in the Hub’s capacity building activities;
Help partners become more gender sensitive, inclusive and empowering;
Support the strengthening of a network for women entrepreneurs (AWEP); and
Promote opportunities for women.
Helped increase women’s participation in the Hub’s capacity building activities
Gender spans across all the Trade Hub’s components and addressing gender inequalities was embedded
into value chain and technical approaches. Activities aimed to ensure that both women and men were
able to seize opportunities to enhance trade. The Trade Hub worked to push women’s participation in
capacity building activities to at least 30% while targeting activities to address challenges facing women,
particularly in the trade of value chains products. Some value chains, such as livestock, are heavily
dominated by men, while traders—particularly mid-level and exporting—also have a higher ratio of men
for many reasons such as border security, access to finance, and technical knowledge. Based on
attention to these concerns, women’s participation in capacity building activities increased from 607 in
FY15 (25%) to 1563 (51%) in FY17. Figure 5 shows the gender breakdown of participation.
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Helped partners become more gender-responsive
The project has worked to help its regional partners become more gender-responsive by gradually
raising awareness of the benefits and merits of a gender-integrated approach. Gender mainstreaming
issues were approached differently with each partner organization.
COFENABVI
Beginning in 2014, the Executive Members of COFENABVI were resistant to gender mainstreaming and
threatened to end Trade Hub partnership. Thanks to continuous discussions and mentoring, the
executive members now support the significant participation of women in their activities, and
COFENABVI became a leading partner in gender responsiveness.
It is important to note that the Permanent Secretary and members of Mali’s delegation, who were
reluctant to consider gender on the pretext that women had no place in the value chain, are now
advocating for greater attention to women within COFENABVI. Also, in their application to the Trade
Hub for capacity building funds, COFENABVI emphasized activities to develop the skills of women active
in the small ruminants and fattening businesses, help them get access to financing for their business, and
participate in Operation Tabaski.
In addition, during the board meeting in 2015, COFENABVI, as part of its restructuring, set up a gender
committee led by women from the Mali and Niger national federations.
RESIMAO
Over the past years, RESIMAO’s executive board—the Cellule Operationnelle—was made up of four
members, all men from ECOWAS member state public services. The positions within the board are
Regional Coordinator, Regional vice Coordinator, General Secretary, and General Treasurer. During
preparations and capacity building activities, the Trade Hub continuously advocated before the regional
organization to increase women’s participation. The board took an important step, inviting member
states to appoint qualified women as their representatives. Additionally, the board has voted for a
woman to serve as General Secretary.
2,435 2,539
3,052
607
1,065
1,563
0
500
1,000
1,500
2,000
2,500
3,000
3,500
FY15 FY16 FY17
Training Participation by Gender, FY15-FY17
Male Female
Figure 5: Training participation, FY15-17 by gender
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Empowered women to compete and contribute to regional and international trade
The Trade Hub project consistently provided technical assistance, coupled with coaching and mentoring,
to help women expand their businesses. After a workshop on Improved Agri-business Management
Practices & Entrepreneurship for Women in Cereals Processing, the owner of TCPROC—a cereals
processing business in Togo—who applied for a loan to expand her business following the training,
noted: “We saw what was possible in terms of producing in a proper factory setting, and this gave my
family a vision for what we could achieve. The training that the Trade Hub gave me in book keeping
helped me make this vision a reality—making it possible to apply for and receive a bank loan to expand
our business.”
GLP SCOOPS 3B Vivrier in Côte d’Ivoire, managed by Mrs. Adrienne Kouadio, used training tools to re-
organize her company’s bookkeeping and has received a loan from UBA Bank to extend the company’s
facilities and construct a new plant in Bongouanou, in the eastern region of Côte d’Ivoire. She also
purchased new equipment to develop and expand her business.
As described in more detail in the Global Value Chains chapter, a Trade Hub grant supported the GSA’s
sustainable warehouse initiative-funded training for approximately 600 women operating 20 warehouses
in six countries. After learning about cooperative and business development, the women’s association is
now keeping records and sold 1,337 metric tons of shea kernel in 2017. By aggregating the kernels and
selling them in bulk to wholesalers, the women earn a 50% premium over the price they would receive
in village markets.
Developed leadership and business management skills for women-owned
enterprises across our target value chains
The project tailored its support to women entrepreneurs, aiming at improving their leadership and
entrepreneurship skills based on a diagnosis of their challenges and opportunities in regional and
international trade. To address their challenges, the project organized a series of training workshops and
learning events led by experts in food technology and packaging to help these companies compete at
regional and international levels by meeting labelling and quality control packaging requirements. The
trainings were conducted along practical lines, favoring case studies, visits to model companies, and
feedback on existing packaging.
Supported the strengthening of networks of women entrepreneurs (AWEP)
The project found that when women are in a group, they are more likely to become successful, which
prompted the Gender Specialist to focus on building women's networks to help them work collectively,
take advantage of business opportunities, and participate in regional and international trade through the
AGOA. The Trade Hub expanded opportunities for women entrepreneurs to network and develop
trade discussion platforms.
The Trade Hub’s gender specialist also fostered business linkages between women. By linking FIKA-CI in
Côte d’Ivoire to Alaffia in Togo, the project prompted FIKA-CI to search for buyers using the already-
established GSA network. As result, Karinor, a FIKA-CI member company, has been able to obtain an
intention of sale from a Dutch company for 100 MT of shea butter.
Promoted opportunities for women through gender access to finance strategy To expand women’s empowerment, the project supported women entrepreneurs in developing their
entrepreneurial and business visions. The project helped women take new risks while learning and using
new skills. They also learned to strengthen their bargaining power and overcome their fears; a fear of
bankers, for example, was common and limiting.
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Women working in livestock were able to directly and successfully negotiate with the Director of the
Livestock Development Fund (FODEL) in Burkina Faso, submit proposals, and obtain funding. These
businesses received loans for approximately $15,000 that will enable them to purchase and fatten sheep
for sale during the Tabaski festival. Women working with the cereals trade have established cooperation
procedures with FIs such as the Caisses Populaires of Bobo Dioulasso and Ouagadougou, ACEFIME
CREDO, and banks such as Coris Bank, and Banque Regionale de Solidarite (BRS) in Burkina Faso.
REGIONAL ASSOCIATIONS AND NATIONAL MEMBERS
Regional associations typically play a different or complementary role to that of national federations.
National associations are much closer to their members’ concerns, have frequent interactions with
them, and are able to establish priorities and work plans that respond directly to their members’
immediate and articulated needs. Most of these national associations, while needing some organizational
assistance and management training, have a built-in membership base that sees and participates directly
in the services they provide.
Regional associations have a very different challenge and are at arms-length from the members, typically
counting on dues from national members’ headquarters. They must find topics and services that
augment rather than copy the national members’ agenda; due to cost of travel, it is often difficult to
attract participation if a program is held in a different country. Regional organizations must develop
different strategies to attract and retain the national federation membership or individual members,
seeking the membership of adjunct relevant industries that may broaden their regional appeal but that
are not necessarily national federation members.
The Trade Hub has witnessed several iterations of this problem in various associations. Some have
experienced disputes among national federations and the regional federation, lack of transparency
In April 2017, 30 female entrepreneurs travelled from Benin, Burkina Faso and Togo to Accra,
where they joined their Ghanaian counterparts to learn how to add value and better market
their products through proper packaging and labelling at a workshop organized by the Trade
Hub for members of the African Women’s Entrepreneurship Program (AWEP). Photo credit:
Ms. Maria Gwira, Abt Associates.
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around management of assets, difficulty assessing these structures, difficulties identifying areas of service
that are differentiated from those of national federations, and lack of communication and marketing of
national-level to their members. There are reasons for regional associations to exist—addressing cross-
border issues, creating systems that are harmonized across the region, bringing in special technical
assistance that national federations cannot afford, championing a new innovation or technology—but
some may seem more like public goods with the aforementioned problems associated. A regional
association’s services and agenda need to be marketed and carefully communicated within the
membership so that interest in supporting the regional program continues after the first flush of
excitement.
RECOMMENDATIONS
Take into account the diversified nature of regional partners
The diversified nature of the Trade Hub’s partner organizations and their services constitute survival
challenges. When initiating or supporting a start-up organization, all partners need to be clear on the
nature of the organization as it determines the formula for sustainability.
RESIMAO, for example, draws its membership from the public sector; governments, the World Bank,
various famine early warning system players, and other donors provide and utilize the data.
Organizations must feel that services are worth their financial input; these systems should be set up
from the start with service fees for reports unless sustainable long-term funding is otherwise available.11
If there is not willingness to pay, either by individual subscription or by continued subscription or
funding from governments and other donors using the data, the organization will not survive. This
equation should be understood and discussed at the beginning of the organization’s life and at intervals
in between, especially if payments fall off or are not sufficient to support the services provided. Constant
assessment, communication, and marketing of the information’s value to users must be part of the
organization’s management program. It is important to identify and understand users so that the
organization’s management can hold individual discussions regarding service payment. This constant
monitoring and feedback is also critical for evaluating changing needs and trends in the data market—
other suppliers and the extent to which they replicate the organization’s data—identifying constant
users from users randomly seeking data, and understanding which data have the highest value to users
so that unused data collection can be dropped or reduced.
Given that Borderless Alliance produces public goods that benefit its members and non-members alike,
incentive to pay membership dues is limited. Such organizations must be strong in their membership
outreach and support, finding ways—along the lines of trade associations—to provide services to their
members to support the public goods side of their programming. Donor funding is possible, but donor
fatigue is probable; recognizing that a mixed agenda is needed must be part of the organization’s
structure and plan from the beginning.
Trade associations by nature supply services to their members, although advocacy is often less
prominent than other services attracting both members and non-members who could pay at
differentiated rates. Nevertheless, as in all organizational structures, the structure and function of the
organization should be well-established from the beginning, with in-depth discussions and precedents set
early on that do not have to be changed after expectations are already in place.
11 RESIMAO was set up as a data collection and reporting organization—using data sourced from West Africa governments but
originally set up and funded by donors—before sustainability was discussed. As donor fatigue set in and donors and others
were not used to subscription fees, the organization realized its vulnerability and attempted to provide market-based services
to relevant regional industries that would provide market data for users. This attempt was partially successful. Affording good,
timely, and useful data to traders and others is a costly effort, requiring many data collectors, data uploading networks support,
and analysis; these systems have been often unable to be self-supporting and are not always useful to subscribers.
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Chapter Six:
Côte d’Ivoire Catching the Wave
The Trade Hub’s first national office unleashed a surge of export sales, new loans and
investments and policy advances in a country shaking off years of conflict.
Photo
: Je
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bt
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In August 2015, USAID requested a more intense program in the Republic of Côte d’Ivoire (RCI) in
response to the expansion of the Trade Africa initiative in that country12. By early 2016, the Trade Hub
opened and fully staffed an office in Abidjan to increase exponentially its transformative impact in Côte
d’Ivoire in regional and global value chains, as well as in finance and investment. This concentration of
resources enabled the Trade Hub to focus intensively on one country to maximize results, a possible
implementation model for future Trade Hubs.
In addition to identifying new secondary livestock markets to increase the fluidity of trade, we assisted
West Africa’s livestock association, COFENABVI, to launch the first regional livestock trade fair in
August/September of 2016. With partners, we hosted a large cereals exchange to introduce model
contracts stipulating quality, volume and price. We promoted the country’s mango processing
capabilities to international buyers and supported stakeholders to become certified to international
standards, thereby increasing the export readiness of Côte d’Ivoire’s mango sector. Our tailored
technical assistance led the country’s leading apparel firm, O’sey, to modernize and streamline its
production. And our intensive work with firms and lenders led to first-time bank loans for companies in
the agriculture, livestock and the apparel sectors.
KEY ACHIEVEMENTS AND RESULTS
The Trade Hub initially started activities in Côte d’Ivoire in 2014, including establishing new markets for
livestock sales during the Muslim Tabaski holiday, identifying local financial advisors, and conducting a
financial needs assessment of female entrepreneurs. Following expansion of the Trade Africa initiative,
the Trade Hub rapidly established an office with a country manager and strategically selected technical
staff. These lean yet targeted human and financial resources delivered outstanding results: Over 19
months, from April 2016 to mid-November 2017, Abt’s Abidjan team facilitated $12 million in exports
and more than $34 million in investments in the agricultural and non-agricultural sector. These
achievements reflect new commercial relationships:
Facilitated the certification of 21 mango growers, processors and exporters to meet food, sanitary
and social requirements of international buyers for Ivorian products.
Responded to growing demand in Côte d’Ivoire by increasing exports of slaughtered carcasses from
Burkina Faso, thereby linking cattle fatteners, traders, processors and end user clients.
Hosted an Agro-Industries Forum that brought together more than 30 regional industrial cereals
companies, producers, processors, traders and managers from Côte d’Ivoire, Benin, Burkina Faso,
Ghana, Senegal, and Togo.
Facilitated the first-of-its-kind foreign direct investment of a South African tropical fruit processing
company in Côte d’Ivoire. Starting in 2018, the enterprise will export dried mango to the U.S.
Positioned Côte d’Ivoire to be more competitive by supporting the development and approval of its
AGOA strategy in line with the national export strategy.
STRATEGIES IMPLEMENTED
In Côte d’Ivoire, the Trade Hub’s strategies gained quick traction in an environment already ripe to elicit
significant market response. With the end of the post-election crisis in 2011, stability has largely
returned to the country, the private sector is highly dynamic, and the government is actively engaging in
12 Trade Africa was a U.S. Government initiative to significantly expand U.S.-African private and public sector
collaboration for more trade with and within Africa. In 2015, Trade Africa expanded to include Côte d’Ivoire,
Ghana, Mozambique, Senegal, and Zambia.
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dialogue over its trade agenda. The Trade Hub was able to ride this wave, maximizing opportunities as
they arose, as described below.
Strategy 1: Fostered commercial linkages
The Ivorian mango sector appears eager to get on with business. Through the judicious use of cost-
share agreements, the Trade Hub trained 560 workers in 18 companies to improve quality and mitigate
losses of exportable mango, generating $12 million in new exports. An additional 21 growers,
processors and exporters satisfied the requirements of international buyers by meeting the minimum
standards of international food, sanitary and social certification. In conjunction with local associations,
we organized a first-time Mango Symposium in Côte d’Ivoire’s northern mango-growing center that led
to over 150 regional and international business linkages.
In apparel, training and tailored technical assistance to O’sey resulted in a more efficient and functional
layout of the eight-assembly line production floor, almost halving assembly time. The Trade Hub also
linked O’sey to Group O, an Ivoirian professional financial advisor that has developed a business plan to
finance O’sey’s expansion. At the end of 2017, O’sey received a $1.8 million loan for capital investment
and expansion. The Trade Hub’s impact on O’sey was so tangible that its owner, Philippe Aka Kouame,
entered into a cost-share arrangement with the Trade Hub to participate at the Sourcing at MAGIC
Trade Show in Las Vegas, U.S., exposing the company to equipment suppliers and five potential new
buyers. Mr. Kouame also realized that O’sey needed technical support in pattern making and product
sampling, crucial to mass production of export-quality items. The Trade Hub hired an apparel specialist
to assist O’sey, and after her consultancy ended, O’sey paid for an additional week of her time to finish
the patternmaking and train its staff.
In the livestock sector, we assisted our main partner COFENABVI to hold the first-ever regional
livestock trade fair, bringing together hundreds of mainly Sahelian producers and the main buyers in
coastal markets. We also pioneered connections between exporters of slaughtered livestock in Burkina
Faso with markets in Côte d’Ivoire. During the Trade Hub’s tenure, a new modern slaughterhouse has
emerged in Burkina Faso to increase processing at the source. For more information, please see the
livestock section of the Regional Value Chain chapter. Strategy 2: Made credit more accessible to industries with growth potential
The Trade Hub mobilized over $34 million in financing for agricultural and non-agricultural businesses in
Côte d’Ivoire, in spite of the complexity and time required to prepare SMEs for lending and bank
negotiations. This feat was only possible by working closely with banks to improve their understanding
of the agricultural processing sectors to better assess risk.
Naturally, the sector where most credit flowed included those with international off-takers. Cocoa and
cashew accounted for the lion’s share of investment mobilized. The Trade Hub teamed with Coris Banks
and Oikocredit, two FIs taking greater risk in agriculture, and creatively leveraged USAID’s DCA
guarantees. Please see the Finance and Investment chapter for more information.
Strategy 3: Helped the government adopt an AGOA strategy
In close collaboration with the AfDB and the Ministry of Trade, the Trade Hub helped the Government
of Côte d’Ivoire develop, adopt and disseminate its National AGOA strategy. In addition to extensive
private sector consultation, and comprehensive analyses of the country’s comparative advantages, the
document was fully embedded in the National Export Strategy, making its approval by the Government
straightforward. The strategy should spur competitiveness by focusing on growth sectors where policies
are being streamlined to make it easier to export.
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RECOMMENDATIONS
The success of the Côte d’Ivoire program rested in the balance between the supply and demand
approaches. We increased the supply of exportable mangos through training in post-harvest handling
and certification, and then provided linkages to real market opportunities with international buyers. At
the end of the day, it is buyers who close the deals.
The private sector must guide the technical assistance. From the buyers’ perspective, highly specialized
technical assistance is the most appropriate to get a supply response and elicit cost-share from the
private company. We also learned that demand for organic products such as cashews and mango are
sufficiently mainstreamed, so lack of compliance with those requirements is no longer an option. End
consumers prefer organically certified goods, and the Ivorian fruit industry is poised to satisfy that
demand.
We observed—in Côte d’Ivoire and elsewhere—that finance and investment deals are country-specific,
no matter how much we would like to think of them as regional. Therefore, it is necessary to work with
FIs at the national level and familiarize them with the particular needs of export value chains and clients.
Through the expansion of the Trade Africa initiative in Côte d’Ivoire, we identified an efficient model for
bilateral cooperation within a regional program. If a bilateral Mission has the interest and wherewithal to
complement regional funds, an annex in that country could carry out a successful export and investment
promotion agenda.
In October 2017, a ceremony to launching the AGOA National Strategy of the Republic of Côte
d’Ivoire included, from left to right: Mr. Janvier Litse, Africa Director General of the African
Development Bank; H.E. Ms. Katherine Brucker, Chargée d'Affaires of the U.S. Embassy in Côte
d'Ivoire; H.E. Mr. Amadou Gon Coulibaly, Prime Minister and Minister of Budget & State Portfolio;
and H.E. Mr. Souleymane Diarrassouba, Minister of Commerce, Handicrafts and SME Promotion in
the auditorium of the Prime Minister’s office, Abidjan on October 30. Photo: Jessie Lafourcade, Abt
Associates.
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Chapter Seven:
Project Support Systematic Backing
Tracked, enabled, and amplified the Trade Hub’s impact across the region.
.
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1. COMMUNICATIONS
The Trade Hub’s communications team showcased the work of the project, our partners and USAID to
boost trade and investment within the region and globally. Over the course of the project, the Hub’s
communications team produced over 160 weekly progress reports, 26 monthly newsletters, and blog
posts featuring achievements, news, and photos. We shared these with multiple audiences, which
included USAID regional and bilateral, U.S. government officials in Washington, D.C., our partners, and
the general public. We also edited and submitted over 125 technical reports to USAID.
The Hub’s communications team designed and produced an assortment of new props and tools,
produced videos, guides and handbooks, drafted talking points, and created slide shows and
presentations that greatly aided project staff and consultants in their presentations during workshops
and training sessions across the region. The Hub organized company visits for visiting USAID officials,
updated USAID/Washington regularly on its work, and delivered regional and country-specific close-out
presentations for USAID in West Africa and in D.C. in late 2017 and 2018. Throughout the project, we
actively engaged the media across the region, resulting in positive coverage of events and activities).
Below we detail our communications highlights.
Increased social media footprint
Social media emerged as a clear Hub strength in a region where online engagement is growing by leaps
and bounds. In the last year alone, the Hub nearly tripled likes on Facebook, from 400 in October 2016
to over 1,500 today. We ran popular social media campaigns to leverage high-profile activities and
events, including #EntrepreneuriElle (see next page) featuring women in trade for International Women’s
Day 2017, daily posts at Sourcing at MAGIC, and the AGOA Forum in Togo. One tweet alone for
#EntrepreneuriElle reached nearly 2,000 people, and the related Facebook campaign reached 3,000
people. The campaign was re-tweeted and shared by stakeholders, including partners, other African
Trade Hubs and USAID regional and country missions in West Africa.
Documented Trade Hub’s impact through multiple channels
Trade Hub communications staff traveled across West Africa to document Hub impact in weekly report
stories, success stories, photo and videos, amplifying the Hub’s work on social media, our website and
on USAID channels. Trips generated videos from Niger of women livestock fatteners (see still at right),
photo essays and videos to illustrate bank trainings in risk assessment in Mali, success stories about our
work in Côte d’Ivoire for USAID’s Transforming Lives website.
Live streamed events and amplified Trade Hub impact
The Hub debuted its livestreaming capability in February 2017, when 60 exporters in Ghana, Sierra
Leone, and Nigeria received customs and regulations training via YouTube Live. In April and July 2017,
the Trade Hub livestreamed packaging workshops in Ghana to fellow members of the African Women’s
Entrepreneurship Program (AWEP) in Liberia.
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Supported major events
The Hub’s communications team was a regular partner in the planning, execution, and promotion of
ATRC events, value chain workshops, and access to finance trainings, building awareness about the
Trade Hub at partner events and those hosted by USAID bilateral projects in Niger, Nigeria, and Mali, as
well as other regional projects. We also supported larger Trade Hub annual or one-time events through
production of posters, banners, programs, and directories, as well as promotional video, social media
campaigns, dedicated web spaces, and media outreach. These included the following.
Six regional Cereals Exchanges in Burkina Faso, Côte d’Ivoire, Mali, Senegal and Togo.
Ghana Mango Week, Kpong, Ghana, July 2017.
Mango Symposium, Korhogo, Côte d’Ivoire (April 2017).
SIBVAO, Abidjan, Côte d’Ivoire (August-September 2016).
Operation Tabaski (2015, 2016, 2017).
Hands-on corporate communications support
Before the visit of an important U.S. client interested in increasing new orders, the Hub worked with
Dignity/DTRT’s marketing specialist to develop a corporate communications package, including a
documentary video and related video short for buyers, print publications, a template PowerPoint, and
infographics. This package positioned Dignity/DTRT as the leading West African apparel firm, benefiting
from AGOA and a stable Ghanaian political environment, while providing a living wage to workers,
enabling them to support their families and live with dignity.
The visit resulted in a new $20 million order for Dignity/DTRT and 1,187 planned jobs. To train these
new workers, Dignity/DTRT received around $1.2 million in funding as part of the Ghana Apparel
Manufacturing Expansion (GAME) project. In August 2017, Ghana’s President, Nana Addo Dankwa
Akufo-Addo and U.S. Ambassador, Robert P. Jackson launched GAME at a high-level event on
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Dignity/DTRT’s premises. The Trade Hub’s
communications director provided event support,
including writing the press release and blog post and
helping organize logistics before and during this high-
profile launch.
Online channels
The Trade Hub’s website was at the center of Hub
communications, averaging 5,000 page views per
month. Popular sections included “Our voices”—
which used print and video to provide a personal,
relatable view of the Hub’s work linked to case
stories and snapshots—and “Ask our experts,”
which and invited users to interact with Hub
component leads. Other unique online content
included the Hub’s West Africa Weekly Business
Bulletin, launched in early November 2016 to fill a
gap created by a lack of widely available business
news and increase engagement with stakeholders. The communications team distributed it every week
to around 1,000 stakeholders. Hub Buzz, our monthly newsletter, reached 1,500 subscribers and linked
back to the website, increasing traffic and interaction.
Videos targeted overseas buyers
The Hub shot short videos to augment website stories about
trainings in agricultural finance and mango quality standards.
Additionally, the Hub oversaw production of high-quality
videos to promote two export-oriented sectors for global
buyers.
Apparel. Part of the Trade Hub’s communications package
for the world’s largest apparel trade show, Sourcing at
MAGIC, this video has been viewed over 1,000 times on
YouTube and by buyers from around the world at MAGIC in
February and August 2017.
Mango. To spotlight Côte d’Ivoire’s potential in mango
exports to the U.S. and other international markets, this
video, available in both French and English, includes
interviews from Ivorian mango producers, international
buyers, and H.E. Andrew Haviland, then acting U.S.
Ambassador to Côte d’Ivoire.
Strengthened the communications capacity of
partner organizations
The Trade Hub’s communications trainings helped regional
partners generate more visibility for their own and the
project’s work:
Hub training for FIKA-CI provided tools to build
their brand as a leading association in the Ivorian shea value chain. Participants developed a time-
framed communication plan—including deadlines and responsibilities—to create a new website,
social media accounts, newsletter and use of a Short Message Services (SMS) information system.
The Trade Hub’s three-minute
apparel video showcases the potential
of West Africa’s nascent but
promising apparel industry. It debuted
at the February Sourcing at MAGIC
tradeshow. Visitors to the stand
learned about the “West Africa
Advantage” -- duty-free exporting to
the U.S. with 30% cost price benefit
over Asia (fixed until 2025); locally
owned factories committed to ethical
worker treatment; and easy access to
ports with a three-week lead time by
sea to the U.S.
Ms. Jessie Lafourcade (center) trained
COFENABVI staff on strategies to boost
communications tools. She is shown here with
the Trade Hub’s Jean-Didier Nacoulma (far
left), who organized the training. Photo credit:
COFENABVI staff.
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COFENABVI-AO staff members learned to use existing communications tools to help the
organization boost internal and external communications.
At a communications training in Lomé, four WAGN board members from Burkina Faso, Niger, Mali
and Togo and three members of its executive secretariat developed strategies to improve internal
communications and sharpen existing external communications tools. The Trade Hub also helped
WAGN launch a Facebook page and a Flickr account to actively promote the benefits of WAGN
membership.
2. GRANTS
The Trade Hub supported grantees in value chain development, market information systems,
management capacity building, private sector job creation and training, trade association start-up, and
ATRCs in seven countries. The Trade Hub extended grants to numerous technical partners, including
trade associations (COFENABVI for livestock, Global Shea Alliance for shea, African Cashew Alliance
for cashew), producer and cooperative organizations (such as APROMA-B, DAMFA, Akorley Packhouse,
etc.), and companies to support their training, technological investments or capacity-building (such as
Rose Eclat, AlAffia, and DTRT). In addition, the Trade Hub provided grants to a few organizations with
either a service delivery or public goods mandate, such as Borderless Alliance and RESIMAO. These
strategic grants followed Trade Hub priorities of export development and job creation, as well as
advancing the knowledge and use of AGOA throughout the region. (See Annex B for a comprehensive list.)
As indicated by its original name, the Trade Hub and African Partners’ Network, this project was initially
intended to work almost entirely through regional partners to carry out activities and achieve project
objectives. Early in the project, however, USAID moved to direct grant funding of key partners that
were part of the originally envisioned program: the Global Shea Alliance, African Cashew Alliance, and
Borderless Alliance. This necessitated a re-thinking of our strategy, since with their new fairly hefty grant
funding, these organizations had to focus on the targets and requirements built into their grant
programs. Although we continued to work with them, they were no longer our agents of
implementation, but rather collaborators as our interests and goals intersected. Given the intricacies of
reporting on technical results reporting and attribution from this change, the Trade Hub refocused
attention to their organizational strengthening and sustainability programming, particularly in areas
Promoting the West African Advantage in apparel
At three shows starting in February 2016, the Trade Hub invited West African apparel companies to
exhibit at the Sourcing at MAGIC show in Las Vegas, where they gained exposure to the U.S. market
by interacting with potential buyers and clients, taking stock of competitors and trends, and finding
inspiration for new designs. To maximize this exposure, the Trade Hub designed web spaces,
banners and brochures, managed production of a regional apparel promotional video, and assisted
onsite with buyer interactions.
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identified by Organizational Capacity Assessment (OCAs), as described in the Capacity Building chapter
of this report. We redirected some funding freed up by this change towards the opening of the Trade
Hub office in Côte d’Ivoire.
Other partner organizations—COFENABVI-AO, WAGN, and RESIMAO—received Trade Hub grant
funding to achieve project technical goals. In the Trade Hub’s final year, we required significant cost-
sharing for technical activities undertaken together, such as trainings and workshops, and attendance at
major industry activities such as the SPS programs and development of strategies to address policy
issues, including the veterinary certificates and ETLS compliance.
Grants to the ATRCs helped them better serve export-oriented private businesses to seize
opportunities, as the ATRC coordinators used the funding for workshops targeting various industries.
In some cases, the Hub grants provided in-kind support for office and IT equipment for ATRCs.
Supported ATRC activities
Grants to the ATRCs went to 12 countries; initial programming covered seven countries, and we added
five grants to additional countries in July 2017. The Hub provided fixed amount awards (FAA) and in-
kind grants to the ATRC awardees. Some ATRCs did not use their grants, so we eliminated them
towards the end of the project. FAA grants covered AGOA-related training activities, while in-kind
grants enabled the ATRCs to acquire computers, office accessories and office furniture, as well as
updated signage to reflect USAID’s and the Hub’s branding. ATRC personnel also received training and
support from the Trade Hub’s AGOA specialists so they could deliver quality services to firms.
Given the span of our AGOA activities—in 15 ECOWAS countries plus several countries that
requested specific trainings and workshops not covered by the program (including Chad, Mauritania, the
Central African Republic, and Cameroon)—the Trade Hub strategically determined how best to raise
awareness of AGOA in countries where USG and private sector interest in AGOA was high. The Trade
Hub used a screening process for countries with high interest and effective partners for collaboration on
AGOA-related activities. In April 2016, we brought initial ATRC awardees together and trained them in
AGOA documentation, how to present AGOA to the private sector, and how to work with relevant
government entities (such as Customs) to navigate their parts of the process. Another training followed
in July 2017 that included the cost-share requirements.
These grants were intended to assist in these partners’ attention to AGOA, support designated staff in
freeing up time to cover AGOA activities, and develop a sustainable resource locally for AGOA
information. The grants required the ATRCs to provide AGOA training and resources to their local
private sector. These grants were often augmented by the Trade Hub’s own AGOA Specialists, who
simultaneously trained local ATRCs on AGOA and provided country-specific information.
In 2017, the Trade Hub used FAA and in-kind grants to reactivate five ATRCs in Sierra Leone, Liberia,
Togo, Guinea and an additional one in Nigeria. The original Nigerian ATRC is located in the NEPC,
which continued its activities till the end of the project. In 2017, the Trade Hub provided a grant to a
second ATRC organization, the Nigerian-American Chamber of Commerce (NACC).
In the final year of the project, the Trade Hub provided fixed amount award grants and capacity-building
training to earlier established ATRCs in Ghana, Cameroon, Côte d’Ivoire, and Benin, as specified in their
respective agreements. We terminated two grants to the Chamber of Commerce of Burkina Faso and
ASEPEX of Senegal—both ATRC operators—due to slow or stalled implementation of approved
activities. NEPC in Nigeria also never used its grant, although it became quite active in apparel towards
the end of the project.
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3. ADMINISTRATION AND MANAGEMENT
The Trade Hub’s finance and administrative team opened and managed offices in Ghana, Burkina Faso,
Senegal, and Côte d’Ivoire while conducting technical activities, organizing hundreds of workshops and
events throughout West Africa, training more than 8,590 participants throughout the region, managing
procurement of grants, consultants, and other services, closing down operations in all sites while
continuing technical activities, and fully complying with both USAID’s rules and regulations and local
country legal requirements. Trade Hub management kept all offices open and activities on track amid
disasters like the Ebola epidemic and terrorist attacks in Mali, Burkina Faso, and Côte d’Ivoire that
required postponements or relocation of events. During the last quarter, the Administrative team
operated virtually to close down operations and bank accounts, leases and staff payments, as physical
offices closed in December.
KEY ACHIEVEMENTS
Rapid start-up that took advantage of essential staff who knew Abt’s internal operations and
procedures and the presence of other Abt offices.
Comprehensive support to activities crossing multiple components and often several countries at a
time. For example, based on client needs such as the ECOWAS Corridor Management Study, we
supported the travel of 50-60 people from 13-15 countries with two weeks’ notice to validation
workshops in Accra and Abidjan.
Launched a new office in Côte d’Ivoire and hired six new staff, enabling the project to jumpstart
activities and meet with approximatelY100 government and private sector stakeholders during its
first six months. We accommodated this Trade Africa Expansion Program in Côte d’Ivoire in the
Hub budget without an increase of the project ceiling.
Final close-out of project’s financial, operational and physical assets. During the final two quarters of
the project, we closed operations and laid off staff in Burkina Faso, Côte d’Ivoire and Senegal in
November, and Ghana in December 2017, seamlessly and with final technical activities intact.
MAJOR ACTIVITIES
Startup of project offices and hiring staff in record time
Within one week of signing the contract, the Abt start-up team began mobilization in Accra. Our Accra
office was fully operational in May 2014, our Ouagadougou office was fully operational in July 2014, and
Members and executive of AGAM received office equipment and furniture from a Trade Hub
delegation led by Chief of Party, Ms. Carol Adoum. Photo: Maria Gwira, Abt Associates.
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our Dakar office, co-located with another Abt project, opened in April 2014. During the first five
months, the project hired 16 technical staff and 14 administrative staff.
The Trade Hub inherited office furniture from the previous Hub project and hired a professional
carpenter to recycle the furniture to fit the interior design of the office space. We also inherited seven
vehicles, of which four were used in Accra and one in Ouagadougou. The two remaining vehicles were
stationed at the Hub office but we never used them. Due to high cost of repairing such vehicles, the
Hub has proposed to auction these vehicles.
The Trade Hub staff reconciled and tested the IT equipment inherited from Agribusiness and Trade
Promotion (ATP), the Expanded ATP (E-ATP), and the previous Trade Hub. Most of this equipment
inherited was obsolete, damaged or incompatible with Abt’s IT system. The Trade Hub submitted a
reconciliation of IT equipment to USAID and disposed and donated some equipment to project
partners.
Rapid startup of the Trade Africa program in Côte d’Ivoire
Following technical direction and approval from USAID to implement expansion into Côte d’Ivoire, we
set up the Côte d’Ivoire office within three months. This included renting and renovating the office
space, purchasing equipment, opening a bank account, and transferring a vehicle and equipment inherited
from a former USAID project. We recruited and hired most technical and administrative staff in less
than three months, put in place financial systems, and trained the Abidjan office’s finance and
administrative staff on Abt Associates’ policies and procedures.
Re-designed project staffing plan
To respond to the multiple needs of the project, during the third year we redesigned the Hub’s staffing
plan, including eliminating one TTEE position and the MIS Specialist position since most work related to
MIS was completed duringFY16. We added a staff member to the AGOA component in response to
increased USG and private sector interest in AGOA, and added a Strategic Communications Specialist
to raise the profile of USAID and the Trade Hub. In June 2016, the former COP of the project, Jeffrey
Povolny, retired and was replaced by Abt Associates’ Carol Adoum, who joined September 3, 2016.
Trained new finance and administrative teams in Ouagadougou and Côte d’Ivoire
on Abt’s policies and procedures
During the project, as new finance and administrative staff joined the Hub in the Ouagadougou and Côte
d’Ivoire offices, the project trained them on Abt policies and procedures as well as USAID regulations.
After this training, the Accra office delegated the approval of requests up to a specific level from these
offices to the representatives of Côte d’Ivoire and Burkina Faso. In Senegal, the one staff person working
from Dakar was housed in other Abt project offices with a co-shared cost. Abt was able to find and
train excellent administrative staff, put in necessary compliance controls, and achieve rapid and efficient
program support activities.
Establish cost-sharing approach for partner organizations
Although a part of the Trade Hub’s program from the beginning in some areas, inFY17 the Hub
expanded the cost-sharing approach to a much broader set of its participants. For every meeting,
workshop, and training event involving costs, the Hub required partners to contribute in kind or
financially. While technical staff initially discussed it with all partners, the Administrative staff was
responsible for ensuring that payments for project activities followed the objectives set out for this
change, and reinforced it with partners who resisted the change. We found that the cost-sharing
approach is easier to implement with partners in the private sector than public sector. The project has,
however, put in place systems for cost-sharing to be implemented for all partners.
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USAID approval of budget realignment
During Q2 ofFY18, the project is submitting a request for a final budget realignment to USAID to cover
the final Performance Monitoring Plan (PMP) Year 4 targets that were not part of the original PMP. This
request will realign funding to make the contract budget consistent with final Trade Hub spending
towards USAID priorities.
Completed project close out plan and submitted to USAID
During Q1 ofFY18, the Trade Hub submitted its final close out and disposition plan to USAID. Almost
all project activities except administrative close-down were completed by the end of December, with
most real activities ending in November.13
4. MONITORING AND EVALUATION
The Trade Hub’s monitoring and evaluation (M&E) function was complex and demanding, covering
multiple countries, components and client types, from production to export. The Trade Hub managed
and improved the data collection tools, methods, and processes, adapting them based on changes to
African Competitiveness and Trade Expansion (ACTE) and Feed the Future (FtF) indicators’ definitions,
disaggregation and methods of measurement, in addition to aligning M&E results presentation with the
Data Quality Assessment (DQA) recommendations. As seen in Table 1 and Annex A, we met and
exceeded our results targets in almost every single indicator, even with a shortfall of 20% in Year 4
funding. Some activities will take years to mature, such as investments in factories that result in
increased exports, profits, and jobs.
M&E staff supervised and verified all data collection, was briefed on all planned activities, and participated
in many of them to anticipate data collection needs by activity. Field data collection included on-the-spot
13 A remaining consultancy and final deliverable for the ECOWAS AGOA Regional Strategy carried into January 2018, as well as
the final version of the ECOWAS Corridor Management Study.
In July 2017, the Trade Hub’s Senior M&E Specialist, Mr. Massamba Dieng, verifies participant data at
the Cereals exchange in Lomé. Photo: Maria Gwira, Abt Associates.
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verification of major data collection activities, such as the cereals exchanges in Dakar, Abidjan and Lomé,
Operation Tabaski in Abidjan and Cotonou, the OCAT exercises with five project partners and follow-
up data collection for mango value chain activities in Burkina Faso, Côte d’Ivoire, Ghana, and Senegal.
These activities permitted the M&E team and partners to address on-the-ground issues that could affect
data quality and to ensure data quality in the field before entering it into the database.
Frequent changes in project definitions, dis-aggregations, and methods of measurement stemmed from
ongoing discussions within USAID/Washington about harmonizing indicators for the three Trade Hub
projects, as well as changes to FtF indicators across all of USAID. In 2016, USAID’s Management
Support and Technical Assistance Services (MSTAS) conducted a two-phase DQA on the Trade Hub’s
14 ACTE harmonized indicators, after which the Trade Hub worked with Abt’s home office to align its
PMP with the harmonized indicators and implement DQA recommendations. In two cases, the resulting
reporting is somewhat difficult to analyze as the guidance from USAID for counting jobs changed during
the course of the project (Indicator #4), and Indicator #8’s definition also changed, without
commensurate changes in targets in the PMP.
The M&E team also implemented the PMP’s mitigation strategies for addressing beneficiaries’ reluctance
to share data, including talking with them during major value chain events about the importance of
showing progress and presenting during workshops about importance of collecting and recording data
for the growth of their own businesses. When the required supporting documentation was missing, we
asked partners to provide (as a last resort) their signatures on the forms as confirmation their
performance was due to Trade Hub support.
KEY ACHIEVEMENTS
Stronger general data collection process and reporting system. The Hub improved data
compilation, entry and reporting processes, including revised and finalized baselines, targets and
exchange rate policy.
Data Quality Assessment (DQA). In December 2016, USAID’s MSTAS project evaluated the
Trade Hub, concluding it had a robust data management system with no significant deficiencies. The
Trade Hub implemented a follow-up action plan based on recommendations from this DQA that
updated tools and methodologies and harmonized M&E policies. The M&E Director developed new
data collection forms and documented changes to or elaborations of new policy decisions (such as
the procedure to calculate exchange rates).
Standardized the M&E system, trained staff and partner data providers. The Trade Hub
standardized and revised M&E data forms and collection methods for data collection partners and
trained those responsible for key data.
Survey to measure impact of new apparel manufacturing jobs. The survey showed that
44% of respondents earned below Ghana’s minimum wage before being employed by Dignity/DTRT;
more startlingly, only 65% of the respondents had been above the 2015 absolute poverty line before
joining West Africa’s leading apparel firm.
MAJOR ACTIVITIES
Performance Management Plan (PMP)
To compare and contrast results achieved across the West, East, and Southern Africa Trade and
Investment Hubs, the West Africa Hub’s PMP included a core set of indicators consistent across all
three projects. The West Africa Trade Hub’s first 14 indicators are common across all USAID Trade
Hubs in Africa, and inform lessons learned at the policy-making and project design levels. The other 12
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indicators were tailored to the West Africa Trade Hub to monitor and measure additional results that
are especially relevant to the West Africa Trade Hub project.
A draft PMP organized the monitoring of the project’s performance and progress in meeting stated
objectives. The data for this PMP served as the basis for reporting to USAID, provided inputs for
knowledge sharing, and supported decision-making about the course of project implementation. The
first draft PMP was submitted to USAID in April 2014 and was finalized and submitted in August 2014.
InFY15, after many discussions across the Trade Hubs, the M&E team completed a first harmonized PMP
based a draft produced by the MSTAS project for all Trade Hubs. TheFY15 work plan covering the
project’s first full fiscal year incorporated the 14 harmonized PMP indicators, while keeping 12 West
Africa-specific indicators.
In early 2016, the Africa Bureau updated its harmonized indicators to ensure uniformity across all three
Trade Hub’s, prompting the Trade Hub to revise and submit its PMP to align with the ACTE harmonized
indicators. This revised PMP was never finally approved.
In mid-FY17, additional indicators’ definitions and PIR instructions for counting were changed as
described to the Trade Hub by the DQA team, and the Trade Hub once again submitted its PMP to
USAID in March 2017. This PMP is awaiting incorporation into the final contract modification.
Baseline study
DuringFY15, the Trade Hub conducted a baseline study for Indicators #1, 6, 10, 12, and 13, selected by
USAID from the draft PMP. Baselines included:
Value and volume of regional value chains transactions along project-assisted corridors (Indicator
#1, collected from the CILSS).
Score in organizational capacity amongst USG direct and indirect local implementing partners
(Indicator #6). The Trade Hub measured the capacity of assisted local organizations across seven
key capacity areas prior to assistance provided in 2014 (governance, administration, human
resources management, financial management, organizational management, program management
and project performance management), using the Organizational Capacity Assessment Tool
(OCAT).
Number of dues-paying members in associations (Indicator #10), which totaled 584 inFY13 from
COFENABVI-AO, WAGN, GSA, ACA, and BA.
Time delays at check points and cost along corridors (Indicators #12 and 13), including Abidjan-
Bamako, Bamako-Dakar, and Tema-Ouagadougou. Examining both time delays and the number of
check points along each corridor, the Trade Hub found transporters were delayed on average 8.76
minutes per checkpoint, as sourced from the publically available OPA reports.
The baseline report also presents draft Performance Indicator Reference Sheets, important building
blocks of the Trade Hub’s monitoring system.
Data Quality Assessments (DQAs)
InFY15, the Africa Competitiveness and Trade Expansion initiative’s DQA team worked with the Trade
Hub on a DQA of two of the project’s major indicators: time and cost required to trade goods across
borders and along corridors as a result of Hub assistance (indicators #12 and #13). Provisional feedback
after the DQA showed that the Trade Hub’s data process and product satisfied all of the major data
quality criteria (validity, reliability, precision, timeliness and integrity).
In December 2016, the MSTAS DQA team reviewed the Trade Hub’s data collection and management
systems, concluded it was robust and made recommendations to align with changes in the FtF Indicator
Handbook updated by USAID in September 2016 and in the harmonized PMP for all Trade Hubs. The
Trade Hub updated data collection tools and methodologies and shared the DQA findings and
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recommendations and the revised tools and methods with the project staff, partners and consultants,
including AGOA Trade Resource Centers (ATRCs); Afrique Verte management and in-country
representatives; livestock network representatives in Mali, Burkina Faso and Niger; and mango
consultants in Burkina Faso, Côte d’Ivoire and Senegal. The Trade Hub made changes to policies
regarding late submission of data, calculation of exchange rates, full-time equivalent (FTE) jobs,
profitability/self-sufficiency, buyer/seller linkages, and international grades and standards. Major policies
were included in the final PMP document submitted to USAID in March 2017.
The M&E team provided written guidance to data providers and staff on indicators that measure the
value of exports including those under AGOA, value of new sales, number of full time equivalent jobs
created, and number of firms applying international grades and standards to export. The M&E team’s
assessment showed that the new tools are effectively capturing new required data points, including
duration of part-time work for full-time equivalent jobs.
The Trade Hub’s M&E team revised the project’s PMP to align it with the ACTE harmonized indicators
and recommendations from DQAs inFY15 and earlyFY16, in coordination with MSTAS. Major changes
included:
Change in Indicator #1 title from “Change in value of trade in targeted non-agricultural and
agricultural commodities” to “Value of exports of targeted non-agricultural and agricultural
commodities from Hub-supported firms/association/entities.”
Update of the results framework, logic models, and narratives to reflect changes in the harmonized
PMP and M&E data definition and collection procedures.
Addition of five context indicators to provide data on the environment in which all three USAID
Trade Hubs work, even though they are not directly attributable to their work.
Submitted to USAID in March 2017, the updated PMP included 26 indicators: 14 indicators common to
all Trade Hubs and 12 indicators specific to the West Africa Trade and Investment Hub. It contained
several noteworthy revisions from the April 2015 version and reflected feedback from the MSTAS DQA
review. On an ongoing basis, the M&E team consequently revised the key data collection tools to align
with the revised PMP changes in the indicator definitions and the data disaggregation.
Survey on new jobs at leading apparel
firm
Since 2014, the Trade Hub’s support to apparel
firms has led to job creation, an outcome with
significant impact on individuals, their families, and
society. USAID/West Africa in Ghana asked the
Trade Hub to analyze how and whether jobs
generated within the garment sector and the
workers’ earnings have improved the livelihoods
of the employees. West Africa’s leading apparel
firm, Dignity/DTRT also expressed an interest in
the results of the survey. The Trade Hub’s M&E
team in collaboration with Dignity/DTRT surveyed
143 workers from August to November 2017.
The survey showed that 44% of those surveyed
earned below the minimum wage before joining Dignity/DTRT, and all respondents were earning above
the minimum wage at the time of survey. Based on the latest Ghana Statistical Service 2015 poverty line,
earnings below GHC 1,314 per year is within the absolute poverty line; below GHC 792 per year is
within the extreme poverty line. Before being employed by Dignity/DTRT, 65% of the respondents were
above the 2015 absolute poverty line compared to 100% during Dignity/DTRT employment.
The Trade Hub found 100 percent of surveyed
DTRT employees earned above minimum wage:
Photo: Team1000Words for the Trade Hub.
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Conclusions In August 2017, the U.S. Ambassador
to Ghana underscored the
transformative power of West Africa’s
private sector as he inaugurated a new
phase for the region’s largest apparel
factory: “If one company can create
3,000 jobs in four years, imagine the
impact we will have if 10 or 20 or 100
more entrepreneurs follow this
example,” said Robert P. Jackson,
applauding the USAID-awarded Gobal
Development Alliance in company with
Ghana’s President Nana Addo Dankwa
Akufo-Addo.
Indeed, the ability of the private sector
to change lives—and influence entire
economies—through jobs and sales
revenues guided the Trade Hub to
modify its approach from mainly
industry-wide interventions via
partners to focus on direct expert assistance to firms, including the company in question,
Dignity/DTRT. By bridging skills and financing gaps, we unleashed business potential in multiple countries
across the region, where joint ventures and new plants are taking shape, and modern practices are
gradually professionalizing even the most traditional sectors.
Ultimately, however, the viability of individual firms rests on factors beyond their walls, including the
strength of supporting actors in their sector or industry, the ability to secure working capital and
investment for expansion, and government policies that make it easier to do business—from local
bureaucracy to global trade. As USAID/West Africa’s flagship project for regional economic
development, the Trade Hub took a 360-degree view, addressing longstanding obstacles and expanding
national knowledge bases of systems to enable freer, faster trade across borders and with the wider
world.
The Trade Hub’s flexible strategies steered USAID resources where they would gain the most traction.
So we narrowed our organizational capacity-building to targeted regional associations and zeroed in on
lead firms in our target value chains. We set up incentives and skills-building for a network of financial
advisors—and also educated banks to overcome reluctance in agricultural lending. We partnered with
ECOWAS to advance its own priorities for regional economic growth and with national teams to lay
groundwork for implementation of the WTO’s Trade Facilitation Agreement. In Côte d’Ivoire, our new
office leveraged a surge of economic activity. Beyond the immediate results, the four years of the Trade
Hub have opened pathways to regional stability and secure livelihoods for West Africans.
At right, Ghana’s President shakes hands with officials at
the August 2017 launch of the Ghana Apparel
Manufacturing Expansion Project, while the U.S.
Ambassador to Ghana looks on. Photo: Maria Gwira, Abt
Associates.
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Annex A: Success
Stories
FY15, Quarter 2: January-March 2015
With Trade Hub support, apparel factory expands, adds jobs
FY15, Quarter 3: April-June 2015
Making the deal for cross-border grain trade
Concrete steps towards freer regional trade
FY15, Quarter 4: July-September 2015
Ghana joins network of resource centers for regional and global trade
Road governance improves along major regional trade route
Mango packhouse back in business
Negotiating cereals trades with written contracts
New livestock markets for holiday sales
FY16, Quarter 1: October-December 2015
Trade Hub and partner secure deals for West African garment factories
One less burden for regional food trade in Côte d’Ivoire
Raising investment opportunities in Nigeria
FY16, Quarter 2: January-March 2016
Trade show spotlights West African apparel
Contracts mean better business in cereals trade
Tools and trainings for women in agribusiness
FY16, Quarter 3: April-June 2016
AGOA outreach events drive export message
This mango season, trainings target industry gaps, raise export prospects in four countries
Two-tiered approach to financing for large and SME processors and traders across West Africa
FY16, Quarter 4: July-September 2016
With Trade Hub guidance, partners see soaring gains in organizational capacity
KAD Manufacturing: investing in Ghana’s women
Burkinabe livestock traders apply training to ease cross-border transport woes
New business skills mean new equipment and expansion for Ghanaian cereals processor
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FY17, Quarter 1: October-December 2016
Togo and Benin are latest to drop bureaucratic trade barrier, following Trade Hub advice
Ghana fruit processor ships first AGOA export
Creating an enabling transport environment to boost regional trade
FY17, Quarter 2: January-March 2017
Financing enables expansion of Côte d’Ivoire’s largest rice processor
Women’s cereals co-op lands credit extension
Benin-based apparel manufacturer secures 10,000-piece order from Hurley’s Religious Goods
FY17, Quarter 3: April-June 2017
Technical trainings prepare women entrepreneurs to export under AGOA
Tailored support bolsters region’s largest apparel exporter
Cashew cooperative lands commercial financing
FY17, Quarter 4: July-September 2017
Joint venture to tap huge mango industrial potential
Forging new partnerships to boost agricultural lending
Benin firm ships country’s first AGOA apparel export
FY18, Quarter 1: October-December 2017
With investment, poultry farm will offer new protein supply in Niger
With financing, Ghanaian producer joins sorghum boom
Business relationship lifts cashew farmer incomes
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Annex B: Life of Project Indicators INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
INDICATORS COMMON TO ALL TRADE HUBS
Development Objective: Expanded Trade and Investment
1
Value of exports in targeted non-agricultural and agricultural commodities from Hub-supported firms/associations/entities (DO 1.1, EG.3.2-23)
Total target
$0
$108,000,000 $127,864,472 $ 8,726,067 $ 119,000,000 $136,590,339 115%
FTF Value Chains $ 71,000,000 $ 78,349,040 $ 4,587,313 $ 75,000,000 $ 82,936,354
Livestock $76,330,692 $4,538,717 $80,869,409
Cereals $2,018,349 $48,596 $2,066,945
Non-FTF Value Chains $ 37,000,000 $ 49,515,431 $ 4,138,754 $ 44,000,000 $ 53,654,185
Non-Ag Value Chains New disaggregation, no targets set, results available on request
Destination Market New disaggregation, no targets set, results available on request
2
Value of new private sector investment in the agricultural sector or food chain leveraged by Trade Hub implementation (DO 1.2, EG.3.2-22)
Total Target
$0
$ 55,046,559 $65,676,215 $32,010,256 $ 60,046,559 $97,686,472 163%
$ 10,693,838 $10,714,461 $274,744 $ 11,943,838 $10,989,205
FTF Value Chains $ 20,632,216 $15,849,901 $ 4,396,806 $ 23,632,216 $20,246,707
$ 3,191,723 $ 3,317,635 $274,744 $ 3,941,723 $3,592,379
Non-FTF Value Chains $ 34,414,343 $49,826,314 $27,613,451 $ 36,414,343 $77,439,765
$ 7,502,115 $ 7,396,493 - $ 8,002,115 $7,396,493
Country New disaggregation, no targets set, results available on request
Type of Organization New disaggregation, no targets set, results available on request
Operating Capital vs. Capital Investment New disaggregation, no targets set, results available on request
Note: In the FY17 Workplan and the March 2017 PMP, the Trade Hub proposed to increase the FY17 target from $25.5 million to $40 million to accurately reflect expected
results. At the same time, the Trade Hub reduced the cumulative target due to the fact that FY14-16 results were not achieved, and it did not make sense to continue to hold to
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
targets that would clearly be unachievable. Therefore, the FY17 cumulative target is calculated as FY14-16 results plus FY17 target and the cumulative target through February
2018 is calculated as FY14-16 results plus the 15-month target.
3
Value of new private sector investment in non-agricultural targeted sectors leveraged by Trade Hub implementation (DO 1.3)
Total
$0
$ 2,312,000 $ 625,949 $1,826,999 $2,812,000 $2,452,948 87%
Women Only $ 312,000 $625,949 $ - $ 312,000 $ 625,949
Country New disaggregation, no targets set, results available on request
Type of Organization New disaggregation, no targets set, results available on request
Operating Capital vs. Capital Investment New disaggregation, no targets set, results available on request
Note: The Trade Hub reduced the cumulative targets due to the fact that FY14-16 results were not achieved, and it did not make sense to continue to hold to targets that would
clearly be unachievable. Therefore, the FY17 cumulative target is calculated as FY14-16 results plus FY17 target and the cumulative target through February 2018 is calculated as
FY14-16 results plus the 15-month target.
4
Number of agriculture and non-agriculture full-time equivalent (FTE) jobs created with USG assistance (IO 1.2, EG.3.2-21)
Total 0
16,000 20,150 325 16,500 20,475 124%
Women Only 2,160 10,556 265 2,270 10,821
Note: Indicator 4 was initially a cumulative indicator per the standard indicator definition, but was later made annual. The standard indicator also made the distinction between new
jobs and continuing jobs. This changed during the program as continuing jobs stopped being part of the indicator definition per MSTAS’ guidance. During FY17, the Trade Hub set
annual targets. In the FY17 Workplan, the Trade Hub proposed to reduce the FY17 target from 6,000 to 5,000, and in the March 2017 PMP proposed to set the annual target as
4,000. FY17 Q3 and Q4 is the period during which continuing jobs are no longer counted per DQA instructions. They continued to be counted in Q1 and Q2 as that was the formal
reporting requirement at that time. Finally, per the DQA instructions, a new way of counting FTE jobs was mandated. Under the new calculation system, the FTE results were: 4,800
part-time jobs equated to 995.20 FTE for FY17. Importantly, the target numbers include the continuing jobs as the targets were not revised to reflect the change of not counting
continuing jobs.
5
Number of firms that are more profitable or associations that are more financially self-sufficient due to USG assistance (IO 1.1, EG.3.2-21)
Total
0
53 65 9 58 74 128%
Women Only 11 17 2 12 19
Country New disaggregation, no targets set, results available on request
FTF/Non-FTF New disaggregation, no targets set, results available on request
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
Sector/Value Chain New disaggregation, no targets set, results available on request
Note: In the March 2017 PMP, the Trade Hub proposed to decrease the FY17 target from 30 to 20 to accurately reflect expected results, though the initial target was actually
achieved. The Trade Hub also reduced the cumulative target due to the fact that FY14-16 results were not achieved, and it did not make sense to continue to hold to targets that
would clearly be unachievable. Therefore, the FY17 cumulative target is calculated as FY14-16 results plus FY17 target and the cumulative target through February 2018 is
calculated as FY14-16 results plus the 15-month target.
Intermediate Result 1: Increased capacity of targeted ag sector entities to trade
6*
Number of for-profit private enterprises, producers’ organizations, water users’ associations, women’s groups, trade and business associations
and community-based organizations (CBOs) that applied improved organizational-level technologies or management practices as a result of
USG assistance (IR 1.1, EG.3.2-20)
Total
0
1,062 1,063 41 1,082 1,104 102%
Women Only 141 113 2 151 115
FTF Value Chains All 256 238 41 264 279
Women 87 74 2 91 76
Non-FTF All 806 825 - 818 825
Women 54 39 - 60 39
Type of Organization New disaggregation, no targets set, results available on request
Country New disaggregation, no targets set, results available on request
Sector/Value chain New disaggregation, no targets set, results available on request
Note: During the December 2016 DQA, the Trade Hub was informed that MSTAS was standardizing the way the Trade Hubs count beneficiaries. Instead of counting individual
farmers (as the Trade Hub had done), the Trade Hub began counting only firms and associations. The targets were set before the Trade Hub was notified of this change.
7
Number of buyer/seller linkages established in targeted agricultural sectors as a result of Trade Hub assistance (IR 1.2)
Total
0
1,482 1,601 23 1,507 1,632 108%
Women Only 1,010 1,005 3 1,014 1,008
FTF Value Chains All 414 483 10 433 493
Women 135 126 3 138 129
Non-FTF All 1,068 1,126 13 1,074 1,139
Women 875 887 - 876 887
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
Country New disaggregation, no targets set, results available on request
Status of Linkage New disaggregation, no targets set, results available on request
Sector/Value chain New disaggregation, no targets set, results available on request
8 *
Number of assisted agricultural sector firms/associations meeting international grades and standards to export (IR 1.3)
Total
0
1,644 1,447 2 1,694 1,445 86%
Women Only 160 131 - 168 131
FTF Value Chains All 100 31 - 115 31
Women 15 4 - 18 4
Non-FTF Value Chains All 1,544 1,412 2 1,579 1,414
Women 145 125 - 150 125
Country New disaggregation, no targets set, results available on request
Sector/Value chain New disaggregation, no targets set, results available on request
Type of Organization New disaggregation, no targets set, results available on request
Type of Standard/Grade New disaggregation, no targets set, results available on request
During the December 2016 DQA, we were informed that USAID has changed the way in which this indicator is to count beneficiaries, at least for the Trade Hubs under MSTAS.
Instead of counting individual members of business associations (plus individual businesses as assisted), we are required to only count associations as one entity – not by individual
member. However, as the targets were set to count individual association members, the achievement of the targets will vary considerably since previously we were counting
individual businesses or trade associations. Now, we can only count the association, which may have a number of members who have been certified (as well as some who did not
achieve certification). The targets were set before this change was notified.
Intermediate Result 2: Increased capacity of targeted non ag firms and associations to trade
9 *
Number of for-profit non-agricultural sector private enterprises, producers’ organizations, women’s groups, trade and business associations and
community-based organizations (CBOs) that applied improved organizational-level technologies or management practices as a result of USG
assistance (IR 2.1, Modified EG.3.2-20)
Total
0
12 10 3 13 13 100%
Women Only 6 5 - 6 5
Type of Organization New disaggregation, no targets set, results available on request
Sector/Value chain New disaggregation, no targets set, results available on request
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
10
Number of buyer/seller linkages established in targeted non-agricultural sectors as a result of Trade Hub assistance (IR 2.2)
Total
0
181 217 4 191 221 116%
Women Only 67 118 - 69 118
Country New disaggregation, no targets set, results available on request
Sector/Value chain New disaggregation, no targets set, results available on request
Status of Linkage New disaggregation, no targets set, results available on request
Note: In the March 2017 PMP, the Trade Hub proposed to decrease the FY17 target from 100 to 75 to accurately reflect expected results, though the initial target was actually
achieved. The Trade Hub also reduced the cumulative target due to the fact that FY14-16 results were not achieved, and it did not make sense to continue to hold to targets that
would clearly be unachievable. Therefore, the FY17 cumulative target is calculated as FY14-16 results plus FY17 target and the cumulative target through February 2018 is
calculated as FY14-16 results plus the 15-month target.
11 *
Number of assisted non-agricultural sector firms/associations meeting international standards to export (IR 2.3)
Total
0
12 9 1 13 10 77%
Women Only 6 4 1 6 5
Country New disaggregation, no targets set, results available on request
Sector/Value chain New disaggregation, no targets set, results available on request
Type of Standard/Grade New disaggregation, no targets set, results available on request
Intermediate Objective 2: Improved regional trade and investment enabling environment
Intermediate Result 3: More efficient/cost effective movement of traded goods across borders
12
Time to trade goods across borders and along corridors as a result of Trade Hub assistance (IR 3.1)
Cattle
Tema-Ouaga 1.8 days
Decrease From
-11% to -3% -3.9% (**)FY16
Bamako-
Abidjan 2.3 days
Bamako-Dakar 2.9 days
Small Ruminant
Tema-Ouaga 1.8 days
Bamako-
Abidjan 2.3 days
Bamako-Dakar 2.9 days
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
Millet / Sorghum
Bamako-
Abidjan 4.3 days
Bamako-Dakar 3.3 days
Maize
Tema-Ouaga 3.5 days
Bamako-
Abidjan 4.3 days
Bamako-Dakar 3.3 days
Average 3.0 days
Priority Documentation New disaggregation, no targets set, results available on request
13
Cost to trade goods across borders and along corridors as a result of Trade Hub assistance (IR 3.2)
Cattle
Tema-Ouaga $ 44 /head
Decrease From
-16% to -3% -3% (*)FY16
Bamako-
Abidjan $ 54 /head
Bamako-Dakar $ 57 /head
Small Ruminant
Tema-Ouaga $ 10 /head
Bamako-
Abidjan $ 10 /head
Bamako-Dakar $ 13 /head
Millet / Sorghum
Bamako-
Abidjan $ 79 /MT
Bamako-Dakar $ 38 /MT
Maize
Tema-Ouaga $ 50 /MT
Bamako-
Abidjan $ 79 /MT
Bamako-Dakar $ 44 /MT
Average $ 43
Priority Documentation New disaggregation, no targets set, results available on request
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
Intermediate Result 4: Regional trade and investment agreements and their support institutions advanced
14
Number of enabling environment policies analyzed, consulted on, drafted or revised, approved and implemented with USG assistance (IR 4.1,
EG.3.1-12)
Total 0 21 26 3 23 29 126%
Stage1: Analyzed 0 7 9 1 7 10
Stage 2: Drafted and presented for public/
stakeholder consultation 0 3 - 1 4 1
Stage 3: Presented for legislation/decree 0 1 3
2 3
Stage 4: Passed/approved 0 3 5
3 5
Stage 5: Passed for which implementation
has begun 0 7 9 1 7 10
Country/Regional Entity New disaggregation, no targets set, results available on request
Sector/Value chain New disaggregation, no targets set, results available on request
Agriculture/Non-Agriculture New disaggregation, no targets set, results available on request
INDICATORS SPECIFIC TO THE WEST AFRICA TRADE AND INVESTMENT HUB
15
Value of new sales of assisted firms/members of associations due to USG assistance
Annual Total target
$0
$ 130,000,000 $162,209,990 $12,440,274 $140,000,000 $ 174,650,264 125%
FTF Value chains $ 95,000,000 $101,016,558 $ 8,199,895 $ 102,000,000 $ 109,216,453
Livestock $86,028,643 $7,384,944 $93,413,587
Cereals $14,987,915 $814,951 $15,802,866
Non-FTF Value Chains $ 35,000,000 $ 61,193,432 $4,240,379 $ 38,000,000 $ 65,433,811
16
Number of for-profit private enterprises, producers organizations, water users associations, women’s groups, … trade and business associations,
and community-based organizations (CBOs) receiving USG food security related organizational development assistance (EG.3.2-4). Cumulative
Indicator
Total (Cumulative) 0
598 911 955 898 1,866 208%
Women Only 179 329 330 339 659
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
Continuing 0
498
-
New 100
-
Note: In the December 2016 DQA, we were informed that USAID has changed the way in which this indicator is to count, at least for the Trade Hubs under MSTAS. Instead of counting individuals
receiving food security related organizational development assistance, we were to only count associations. Therefore, as the targets were set to count individuals, the achievement of the numbers will
vary considerably since previously we were counting individuals. Now, we can only count the association, which may have many participants. The targets were set before this change was notified.
17
Score in percent of combined key areas of organization capacity amongst USG direct and indirect local implementing partners (CBLD-5, now
archived)
RESIMAO 2.4
56% (**)
From OCA
conducted at end
ofFY16
COFENABVI 3
WAGN 1
Borderless 3.6
African Cashew Alliance (ACA) 4
GSA 3.9
Average (not including GSA) 2.80
18
Number of individuals who have received USG supported short-term agricultural sector productivity or food security training (EG.3.2-1)
Total (Cumulative) 0
2,552 4,371 57 2,652 4,428 167%
Women Only 402 1,031 22 417 1,053
Note: In the FY17 Workplan and the March 2017 PMP, the Trade Hub proposed to increase the FY17 target to 400 to accurately reflect expected results. In the March 2017
PMP, the Trade Hub also increased the cumulative target to reflect results to date. Therefore, in the PMP, the FY17 cumulative target is calculated as FY14-16 results plus FY17
target and the cumulative target through February 2018 is calculated as FY14-16 results plus the 15-month target.
19
Number of participants in Trade Hub-supported capacity building events related to improving trade or attracting investment
Total (Cumulative) 0
8,215 10,901 115 8,590 11,016 128%
Women Only 2,139 3,234 29 2,233 3,263 46%
Note: In the FY17 Workplan and the March 2017 PMP, the Trade Hub proposed to increase the FY17 target to 2,000 to accurately reflect expected results. In the March 2017
PMP, the Trade Hub also increased the cumulative target to reflect results to date. Therefore, in the PMP, the FY17 cumulative target is calculated as FY14-16 results plus FY17
target and the cumulative target through February 2018 is calculated as FY14-16 results plus the 15-month target.
20 Number of new dues paying members in private business associations as a results of USG assistance
Total (Cumulative) 96 700 1,047 - 750 1,047 140%
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
Women Only 260 97 - 285 97
21
Total number of users of new MIS services
Annual Total Targets
0
28,189 48,657 12,947 31,189 61,604 198%
FTF Value chains 26,189 48,657 12,947 28,689 61,604
Non-FTF Value Chains 2,000 -
2,500 0
22
Value of new loans made to clients in targeted sectors. (EG.3.2-6)
Total (Cumulative)
0
$ 36,079,052 $ 51,498,398 $33,657,314 $ 40,079,052 $ 85,155,712 121%
Women Only $ 6,153,534 $ 7,588,106 $ 274,744 $ 7,153,534 $ 7,862,850
FTF Value Chains All $ 15,105,290 $ 14,398,716 $ 4,396,805 $ 17,505,290 $ 18,795,521
Women $ 2,891,723 $3,317,968 $ 274,744 $ 3,491,723 $ 3,592,712
Non-FTF Value Chains All $ 20,973,762 $ 37,099,682 $29,260,509 $ 22,573,762 $ 66,360,191
Women $ 3,261,811 $ 4,270,138 $ - $ 3,661,811 $ 4,270,138
Note: In the FY17 Workplan and the March 2017 PMP, the Trade Hub proposed to increase the FY17 target to accurately reflect expected results. At the same time, the Trade
Hub reduced the cumulative target due to the fact that FY14-16 results were not achieved, and it did not make sense to continue to hold to targets that would clearly be
unachievable. Therefore, the FY17 cumulative target is calculated as FY14-16 results plus FY17 target and the cumulative target through February 2018 is calculated as FY14-16
results plus the 15-month target.
23
Number of MSMEs receiving business development services from USG assistance (FTF 4.5.2-37)
Total (Cumulative)
0
299 324 28 314 352 112%
Women Only 203 177 - 213 177
FTF Value Chains 207 203 - 217 203
Non-FTF Value Chains 92 121 28 97 149
24
Number of micro, small, and medium enterprises (MSMEs), including farmers, receiving agricultural-related credit as a result of USG assistance
(EG.3.2-3)
Total (Cumulative)
0
68 80 38 78 118 151%
Women Only 38 42 2 42 44
FTF Value Chains All 50 53 12 57 65
Women 33 38 2 35 40
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INDICATORS AND
DISAGGREGATIONS BASELINE
FY14-17
Cumulative
Target
(Mar 2014 –
Sep 2017)
FY14-17
Cumulative
Results
(Mar 2014 –
Sep 2017)
FY18 Q1
Results
(Oct 2017 –
Dec 2017)
Year 4 Target
(Mar 2014 –
Feb 2018)
FY14-18Q1
Cumulative
Results
(Mar 2014 –
Dec 2017)
% Achievement
Non-FTF Value Chains All 18 27 26 21 53
Women 5 4 - 7 4
25
Number of actions (audit, reports, presentations, tools developed, etc.) taken to facilitate compliance of member states with ECOWAS Trade
Liberalization Scheme
Total 0 17 18 1 19 19 100%
26
Number of individuals who have received USG trainings on trade and transport enabling environment
Total (Cumulative) 0
483 756 58 493 814 165%
Women Only 124 152 7 128 159
(*) Indicators 6, 8, 9 and 11. Based on MSTAS' feedback during the December 2016 DQA, the Trade Hub stopped counting individuals meeting international grades and
standards to export or applying improved organizational-level technologies or management practices because they are not the primary point of intervention for the Trade
Hub. In previous years, these individuals had all been counted Now, only firms and associations that are meeting international grades and standards to export are counted.
For more information, see the PIRS for this indicator submitted with the March 2017 PMP update.
(**) Indicators 12, 13 and 17. Cumulative Results FY14-FY18 are FY16 Cumulative Results.
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Annex C: Agricultural vs. Non-
Agricultural (Apparel)
Investments
Year Organisation Name Country Value
Chain
# of
loans
Loan
Amount
(US$)
Equity
Injection
Value
(US$)
# of
Inv.
Investment
Value (US$) Gender Ag FTF Gender
Non-Ag
(Apparel)
Non-Ag
(Gender)
Demand
Side Supply Side
FY15 Faso Kaba SARL Mali Cereals 1 82,727
1 82,727 82,727 82,727 82,727
82,727 -
FY15 UCOVISA RCI Cereals 2 150,887
2 150,887 150,887 150,887 150,887
150,887 -
FY15 Teranga Senegal Cereals 3 653,032
3 653,032 653,032 653,032 653,032
653,032 -
FY15 Akorley Packhouse Ghana Fruits -
66,836 4 66,836
66,836
66,836 -
FY15 DTRT Ghana Apparel
300,000 5 300,000 300,000
300,000
300,000 -
FY16 DAMFA Ghana Fruits -
2,878 6 2,878
2,878
2,878 -
FY16 Cooprofel BF Fruits -
10,035 7 10,035
10,035 10,035
10,035 -
FY16 Kobiman Farms Ghana Fruits -
280,000 8 280,000
280,000
280,000 -
FY16 KAD Manufacturing
Ltd Ghana Apparel
12,000 9 12,000 12,000
12,000 12,000 12,000 -
FY16 Ivoirienne Noix
Cajou RCI Cashew 4 5,400,350 2,840,527 10 8,240,877
$8,240,877
8,240,877 -
FY16 Teranga Entreprise Senegal Cereals 5 31,808
11 31,808 31,808 31,808 31,808
31,808 -
FY16 Precision Farms and
Oil Ghana Cereals 6 210,465
12 210,465
210,465
210,465 -
FY16 Sigi Moronya BF Cereals 7 3,448
13 3,448 3,448 3,448 3,448
3,448 -
FY16 Rehoboth BF Cereals 8 1,682
14 1,682 1,682 1,682 1,682
1,682 -
FY16 La Douceur BF Cereals 9 4,205
15 4,205 4,205 4,205 4,205
4,205 -
FY16 ETS Tout Super BF Cereals 10 3,364
16 3,364 3,364 3,364 3,364
3,364 -
FY16 Dakoupa BF Cereals 11 673
17 673 673 673 673
673 -
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FY16 Bongout BF Cereals 12 2,523
18 2,523 2,523 2,523 2,523
2,523 -
FY16 UGER-B BF Cereals 13 151,371
19 151,371 151,371 151,371 151,371
151,371 -
FY16 Union Wendwaoga
Etuv Riz BF Cereals 14 25,229
20 25,229 25,229 25,229 25,229
25,229 -
FY16 AMOKFAT BF Cereals 15 17,231
21 17,231 17,231 17,231 17,231
17,231 -
FY16 Global Niynik
Nigeria Nigeria
Livestoc
k 16 97,060
22 97,060 97,060 97,060 97,060
97,060 -
FY16 UT Wend Managda BF Cereals 17 1,206
23 1,206 1,206 1,206 1,206
1,206 -
FY16 Femmes Solidaires BF Cereals 18 862
24 862 862 862 862
862 -
FY16 AMC-FC RCI Cereals 19 603,101
25 603,101
603,101
603,101 -
FY16 SANTPA RCI Cashew 20 775,416
26 775,416
775,416
775,416 -
FY16 Entr. Diallo (Mr.
owner) Mali Fruits 21 36,186
27 36,186
36,186
36,186 -
FY16 Unite Natio Cajou Mali Cashew 22 44,802
28 44,802 44,802 44,802 44,802
44,802 -
FY16 Faso Riibo BF Cereals 23 5,169
29 5,169 5,169 5,169 5,169
5,169 -
FY16 Gold Coast Farms Ghana Fruits 24 2,100,000 1,400,000 30 3,500,000
3,500,000
- 3,500,000
FY16 Renaizance Ghana Cereals
126,926 31 126,926
126,926
126,926 -
FY16 ETS Tout Super BF Cereals 25 8,505
32 8,505 8,505 8,505 8,505
8,505 -
FY16 Adi BF Shea
- 3,440,304 33 3,440,304 3,440,304 3,440,304 3,440,304
3,440,304 -
FY16 Dado Mali Cereals 26 25,514
34 25,514 25,514 25,514 25,514
25,514 -
FY16 Teranga 2 Senegal Cereals 27 425,229
35 425,229 425,229 425,229 425,229
425,229 -
FY16 Tako Mali Fruits 28 17,009
36 17,009 17,009 17,009 17,009
17,009 -
Cumulative FY15
to FY16 - - - 10,879,051 8,479,507 - 19,358,558 5,505,837 19,046,558 5,203,872 312,000 12,000 15,858,558 3,500,000
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Year Organisation Name Country Value
Chain
# of
loans
Loan
Amount
(US$)
Equity
Injection
Value
(US$)
# of
Inv.
Investment
Value (US$) Gender Ag Ag Gender
Non-Ag
(Apparel)
Non-Ag
(Gender)
Demand
Side Supply Side
FY17 INC RCI Cashews 29 7,550,806 37 7,550,806 7,550,806 7,550,806 -
FY17 AMC-FC RCI Cereals 30 487,767 38 487,767 487,767 487,767 -
FY17 Faso Grain BF Livestock 31 519,938 39 519,938 519,938 519,938 -
FY17 Ohumpong
Investment Ghana Fruits 32 457,376
- 40 457,376 457,376 457,376 -
FY17 Promo Fruits Benin Fruits
33 246,503 41 246,503 246,503
- 246,503
FY17 Sababougnouma BF Cereals
34 1,660 42 1,660 1,660 1,660 1,660 1,660 -
FY17 Keinkoleligui BF Cereals 35 456 43 456 456 456 456 456 -
FY17 Siguignougonya BF Cereals 36 2,075 44 2,075 2,075 2,075 2,075 2,075 -
FY17 AMOKFAT BF Cereals
37 3,409 45 3,409 3,409 3,409 3,409 3,409 -
FY17 Yankadi BF Cereals
38 503 46 503 503 503 503 503 -
FY17 Kankelemtigui BF Cereals
39 336 47 336 336 336 336 336 -
FY17 UTRAMALF BF Cereals 40 839 48 839 839 839 839 839 -
FY17 Utrafils BF Cereals 41 839 49 839 839 839 839 839 -
FY17 ENAK BF Cereals 42 97,363 50 97,363 97,363 97,363 -
FY17 Ecookim RCI Cocoa 43 1,762,215 51 1,762,215 1,762,215 - 1,762,215
FY17 CABF RCI Cocoa 44 848,112 52 848,112
848,112
-
848,112
FY17 FEDCO Ghana Cocoa 45 2,921,122 53 2,921,122
2,921,122
-
2,921,122
FY17 Teranga 2 Senegal Cereals 46 159,370 54 159,370 159,370
159,370
159,370 159,370 -
FY17 AMOKFAT BF Cereals 47 8,106 55 8,106 8,106 8,106 8,106 8,106 -
FY17 Femme Solidaire BF Cereals 48 1,643 56 1,643 1,643 1,643 1,643 1,643 -
FY17 Agriaccess Ghana Ghana Cereals 49 152,198 57 152,198 152,198
- 152,198 -
FY17 UDTER BF Cereals 50 51,027 58 51,027 51,027 51,027 51,027 51,027 -
FY17 La Douceur BF Cereals 51 4,061 59 4,061 4,061 4,061 4,061 4,061 -
FY17 TEGAWENDE BF Cereals 52 1,276 60 1,276 1,276 1,276 1,276 1,276 -
FY17 ADI PROD BF Shea 53 3,894,378 61 3,894,378 3,894,378 3,894,378 3,894,378 3,894,378 -
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FY17 CABF RCI Cocoa 54 1,156,337 62 1,156,337 1,156,337 1,156,337 - 1,156,337
FY17 Cooca Trade Ivoire RCI Cocoa 55 1,208,319 63 1,208,319 1,208,319 - 1,208,319
FY17 Senfresh Senegal Fruits 56 12,436 64 12,436 12,436 12,436 -
FY17 Kake 5 Benin Cashew 57 422,316 65 422,316 422,316 - 422,316
FY17 La Lumiere Benin Cashew 58 211,996 66 211,996 211,996 - 211,996
FY17 Coumba Nor
Thiam Senegal Cereals 59 979,497 67 979,497 979,497 - 979,497
FY17 Precision Farms &
Oils Ghana Cereals 60 203,552 68 203,552 203,552 203,552 -
FY17 Scak Coop RCI Cashew 61 1,625,607 69 1,625,607 1,625,607 1,625,607 -
FY17 Waka BF Fruits 62 392,090 70 392,090 392,090 392,090 -
FY17 Scak Coop RCI Cashew 63 1,219,205 71 1,219,205 1,219,205 1,219,205 -
FY17 Cajou Casamance Senegal Cashew 64 416,753 72 416,753 416,753 - 416,753
FY17 Tolaro Global -
Oikocredit Benin Cashew 65 750,000 73 750,000 750,000 - 750,000
FY17 Tolaro Global -
Moringa Benin Cashew 66 1,000,000 5,000,000 74 6,000,000 6,000,000 - 6,000,000
FY17 Afokantan Benin
Cashew Benin Cashew 67 1,066,140 75 1,066,140 1,066,140 - 1,066,140
FY17 Cooca Trade Ivoire RCI Cocoa 68 1,250,260 76 1,250,260 1,250,260 - 1,250,260
FY17 Coumba Nor
Thiam Senegal Cereals 69 511,108 77 511,108 511,108 - 511,108
FY17 Mamelles Jabot Senegal Livestock 70 852,593 78 852,593 852,593 - 852,593
FY17 Precision Farms Ghana Cereals 71 203,082 79 203,082 203,082 203,082 -
FY17 Faso Kaba Mali Cereals 72 127,979 80 127,979 127,979 127,979 127,979 127,979 -
FY17 Mayor Farm and
Agro Nigeria Cereals 73 187,274 81 187,274 187,274 187,274 -
FY17 Mayor Farm and
Agro Nigeria Cereals 156,647 82 156,647 156,647 156,647 -
FY17 Fair Deal Farm Nigeria Livestock 74 22,889 83 22,889 22,889 22,889 22,889 22,889 -
FY17 GraceCo Nigeria Cereals 75 970,073 84 970,073 970,073 970,073 970,073 970,073 -
FY17 Top Agro BF Cereals 76 444,073 85 444,073 444,073 444,073 -
FY17 Faso Malo (Coris
Bank) BF Cereals 77 40,211 86 40,211 40,211 40,211 -
FY17 Teranga 2 Senegal Cereals 78 269,704 87 269,704 269,704 269,704 269,704 269,704 -
FY17 AviNiger Niger Cereals 79 5,588,525 1,167,612 88 6,756,137 6,756,137 - 6,756,137
FY17 Othentic BF Apparel 80 313,949 89 313,949 313,949 313,949 313,949 313,949 -
FY17
40,619,346 6,324,259 46,943,604 5,834,573 46,629,655 6,676,960 313,949 313,949 19,584,196 27,359,409
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Year Organisation Name Country Value
Chain
# of
loans
Loan
Amount
(US$)
Equity
Injection
Value (US$)
# of
Inv.
Investment
Value (US$) Gender Ag Ag Gender
Non-Ag
(Apparel)
Non-Ag
Gender
Demand
Side Supply Side
FY18 O'Sey RCI Apparel 81 1,826,999 90 1,826,999 1,826,999 1,826,999 -
FY18 Food Services RCI Livestock 82 1,004,515 91 1,004,515 1,004,515 1,004,515 -
FY18 Tiele Kouly RCI Cocoa 83 145,529 92 145,529 145,529 - 145,529
FY18 Ecam Scoops RCI Cocoa 84 542,057 93 542,057 542,057 - 542,057
FY18 Cofuma RCI Cocoa 85 159,287 94 159,287 159,287 - 159,287
FY18 SocaGnipi RCI Cocoa 86 359,879 95 359,879 359,879 - 359,879
FY18 Caeni RCI Cocoa 87 107,964 96 107,964 107,964 - 107,964
FY18 Copanex RCI Cocoa 88 359,879 97 359,879 359,879 - 359,879
FY18 Scoop-AP RCI Cocoa 89 90,343 98 90,343 90,343 - 90,343
FY18 Sivap RCI Cocoa 90 359,879 99 359,879 359,879 - 359,879
FY18 Sal 2B RCI Cocoa 91 353,970 100 353,970 353,970 - 353,970
FY18 SCPS RCI Cocoa 92 70,794 101 70,794 70,794 - 70,794
FY18 Coopaahs RCI Cocoa 93 722,743 102 722,743 722,743 - 722,743
FY18 Harmax RCI Cocoa 94 530,956 103 530,956 530,956 - 530,956
FY18 FMA Industry RCI Cashew 95 884,926 104 884,926 884,926 - 884,926
FY18 Secom RCI Cocoa 96 126,480 105 126,480 126,480 - 126,480
FY18 Perform Word RCI Cocoa 97 3,975,087 106 3,975,087 3,975,087 - 3,975,087
FY18 Ivoire Cashew RCI Cashew 98 5,420,573 107 5,420,573 5,420,573 - 5,420,573
FY18 Unacois (Union of
traders) Senegal Peanuts 99 1,806,858 108 1,806,858 1,806,858 - 1,806,858
FY18 Jofa Corporation RCI Fruits 179,940 109 179,940 179,940 179,940 -
FY18 Group Waka BF Cashew 100 447,934 110 447,934 447,934 447,934 -
FY18 Soprosa Mali Cereals 101 1,808,654 - 111 1,808,654 1,808,654 - 1,808,654
FY18 Alaffia Togo Shea 102 800,000 - 112 800,000 800,000 - 800,000
FY18 Ecookim RCI Cocoa 103 2,356,760 113 2,356,760 2,356,760 - 2,356,760
FY18 CABF RCI Cocoa 104 1,418,772 114 1,418,772 1,418,772 - 1,418,772
FY18 FEDCO Ghana Cocoa 105 2,728,920 115 2,728,920 2,728,920 - 2,728,920
FY18 Cocoa Trade Ivoire RCI Cocoa 106 1,424,700 116 1,424,700 1,424,700 - 1,424,700
FY18 Ocean RCI Cocoa 107 1,159,480 117 1,159,480 1,159,480 - 1,159,480
FY18 Socak Katana RCI Cocoa 108 1,079,740 118 1,079,740 1,079,740 - 1,079,740
FY18 GIE Mame khary Senegal Cereals 109 98,176 119 98,176 98,176 98,176 -
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165
diop Gaya kheune
FY18 GIE Magueye selle
dieye Senegal Cereals 110 103,957 120 103,957 103,957 103,957 -
FY18 GIE Dioubo de
Ronkh Senegal Cereals 111 220,897 121 220,897 220,897 220,897 -
FY18 Ets Darou
mbodjienne Senegal Cereals 112 270,828 122 270,828 270,828 270,828 -
FY18 GIE Birane Awa Sall Senegal Cereals 113 121,283 123 121,283 121,283 121,283 -
FY18 Ets Toro multi
services Senegal Cereals 114 98,176 124 98,176 98,176 98,176 -
FY18 GIE jokkere endam Senegal Cereals 115 98,176 125 98,176 98,176 98,176 -
FY18 GIE Mbissine Senegal Cereals 116 132,847 126 132,847 132,847 132,847 -
FY18 GIE Bassine Senegal Cereals 117 274,744 127 274,744 274,744 274,744 274,744 274,744 -
FY18 GIE Ndiabenoise Senegal Cereals 118 164,552 128 164,552 164,552 164,552 -
FY18
33,657,315 179,940 33,837,255 274,744 32,010,256 274,744 1,826,999 - 5,043,024 28,794,231
Cumulative
FY15 to FY18 118 85,155,712 14,983,705 128 100,139,417 11,615,153 97,686,470 12,155,576 2,452,948 325,949 40,485,777 59,653,640
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Annex D: Regional vs. Global
Investments
Year Organisation Name Country Value
Chain
# of
loans
Loan
Amount
(US$)
Equity
Injection
Value
(US$)
# of
Inv.
Investment
Value (US$) Gender FTF FTF Gender Global
Global
Gender
Demand
Side Supply Side
FY15 Faso Kaba SARL Mali Cereals 1 82,727 1 82,727 82,727 82,727 82,727 82,727 -
FY15 UCOVISA RCI Cereals 2 150,887 2 150,887 150,887 150,887 150,887 150,887 -
FY15 Teranga Senegal Cereals 3 653,032 3 653,032 653,032 653,032 653,032 653,032 -
FY15 Akorley Packhouse Ghana Fruits - 66,836 4 66,836 66,836 66,836 -
FY15 DTRT Ghana Apparel
300,000 5 300,000 300,000 300,000 300,000 -
FY16 DAMFA Ghana Fruits - 2,878 6 2,878 2,878 2,878 -
FY16 Cooprofel BF Fruits - 10,035 7 10,035 10,035 10,035 10,035 -
FY16 Kobiman Farms Ghana Fruits - 280,000 8 280,000 280,000 280,000 -
FY16 KAD
Manufacturing Ltd Ghana Apparel
12,000 9 12,000 12,000 12,000 12,000 12,000 -
FY16 Ivoirienne Noix
Cajou RCI Cashew 4 5,400,350 2,840,527 10 8,240,877 8,240,877 8,240,877 -
FY16 Teranga Entreprise Senegal Cereals 5 31,808 11 31,808 31,808 31,808 31,808 31,808 -
FY16 Precision Farms
and Oil Ghana Cereals 6 210,465 12 210,465 210,465 210,465 -
FY16 Sigi Moronya BF Cereals 7 3,448 13 3,448 3,448 3,448 3,448 3,448 -
FY16 Rehoboth BF Cereals 8 1,682 14 1,682 1,682 1,682 1,682 1,682 -
FY16 La Douceur BF Cereals 9 4,205 15 4,205 4,205 4,205 4,205 4,205 -
FY16 ETS Tout Super BF Cereals 10 3,364 16 3,364 3,364 3,364 3,364 3,364 -
FY16 Dakoupa BF Cereals 11 673 17 673 673 673 673 673 -
FY16 Bongout BF Cereals 12 2,523 18 2,523 2,523 2,523 2,523 2,523 -
FY16 UGER-B BF Cereals 13 151,371 19 151,371 151,371 151,371 151,371 151,371 -
FY16 Union Wendwaoga
Etuv Riz BF Cereals 14 25,229 20 25,229 25,229 25,229 25,229 25,229 -
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FY16 AMOKFAT BF Cereals 15 17,231 21 17,231 17,231 17,231 17,231 17,231 -
FY16 Global Niynik
Nigeria Nigeria Livestock 16 97,060 22 97,060 97,060 97,060 97,060 97,060 -
FY16 UT Wend Managda BF Cereals 17 1,206 23 1,206 1,206 1,206 1,206 1,206 -
FY16 Femmes Solidaires BF Cereals 18
862
24
862
862
862
862
862 -
FY16 AMC-FC RCI Cereals 19 603,101 25 603,101 603,101 603,101 -
FY16 SANTPA RCI Cashew 20 775,416 26 775,416 775,416 775,416 -
FY16 Entr. Diallo (Mr.
owner) Mali Fruits 21 36,186 27 36,186 36,186 36,186 -
FY16 Unite Natio Cajou Mali Cashew 22 44,802 28 44,802 44,802 44,802 44,802 44,802 -
FY16 Faso Riibo BF Cereals 23 5,169 29 5,169 5,169 5,169 5,169 5,169 -
FY16 Gold Coast Farms Ghana Fruits 24 2,100,000 1,400,000 30 3,500,000 - 3,500,000 - 3,500,000
FY16 Renaizance Ghana Cereals
126,926 31 126,926 126,926 126,926 -
FY16 ETS Tout Super BF Cereals 25 8,505 32 8,505 8,505 8,505 8,505 8,505 -
FY16 Adi-Prod BF Shea
- 3,440,304 33 3,440,304 3,440,304 3,440,304 3,440,304 3,440,304 -
FY16 Dado Mali Cereals 26 25,514 34 25,514 25,514 25,514 25,514 25,514 -
FY16 Teranga 2 Senegal Cereals 27 425,229 35 425,229 425,229 425,229 425,229 425,229 -
FY16 Tako Mali Fruits 28 17,009 36 17,009 17,009 17,009 17,009 17,009 -
FY15 and FY16
10,879,051 8,479,507 19,358,558 5,505,837 2,632,216 1,691,723 16,726,343 3,524,150 15,858,558 3,500,000
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Year Organisation
Name Country
Value
Chain
# of
loans
Loan
Amount
(US$)
Equity
Injection
Value
(US$)
# of
Inv.
Investment
Value (US$) Gender FTF
FTF
Gender Global
Global
Gender
Demand
Side Supply Side
FY17 INC RCI Cashews 29 7,550,806 37 7,550,806 7,550,806 7,550,806 -
FY17 AMC-FC RCI Cereals 30 487,767 38 487,767 487,767 487,767 -
FY17 Faso Grain BF Livestock 31 519,938 39 519,938 519,938 519,938 -
FY17 Ohumpong
Investment Ghana Fruits 32 457,376 40 457,376 457,376 457,376 -
FY17 Promo Fruits Benin Fruits 33 246,503 41 246,503 246,503 - 246,503
FY17 Sababougnouma BF Cereals 34 1,660 42 1,660 1,660 1,660 1,660 1,660 -
FY17 Keinkoleligui BF Cereals 35 456 43 456 456 456 456 456 -
FY17 Siguignougonya BF Cereals 36 2,075 44 2,075 2,075 2,075 2,075 2,075 -
FY17 AMOKFAT BF Cereals 37 3,409 45 3,409 3,409 3,409 3,409 3,409 -
FY17 Yankadi BF Cereals 38 503 46 503 503 503 503 503 -
FY17 Kankelemtigui BF Cereals 39 336 47 336 336 336 336 336 -
FY17 UTRAMALF BF Cereals 40 839 48 839 839 839 839 839 -
FY17 Utrafils BF Cereals 41 839 49 839 839 839 839 839 -
FY17 ENAK BF Cereals 42 97,363 50 97,363 97,363 97,363 -
FY17 Ecookim RCI Cocoa 43 1,762,215 51 1,762,215 1,762,215 - 1,762,215
FY17 CABF RCI Cocoa 44 848,112 52 848,112 848,112 - 848,112
FY17 FEDCO Ghana Cocoa 45 2,921,122 53 2,921,122 2,921,122 - 2,921,122
FY17 Teranga 2 Senegal Cereals 46 159,370 54 159,370 159,370 159,370 159,370 159,370 -
FY17 AMOKFAT BF Cereals 47 8,106 55 8,106 8,106 8,106 8,106 8,106 -
FY17 Femme Solidaire BF Cereals 48 1,643 56 1,643 1,643 1,643 1,643 1,643 -
FY17 Agriaccess Ghana Ghana Cereals 49 152,198 57 152,198 152,198 - 152,198 -
FY17 UDTER BF Cereals 50 51,027 58 51,027 51,027 51,027 51,027 51,027 -
FY17 La Douceur BF Cereals 51 4,061 59 4,061 4,061 4,061 4,061 4,061 -
FY17 TEGAWENDE BF Cereals 52 1,276 60 1,276 1,276 1,276 1,276 1,276 -
FY17 ADI PROD BF Shea 53 3,894,378 61 3,894,378 3,894,378 3,894,378 3,894,378 3,894,378 -
FY17 CABF RCI Cocoa 54 1,156,337 62 1,156,337 1,156,337 - 1,156,337
FY17 Cooca Trade
Ivoire RCI Cocoa 55 1,208,319 63 1,208,319 1,208,319 - 1,208,319
FY17 Senfresh Senegal Fruits 56 12,436 64 12,436 12,436 12,436 -
FY17 Kake 5 Benin Cashew 57 422,316 65 422,316 422,316 - 422,316
FY17 La Lumiere Benin Cashew 58 211,996 66 211,996 211,996 - 211,996
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FY17 Coumba Nor
Thiam Senegal Cereals 59 979,497 67 979,497 979,497 - 979,497
FY17 Precision Farms &
Oils Ghana Cereals 60 203,552 68 203,552 203,552 203,552 -
FY17 Scak Coop RCI Cashew 61 1,625,607 69 1,625,607 1,625,607 1,625,607 -
FY17 Waka BF Fruits 62 392,090 70 392,090 392,090 392,090 -
FY17 Scak Coop RCI Cashew 63 1,219,205 71 1,219,205 1,219,205 1,219,205 -
FY17 Cajou Casamance Senegal Cashew 64 416,753 72 416,753 416,753 - 416,753
FY17 Tolaro Global -
Oikocredit Benin Cashew 65 750,000 73 750,000 750,000 - 750,000
FY17 Tolaro Global -
Moringa Benin Cashew 66 1,000,000 5,000,000 74 6,000,000 6,000,000 - 6,000,000
FY17 Afokantan Benin
Cashew Benin Cashew 67 1,066,140 75 1,066,140 1,066,140 - 1,066,140
FY17 Cooca Trade
Ivoire RCI Cocoa 68 1,250,260 76 1,250,260 1,250,260 - 1,250,260
FY17 Coumba Nor
Thiam Senegal Cereals 69 511,108 77 511,108 511,108 - 511,108
FY17 Mamelles Jabot Senegal Livestock 70 852,593 78 852,593 852,593 - 852,593
FY17 Precision Farms Ghana Cereals 71 203,082 79 203,082 203,082 203,082 -
FY17 Faso Kaba Mali Cereals 72 127,979 80 127,979 127,979 127,979 127,979 127,979 -
FY17 Mayor Farm and
Agro Nigeria Cereals 73 187,274 81 187,274 187,274 187,274 -
FY17 Mayor Farm and
Agro Nigeria Cereals 156,647 82 156,647 156,647 156,647 -
FY17 Fair Deal Farm Nigeria Livestock 74 22,889 83 22,889 22,889 22,889 22,889 22,889 -
FY17 GraceCo Nigeria Cereals 75 970,073 84 970,073 970,073 970,073 970,073 970,073 -
FY17 Top Agro BF Cereals 76 444,073 85 444,073 444,073 444,073 -
FY17 Faso Malo (Coris
Bank) BF Cereals 77 40,211 86 40,211 40,211 40,211 -
FY17 Teranga 2 Senegal Cereals 78 269,704 87 269,704 269,704 269,704 269,704 269,704 -
FY17 AviNiger Niger Cereals 79 5,588,525 1,167,612 88 6,756,137 6,756,137 - 6,756,137
FY17 Othentic BF Apparel 80 313,949 89 313,949 313,949 313,949 313,949 313,949 -
FY17
40,619,346 6,324,259 46,943,604 5,834,573 13,217,684 1,626,246 33,725,920 4,208,327 19,584,196 27,359,409
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Year Organisation
Name Country
Value
Chain
# of
loans
Loan
Amount
(US$)
Equity
Injection
Value (US$)
# of
Inv.
Investment
Value (US$) Gender FTF
FTF
Gender Global
Global
Gender
Demand
Side Supply Side
FY18 O'Sey RCI Apparel 81 1,826,999 90 1,826,999 1,826,999 1,826,999 -
FY18 Food Services RCI Livestock 82 1,004,515 91 1,004,515 1,004,515 1,004,515 -
FY18 Tiele Kouly RCI Cocoa 83 145,529 92 145,529 145,529 - 145,529
FY18 Ecam Scoops RCI Cocoa 84 542,057 93 542,057 542,057 - 542,057
FY18 Cofuma RCI Cocoa 85 159,287 94 159,287 159,287 - 159,287
FY18 SocaGnipi RCI Cocoa 86 359,879 95 359,879 359,879 - 359,879
FY18 Caeni RCI Cocoa 87 107,964 96 107,964 107,964 - 107,964
FY18 Copanex RCI Cocoa 88 359,879 97 359,879 359,879 - 359,879
FY18 Scoop-AP RCI Cocoa 89 90,343 98 90,343 90,343 - 90,343
FY18 Sivap RCI Cocoa 90 359,879 99 359,879 359,879 - 359,879
FY18 Sal 2B RCI Cocoa 91 353,970 100 353,970 353,970 - 353,970
FY18 SCPS RCI Cocoa 92 70,794 101 70,794 70,794 - 70,794
FY18 Coopaahs RCI Cocoa 93 722,743 102 722,743 722,743 - 722,743
FY18 Harmax RCI Cocoa 94 530,956 103 530,956 530,956 - 530,956
FY18 FMA Industry RCI Cashew 95 884,926 104 884,926 884,926 - 884,926
FY18 Secom RCI Cocoa 96 126,480 105 126,480 126,480 - 126,480
FY18 Perform Word RCI Cocoa 97 3,975,087 106 3,975,087 3,975,087 - 3,975,087
FY18 Ivoire Cashew RCI Cashew 98 5,420,573 107 5,420,573 5,420,573 - 5,420,573
FY18 Unacois (Union
of traders) Senegal Peanuts 99 1,806,858 108 1,806,858 1,806,858 - 1,806,858
FY18 Jofa
Corporation RCI Fruits 179,940 109 179,940 179,940 179,940 -
FY18 Group Waka BF Cashew 100 447,934 110 447,934 447,934 447,934 -
FY18 Soprosa Mali Cereals 101 1,808,654 - 111 1,808,654 1,808,654 - 1,808,654
FY18 Alaffia Togo Shea 102 800,000 - 112 800,000 800,000 - 800,000
FY18 Ecookim RCI Cocoa 103 2,356,760 113 2,356,760 2,356,760 - 2,356,760
FY18 CABF RCI Cocoa 104 1,418,772 114 1,418,772 1,418,772 - 1,418,772
FY18 FEDCO Ghana Cocoa 105 2,728,920 115 2,728,920 2,728,920 - 2,728,920
FY18 Cocoa Trade
Ivoire RCI Cocoa 106 1,424,700 116 1,424,700 1,424,700 - 1,424,700
FY18 Ocean RCI Cocoa 107 1,159,480 117 1,159,480 1,159,480 - 1,159,480
FY18 Socak Katana RCI Cocoa 108 1,079,740 118 1,079,740 1,079,740 - 1,079,740
FY18 GIE Mame
khary diop Senegal Cereals 109 98,176 119 98,176 98,176 98,176 -
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Gaya kheune
FY18 GIE Magueye
selle dieye Senegal Cereals 110 103,957 120 103,957 103,957 103,957 -
FY18 GIE Dioubo de
Ronkh Senegal Cereals 111 220,897 121 220,897 220,897 220,897 -
FY18 Ets Darou
mbodjienne Senegal Cereals 112 270,828 122 270,828 270,828 270,828 -
FY18 GIE Birane Awa
Sall Senegal Cereals 113 121,283 123 121,283 121,283 121,283 -
FY18 Ets Toro multi
services Senegal Cereals 114 98,176 124 98,176 98,176 98,176 -
FY18 GIE jokkere
endam Senegal Cereals 115 98,176 125 98,176 98,176 98,176 -
FY18 GIE Mbissine Senegal Cereals 116 132,847 126 132,847 132,847 132,847 -
FY18 GIE Bassine Senegal Cereals 117 274,744 127 274,744 274,744 274,744 274,744 274,744 -
FY18 GIE
Ndiabenoise Senegal Cereals 118 164,552 128 164,552 164,552 164,552 -
FY18
33,657,315 179,940 33,837,255 274,744 4,396,806 274,744 29,440,449 - 5,043,024 28,794,231
Cumulative
FY15 to FY18 118 85,155,712 14,983,705 128 100,139,417 11,615,153 20,246,705 3,592,712 79,892,712 7,732,477 40,485,777 59,653,640
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Annex E: Grants
Grantee Type of
Grant
Final Grant
Amount Activities Undertaken During the Year
AGOA Trade Resource Centers (ATRC): Provided financial support and training so that the ATRCs can provide expert
guidance to firms to help them take advantage of opportunities under AGOA.
Benin ATRC FAA $7,800
Began implementation of activities in September 2016.
Supported development of a database of exporters
Organized AGOA workshop and educated SMEs on opportunities under
AGOA
Worked to update the Textile Visa
Burkina Faso
ATRC FAA $2,500
Organized one AGOA workshop
This ATRC was not active so the (remaining) grant was cancelled in 2017.
Cameroon
ATRC FAA $9,600
Supported development of a database of exporters
Organized AGOA workshop and educated SMEs on opportunities under
AGOA.
Organized half-day workshops for agro-processors and apparel producers.
Côte d’Ivoire
ATRC FAA $20,100
Built database of exporters who could take advantage of opportunities under AGOA.
Organized AGOA workshop and educated SMEs on opportunities under
AGOA.
Organized practical Training workshops in the textile sector.
Visit to Ghana to meet with businesses in the sectors of mango processing
Ghana ATRC FAA and in-
kind grant $14,800
Built a database of exporters by sector
Organized AGOA workshop and educated SMEs on opportunities under
AGOA
Nigeria ATRC
(NEPC)
FAA and in-
kind grant $0
Built a database of exporters by sector
Organized AGOA workshops and educated SMEs on opportunities under AGOA
(We were told that NEPC conducted activities; however, they never submitted
invoices against the Grant)
Nigeria ATRC
NACC
(new in 2017)
Fixed
amount
award and
in-kind grant
$9,000
$4,000 approved as a fixed amount award to implement capacity-building and
training activities.
The ATRC was rebranded and equipped to meet the needs of members of
the Nigerian American Chamber of Commerce
Built a database and prepare profile of export-ready companies by sector
Organized capacity-building activities including export finance and commodity
export training for its members
An in-kind grant of $5,000 was awarded to the Nigeria ATRC to provide computers with related accessories and office furniture for the ATRC.
Senegal ATRC FAA $0 This ATRC was not active and the grant was cancelled in 2017.
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Sierra Leone
ATRC
(new in 2017)
Fixed
amount
award and
in-kind grant
$7,000 $3,000 fixed amount award to implement capacity building activities for export-
ready companies (ERCs). This paid for:
Rebranding the ATRC to attract more companies
Building a database of Sierra Leone exporters by sector
Organizing AGOA workshops, educating SMEs on opportunities under
AGOA.
In-kind grant of $4,000 to provide computers, related accessories and office furniture for the rebranded center. The computers and accessories were
purchased and presented to the grantee.
Liberia ATRC
(new in 2017)
Fixed
amount
award and
in-kind grant
$4,000 $4,000 approved as a fixed amount award to implement capacity-building
activities however grantee did not implement the activities.
An in-kind grant of $4,000 awarded to provide computers with related
accessories and office furniture. This was handed over to the ATRC in
December 2017.
Togo ATRC
(new in 2017)
Fixed
amount
award and
in-kind grant
$3,500 $4,500 was approved as a FAA to implement capacity building activities
however grantee did not complete the activities.
An in-kind grant of $3,500 was awarded to the Togo ATRC to provide computers with related accessories. Office equipment and furniture have been
provided and handed over to the ATRC.
Guinea ATRC
(new in 2017)
Fixed
amount
award and
in-kind grant
$6,500 $3,000 spent as a fixed amount award to implement capacity building activities.
The ATRC is being rebranded to meet the needs of the Guinea ATRC.
Yet to start the implementation of the grant activities
An in-kind grant of $3,500 awarded to the Guinea ATRC to provide computers
with related accessories and furniture. The computers and accessories were
purchased and presented to the grantee.
African Cashew Alliance: Improved the capacity of the ACA to provide quality services to its members along the
cashew value chain
ACA Fixed
Amount
Award
(FAA)
$278,000 Conducted training needs assessment and organized training on managing cashew plants and on processing fundamentals for factory staff and
management from Benin, Ghana, Nigeria, Guinea, Guinea-Bissau, The Gambia,
Senegal, Côte d’Ivoire, Mali, Burkina Faso.
Trained over 60 factory managers and workers to date.
Organized initial and follow-up training on data collection methods for MIS
data collectors from Benin, Ghana, Nigeria, Guinea, Guinea-Bissau, The
Gambia, Senegal, Côte d’Ivoire, Mali, Burkina Faso.
Conducted training needs assessment of ACA staff on administrative and managerial skills and systems.
Apparel: Supporting apparel manufacturers and facilitating the development of the apparel value chain.
Dignity/DTRT In-kind $139, 477 Equipment handed over to grantee who has expanded its production line to
substantially increase long-term employment.
AGAM In kind $5,000 Provided equipment for a well-equipped secretariat, which is expected to provide
quality support to its members and thus support the development of the
individual firms.
Livestock: Improving the capacities of regional alliances to provide quality services to members and improving the
operating environment.
COFENABVI FAA $150,000 Organized fundraising workshops in Mali.
Organized resource mobilization workshop in Togo.
Facilitated the creation of livestock sector cooperatives in Burkina Faso and
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Côte d’Ivoire.
Trained women in best practices and financial management in Benin and
Burkina Faso.
Trained Kilichi producers and 10 butchers on improved techniques for meat processing and value-addition for high end-markets in Niger.
Organized outreach trip to livestock professional associations in Guinea,
explored and agreed on action plan for path to membership in COFENABVI.
Supported livestock networks and exports of fattened cattle in Mali and
Burkina Faso
Organized contracting workshop for cattle fatteners in Mali and Burkina Faso.
Organized study trip for Burkinabé actors to the privately managed market of
Gogonou in Benin.
Paid the salaries of the Executive Secretary and the Accountant.
Conducted training and management programs for association management.
MIS: Improving the capacities of regional alliances to provide quality services to members and improving the operating
environment.
RESIMAO FAA and any
in kind
$143,000 Developed administrative and accounting procedures manual to guide the
organization.
Developed communications plan for the organization.
Organized programs to strengthen the analytical capabilities of national
associations and the Executive Secretariat staff.
Supported the hosting of the RESIMAO platform.
Initiated action to extend RESIMAO activities to Ghana, Sierra Leone, Liberia, Chad, and Cabo Verde.
Paid the salaries of the Executive Secretary and the Accountant to strengthen
the secretariat to meet the needs of members.
Shea: Support to expansion of a social model of entrepreneurship and value chain development and Shea training
AlAffia FAA $8,000 The American-Togolese company, Alaffia, provides a model of how the social
enterprise approach works in practice. Alaffia was founded by Olowo-n’djo
Tchala in 2003 to alleviate poverty and empower communities in West Africa
through the fair trade of shea butter and other indigenous resources from Togo.
These products target ethically-conscious young consumers in the United States.
Alaffia has now become a major supplier of body care products to the natural
products industry across the United States. It also works with more than 3000
women shea nut collectors and processors in a socially responsible and ethical
manner while maintaining a profitable company. Alaffia therefore offers a model
for extending the social enterprise-based approach to economic growth and
trade to other sectors and regions in Togo and beyond. The objective of the $8k
grant was to support a financial review of engagements of Alaffia’s company
financials is to provide them with the documentation needed to meet the
requirements of the lender, Oikocredit, regarding Alaffia’s operations in the U.S.
and the nature and volume of their business there, as part of their seeking a line
of credit to expand operations in West Africa.
Global Shea
Alliance
FAA $200,000 Organized complimentary training programs in cooperative development, business management, and kernel aggregation for women shea nut collectors
operating 20 warehouses provided by GSA Sustainability partners
Trained over 600 women shea collectors
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Mango: Supported mango farmers and processor associations with training, equipment, and tools to increase
production of quality mangoes, improve safety, and enable them to obtain the certifications needed to export
quality fresh and processed mangoes to markets in Europe and eventually the U.S.
DAMFA, Ghana In-kind $4,715 Provided computers and accessories to facilitate group certification under
GLOBALG.A.P.—a key requirement to meet international food safety
standards.
YKMFA, Ghana In-kind $4,800
Akorley Pack
House, Ghana
In-kind $28,509 Installed new computerized software for grading and sorting quality fresh
mangoes.
Established quality control laboratory for quantity analysis of consignments shipped out of pack house, to ensure traceability and proper
documentation as required under GLOBALG.A.P. & HACCP.
Supplied 500 durable plastic harvesting crates for aggregation and transfer
of mangoes to the pack house, to reduce post-harvest losses.
Coopérative des
Producteurs de
Fruits et Légumes
de Keur Mbir
Ndao, Senegal
In-Kind $7,502 Acquired weighing scales, packaging equipment, crates, and washing basins
installed in the bulking /collection center.
APROMA-B,
Burkina Faso
In-Kind $6,370 Equipped APROMA-B’s secretariat to better provide administrative
support for effective operations and to coordinate the activities of its
three key affiliate associations: UNPMB, PTRAMAB, and APEMAB.
Sanle Séchage,
Burkina Faso
In-Kind $22,176 Provided crates for collection, aggregation, and storage of mangoes at the
collection/bulking center, to reduce post-harvest losses.
Provided generator to enhance the drying of mangoes.
Rose Éclat In-Kind $8,000 Provided crates to enhance collection and aggregation of mangoes dried for export.
Trade & Transport Enabling Environment: Helped improve the capacities of the regional alliance, improve the
operating environment, and provide quality services to members, especially focusing on developing financial
sustainability
Borderless
Alliance
Cost-
reimbursable
$720,000 Supported advocacy meetings with regional police commanders in Ghana.
Trained livestock transporters in Ghana and Burkina Faso.
Installed campaign billboards on the Tema–Paga corridor.
Facilitated bilateral ISRT meeting on validation of vehicle approval for Côte d’Ivoire.
Conducted fee-for-service survey.
Facilitated CILSS/Borderless meeting in Burkina Faso on ProFAB grant.
Organized focal point meetings in Ghana related to e-platform activity.
Designed truck sticker in support of e-platform activity.
=
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Annex F: AGOA Workshops
(2016-17) Workshop City/Country Date
AGOA Technical Workshop: Costing, Pricing,
Productivity, & Finance Accra, Ghana October 12, 2016
AGOA Roundtable: Export Opportunities for Chadian
Enterprises N’Djamena, Chad October 12, 2016
AGOA National Strategy workshops: Apparel Abidjan, Côte d’Ivoire October 18-19, 2016
Experience and lessons learned at the September 24-28
AfrICANDO Food and Beverages Expo Abidjan, Côte d’Ivoire October 27, 2016
Workshop on AGOA Quality, Standards, Packaging and
Labelling Requirements Accra, Ghana October 28, 2016
AGOA Training Session on International Standards in
Food Packaging Abidjan, Côte d’Ivoire November 10, 2016
AGOA Roundtable Niamey, Niger November 10, 2016
Workshop on AGOA Benefits and Eligibility, Certificate
of Origin and Non-Textiles Rules Accra, Ghana November 11, 2016
AGOA Awareness Workshop Praia, Cabo Verde November 16, 2016
U.S. Food and Drug Administration (FDA) requirements Abidjan, Côte d’Ivoire November 17, 2016
Second AGOA National Strategy Workshop Abidjan, Côte d’Ivoire November 23-24, 2016
AGOA Workshop on Costing and Pricing Abidjan, Côte d’Ivoire November 23, 2016
Export Promotion, AGOA Awareness with Focus on
Mango Accra, Ghana November 23, 2016
AGOA Technical Workshop: Costing, Pricing,
Productivity, & Finance Accra, Ghana November 25, 2016
Séminaire de formation sur l’AGOA et attraction des
Investissements directs étrangers Douala, Cameroun November 30, 2016
AGOA Awareness Workshop for AWEP Togo Chapter
& AGOA Forum Preparation Meeting with Advance
Team
Lomé , Togo December 1-3, 2016
AGOA Workshop on Accounting Principles and
Business Plan Development (Theory) Abidjan, Côte d’Ivoire December 1, 2016
AGOA Workshop on Accounting Principles and
Business Plan Development (Practical) Abidjan, Côte d’Ivoire December 15, 2016
AGOA Training Session for Nigerian Customs, Export Lagos, Nigeria December 15-16, 2016
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Promotion and Bank Officials
AGOA Workshop Douala, Cameroun December 20, 2016
AGOA Promotion and Training on Standards and
Quality Freetown, Sierra Leone January 24, 2017
AGOA and Export Opportunities to the U.S. Market for
Burkina Enterprises Bobo Dioulasso, Burkina Faso January 24, 2017
AGOA Promotion and Training on Standards and
Quality Monrovia, Liberia January 25, 2017
AGOA and Export Opportunities to the U.S. Market for
Burkina Enterprises Ouagadougou, Burkina Faso January 26, 2017
AGOA Customs and Regulations Training Accra, Ghana (with other participants from Sierra Leone
and Nigeria) FebruarY1, 2017
AGOA Export Documentation Training for Custom
Officers Accra, Ghana February 7, 2017
AGOA Promotion Workshop Bissau, Guinea Bissau FebruarY15-16, 2017
AGOA Promotion Workshop Bamako, Mali March 1-2, 2017
AGOA Awareness Workshop Conakry, Guinea March 15-16, 2017
AGOA Session at Global Shea Alliance Annual
Conference Cotonou, Benin March 15, 2017
AGOA Technical Workshop on Finance and Investment Accra, Ghana March 24, 2017
AGOA Export Promotion Lagos, Nigeria March 29-30
Nigerian American Chamber of Commerce (NACC)
AGOA Non-Oil Training Workshop Lagos, Nigeria April 4, 2017
Public Sector’ Training workshop on AGOA Lomé, Togo April 19, 2017
Togolese Journalists’ Training on AGOA Lomé, Togo April 19, 2017
Maximizing trade show participation Accra, Ghana April 24, 2017
Packaging workshop for women entrepreneurs Accra, Ghana April 25-26, 2017
AGOA outreach workshop Accra, Ghana April 28, 2017
Technical Assistance to agro processing companies on
food technology and packaging for export Abidjan, Côte d’Ivoire May 5, 2017
AGOA promotion workshop for exporters Nouakchott, Mauritania MaY10, 2017
Packaging and labeling workshop for entrepreneurs Ouagadougou, Burkina Faso MaY12, 2017
Customs documentation training for customs officers Lagos, Nigeria May 24, 2017
Export opportunities for Senegalese companies under
AGOA Dakar, Senegal May 24, 2017
Packaging and labeling requirements for exporting to the
U.S. Accra, Ghana June 7, 2017
Training on the utilization of the AGOA visa system Cotonou, Benin June 14-15, 2017
AGOA workshop on U.S. customs law Accra, Ghana June 20, 2017
Classification and export documentation in textile and
apparel Accra, Ghana June 22, 2017
AGOA session during training for Togolese journalists
on processing economic information Lomé, Togo June 22, 2017
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Agribusiness exports workshop Accra, Ghana June 23, 2017
AGOA session U.S.-Togo Business Forum Lomé, Togo June 28, 2017
AGOA Training at Embassy-sponsored July 4 Event Lomé, Togo July 4, 2017
AGOA Training Freetown, Sierra Leone July 9-14, 2017
AGOA Awareness Workshop Bangui, Central African Republic July 9-14, 2017
Capacity building workshop for ATRC Coordinators Accra, Ghana July 24-25, 2017
Workshop on AGOA standard operating procedures for
customs officers Lagos, Nigeria August 3-4, 2017
AGOA Forum Lomé, Togo August 8-10
Training on AGOA general procedures and textile visa
issuance for customs officers Lomé, Togo August 10
Workshop on AGOA standard operating procedures Cotonou, Benin August 29
AGOA Documentation Training for Nigerian Customs
Officers Lagos, Nigeria September 13
AGOA Standard Operating Procedures Training Ouagadougou, Burkina Faso September 21-22
AGOA Standard Operating Procedures Training Freetown, Sierra Leone September 26, 2017
Work with Customs, APEX-Mali & Ministry of
Commerce on AGOA Textile Visa Issues Bamako, Mali October 9-13, 2017
ATRC Workshop on Financing Exports Kumasi, Ghana October 10, 2017
Work with Customs, APEX-Mali & Ministry of
Commerce on AGOA Textile Visa Issues Niamey, Niger October 16-17, 2017
AGOA Workshop on U.S. export requirements, trade
shows, and transaction management Conakry, Guinea October 27, 2017
AGOA National Strategy Validation Workshop Abidjan, Côte d’Ivoire October 30, 2017
ATRC AGOA Information Outreach Series Takoradi, Ghana October 30, 2017
AGOA Standard Operating Procedures Training Abidjan, Côte d’Ivoire November 2, 2017
AGOA Standard Operating Procedures Training Accra, Ghana November 7, 2017
AGOA Training for ATRC & Customs Freetown, Sierra Leone November 13-19, 2017
AGOA Training for ATRC & Customs Monrovia, Liberia December 5-9, 2017
AGOA Training Textile Visa Signatories Abuja, Nigeria December 12 – 13, 2017
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Annex G: ATRC/AGOA
Status, December 201714
BENIN
ATRC
The ATRC is hosted by the Chamber of Commerce (CCIB) and is functioning mainly with the Trade
Hub grant. CCIB is not collaborating with other trade support institutions like the Investment and
Export Promotion Agency (APIEX).
Contacts:
Mr. Razack YESSOUFOU
Tel: (+229) 21 31 12 28 / 97 48 40 43
Email: [email protected]
AGOA Textile Visa
Benin is eligible for textile preferences since January 28, 2004. With the USG support in 2017, Benin has
produced a new visa stamp and updated the list of signatories. This visa may be used this year for ANC
and EAA’s exports to the U.S. Name and title Contacts details
Mr. Eustache POMALEGNI
AGOA Focal Point at Ministry of Commerce
Tel: + 229 95 85 71 98
Email: [email protected]
Mr. Bertrand EVEGNI
Customs officer, AGOA stamp signatory
Tel: +229 97 14 19 95
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
0 0 15 9
YTD: up to August 2017
AGOA National Strategy
In 2017, the Benin Government started the process of developing an AGOA National Strategy. The
Trade Hub contributed in reviewing the TOR and in providing a list of consultants. Dr. Airy TONATO,
Director General of BRMN at the Ministry of Commerce is leading this process.
Workshops
The Trade Hub and Benin ATRC conducted 9 workshops in Cotonou, Porto-Novo and Abomey and
more than 360 people from public and private sectors attended.
14 As of December 2017 the Gambia was the only ECOWAS Member ineligible to participate in AGOA
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BURKINA FASO
ATRC
The ATRC is hosted by the Chamber of Commerce (CCI-BF) and has been partially functional due to
the understaffing of the directorate in charge of the Centre. CCI-BF often collaborates with the Export
Promotion Agency (APEX-Burkina) mainly on export promoting events.
Contacts:
Mr. Pégnani OUARMA
Tel: (+226) 25 30 61 14/ 70 75 52 37
Email: [email protected]
AGOA Textile Visa
Burkina Faso is eligible for all categories of textile preferences (including category 9) since 2006.
Recently, the list of signatories has been updated. However, the visa stamp needs to be re-produced.
Both documents will have to be approved by USTR.
Name and title Contacts details
Mr. Nazaire PARE
Director of Commerce at the Ministry Email: [email protected]
Mr. Rayaisse Marius
Customs Officer, AGOA stamp signatory
Tel: +226 70 23 57 60
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
10 3 167 493
YTD: up to August 2017
AGOA National Strategy
Burkina Faso does not have an AGOA Strategy validated. In 2013, some initial work was done. Now, the
APEX-Burkina, that is preparing the Export Promotion National Strategy, plans to have a chapter on
AGOA in this document.
Workshops
The Trade Hub conducted 5 workshops and trained 162 people including export ready companies,
customs, APEX-Burkina staff and mango exporters in Bobo-Dioulasso that contributed to increased
AGOA exports of dried mango.
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CABO VERDE
ATRC
There is an ATRC is hosted at Cabo Verde TradeInvest-Dormant. Cabo Verde TradeInvest is the
Export Promotion Agency.
Contacts:
Leida Santos
Directora de Exportação
Export Director
Tel: + 238 333 6470
VoIP: 6470
Email: [email protected]
Site: www.cvtradeinvest.cv
AGOA Textile Visa
The country has a Textile Visa. Not sure if the textiles visa stamps are available. Not sure if the
signatories for the textile visa up to date.
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
333 523 586 589
YTD: up to August 2017
AGOA National Strategy
The country does not have an AGOA strategy. However, the Government has hired a consultant to
work on the country’s AGOA Strategy.
Workshops
One workshop was completed with Trade Hub support.
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CAMEROON
ATRC
There is an ATRC hosted at Cameroon Chamber of Commerce Industry Mines and Craft:
Contacts:
Olivier Dimala
Trade Advisor - Centre Renforcé de Réssources AGOA
Directeur Adjoint - Direction de l'Appui aux Entreprises
Chambre de Commerce, d'Industrie, des Mines et de l'Artisanat du Cameroun (CCIMA)
Tel: (237)233.43.44.95/ 696.44.44.64
AGOA Textile Visa
The country has a textile visa, not sure if the stamp exits nor the signatories list is updated
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
23,005 53 16,758 328
YTD: up to August 2017
AGOA National Strategy
Unclear
Workshops
The ATRC conducted one workshop. One STTA visit was completed in 2016.
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CÔTE D’IVOIRE
ATRC
The ATRC is hosted by the Export Promotion Association (APEX-CI) and is functioning mainly with
theTrade Hub grant. APEX-CI does not collaborate with the Chamber of Commerce on export
promotion activities.
Contacts:
Mr. Mr. Euloge CAMARA
Tel: (+225) 07 84 78 20
Email: [email protected]
AGOA Textile Visa
Côte d’Ivoire is re-eligible for textile preferences since 2013.The Ministry of Commerce reported that
the visa stamp is available. However, we have not been able to see it at Customs Headquarters. Also,
only one signatory is currently available. So, there is a need to designate new signatories and make sure
that visa stamps are available.
Name and title Contacts details
Mr. Kaladji FADIGA
Director General of Foreign Trade
Tel: +225 20 22 59 25
Email: [email protected]
Mrs. Nan Jacqueline KOUADIO
Customs Officer
Tel: +225 07 65 52 53
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
555 530 120 406
YTD: up to August 2017
AGOA National Strategy
The Republic of Côte d'Ivoire has just launched an AGOA National Strategy with technical support from
the African Development Bank and the Trade Hub. The implementation of this strategy is now a priority
for the Ministry of Commerce.
Workshops
More than 15 workshops were organized by the Trade Hub and APEX-CI. These workshops trained
more than 330 people from public and private sector.
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CHAD
ATRC
There is no ATRC in Chad, despite a recommendstion to establish an ATRC at the Chamber of
Commerce or the Export Promotion Agency (ANIE). In October 2016, ANIE was very interested in
partnering with the Hub to establish an ATRC.
AGOA Textile Visa
Chad is eligible for textiles preferences under AGOA since 2006. At this point, there is no indication
about the availability of the visa stamp and nor the signatories. There is a need to work with the U.S.
Embassy to check on these issues.
Name and title Contacts details
Mrs. ACHTA AHMAT BREME
Deputy Director of Commerce
Tel: +235 66 09 47 48
Email: [email protected]
Mr. KHASSIM LOL
Export and Investment Promotion Agency
Tel: +235 66 27 02 32
Email: [email protected]
Mr. AL-HASSANA I. OUTMAN
Director General of Chamber of Commerce
Tel: +235 66 14 05 07
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
1,632,682 1,478,697 775,178 402,972
YTD: up to August 2017
AGOA National Strategy
Chad has not yet been engaged in preparing an AGOA utilization Strategy.
Workshops
A workshop was organized by the U.S. Embassy in collaboration with the Trade Hub (October 2016).
That workshop registered the participation of the U.S. Ambassador and three Chadian Ministers (Trade,
Agriculture and handicraft). The event brought together more than 34 stakeholders from public and
private sectors including several ministries officials, customs, export promotion agency and chamber of
commerce staff, exporters, etc.
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GHANA
ATRC
There is an ATRC functioning hosted at the Ghana Chamber of Commerce. The Ghana Export
Promotion Agency does not work with ATRC and does not promote AGOA.
Contacts:
Mr. Julius Bradford Lamptey
Head of Research and Advocacy
Ghana National Chamber of Commerce
P.O. Box 2325
Accra, Ghana
Tel: +233 (0)302 662860
Fax: +233 (0)302 662866
Mobile: +233 (0) 501576251 / 506833900
Email: [email protected]
AGOA Textile Visa
Ghana has a Textile Visa and the AGOA Visa Stamp is available and Visa Stamp signatories are updated.
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
57,055 9,626 29,691 150,474
YTD: up to August 2017
AGOA National Strategy
The country has a validated AGOA strategy.
Workshops
The ATRC has completed at least eight workshops and project staffs have provided significant technical
assistance to the ATRC.
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GUINEA
ATRC
The ATRC is hosted by the Chamber of Commerce (CCIAG) and is functioning mainly with the Trade
Hub grant. The Trade Hub signed a Letter of Collaboration and a grant agreement with the Guinea
Chamber of Commerce to support the ATRC’s operations.
Contacts:
Mr. Ismael NABE
Tel: +224 628 63 02 02
Email: [email protected]
AGOA Textile Visa
Guinea has been eligible for textiles preferences under AGOA in 2014. However, the visa stamp has not
yet been produced. Also, only two signatories are currently available at Customs. There is a need to
update the list of signatories and produce the visa stamps. Both documents will need the approval of
USTR.
Name and title Contacts details
Mrs. Fanta CISSE
Secretary General of Ministry of Commerce
Tel: +224 626 94 69 73
Email: [email protected]
Mr. Ibrahima Izi BAH
Customs Officer and AGOA focal point
Tel: +224 664 27 00 55
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
0 4 7 5
YTD: up to August 2017
AGOA National Strategy
Guinea has not yet been engaged in preparing an AGOA utilization Strategy.
Workshop
In 2017, the Trade Hub and the ATRC conducted 4 workshops and trained 123 public and private
sectors stakeholders on AGOA; trade shows participation and managing transactions on the U.S.
market.
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GUINEA BISSAU
ATRC
There is no ATRC in Guinea Bissau. Even though during a workshop organized by the Hub in 2017, it
was recommended to establish a Center.
AGOA Textile Visa
Guinea Bissau is eligible for AGOA but not eligible for textiles preferences.
Name and title Contacts details
Mr. Bibiano TUNDE
Export Services Chief at Ministry of Commerce
Tel: 966 82 82 46
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
0 0 0 0
YTD: up to August 2017
AGOA National Strategy
Guinea Bissau has not yet been engaged in preparing an AGOA utilization Strategy.
Workshops
In 2017, the Trade Hub conducted a two-day workshop in Bissau where 40 people from public and
private sectors were informed about AGOA benefits and its procedures.
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LIBERIA
ATRC
There is an ATRC functioning housed at Liberia Chamber of Commerce. There is also an Export
Promotion Agency in Liberia.
Contacts:
Mrs. SalaMartu Stephanie Duncan
The Liberia Chamber of Commerce - LCC
Secretary General
Mobile: +231 770120596 / +231 880629580
Office: +231 886800473 / +231 777857805
AGOA Textile Visa
Liberia has a Textile Visa. , Liberia Used to have two stamps, unfortunately they cannot be located,
signatories need to be updated as well.
AGOA Export
Year 2014 2015 2016 2017
YTD
In 1,000 Dollars
Export
data
0 0 17 0
YTD: up to August 2017
AGOA National Strategy
The country does not have an AGOA strategy.
Workshops
One workshop completed and two STTA visits..
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MALI
ATRC
There is no ATRC in Mali. However the Chamber of Commerce (CCIM) and the Export Promotion
Agency (APEX-Mali) were very interested in hosting an ATRC.
Contacts at APEX-Mali: Contacts at CCIM:
Mr. Karim TOGOLA Mr. Amadou TRAORE
Tel: +223 66 91 60 02 Tel: (223)76130236/ 66130236
Email: [email protected] Email: [email protected]
AGOA Textile Visa
Mali has been declared re-eligible for AGOA in 2014 without the textiles preferences. Mali must be
recertified that they will effectively prevent illegal transshipment of textile and apparel items. The Trade
Hub has initiated the process for Mali to re-apply for the apparel benefits. There is a need to follow-up
on this issue.
Name and title Contacts details
Mrs. Tabara KEITA
Technical Advisor at Ministry of Commerce
Tel: +223 66 75 34 75
Email: [email protected]
Mr. Moussa KONE
Customs Officer, Signatory of Visa Stamp
Tel: +223 66729725
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
6 14 13 20
YTD: up to August 2017
AGOA National Strategy
Mali has validated and published its AGOA National Strategy in 2016. However the implementation
remains the key issue for APEX-Mali (resources for the strategy).
Workshops
In 2017, the Trade Hub conducted two workshops in Bamako and trained 76 people from public and
private sector on AGOA and ETLS.
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MAURITANIA
ATRC
There is an ATRC Housed at Chamber of Commerce, Industry and Agriculture-Dormant. Not sure if
there is Export Promotion Agency.
Contacts:
Mr. Wane Abdoul Aziz,
Secrétaire Général
CCIAM Mauritanie
Tel 222.45252214
FAX 222 5253894
Email: [email protected]
AGOA Textile Visa
Mauritania is not eligible for Textile Visa.
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
0 0 47,711 54,810
YTD: up to August 2017
AGOA National Strategy
The country does not have an AGOA strategy.
Workshops
One workshop completed with the ATRC and Trade Hub STTA
.
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NIGER
ATRC
The ATRC is hosted by the Chamber of Commerce (CCIN). CCIN hosts and collaborates often with
the Export Promotion Agency (ANIPEX).
Contacts:
Mr. TOUDOU BOUBACAR
Tel: (+227) 96 97 29 29 / (+227) 20 73 22 10 / 20 73 44 77
Email: [email protected]
AGOA Textile Visa
Niger has been declared re-eligible for AGOA in 2011 without the textiles preferences. Niger must be
recertified that they will effectively prevent illegal transshipment of textile and apparel items. The Trade
Hub has initiated the process for Niger to re-apply for the apparel benefits. There is a need to follow-up
on this issue.
Name and title Contacts details
Mr. Mounkaila Hassane
Director General of Commerce Email: [email protected]
Col. Younoussa Moumouni
Customs Officer
Tel: +227 96 96 24 75/90 9024 75
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
2 0 3 0
YTD: up to August 2017
AGOA National Strategy
Niger has not yet been engaged in preparing an AGOA utilization Strategy.
Workshops
In 2016, the Trade Hub in collaboration with the U.S. Embassy and the ATRC organized a training
workshop on AGOA and ETLS. A follow on STTA visit was completed in October 2017.
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NIGERIA
ATRC
There are two ATRC’s functioning in Nigeria, the first one is housed with Nigerian Export Promotion
Council (NEPC) and the second one is based in Nigerian American Chamber of Commerce (NACC),
both ATRC’s are in Lagos.
Contacts:
NEPC:
Joseph Ogungbade
Tel: +234 803 604 5705
Email: [email protected]
NACC:
Joyce AKPATA
Director-General
NIGERIAN-AMERICAN CHAMBER OF COMMERCE
Capwire Building
19A Sinari Daranijo Street
Off Ajose Adeogun Street
Victoria Island
Lagos.
M: 08052303836, 08033110898
W: www.nigerianamericanchamber.com
AGOA Textile Visa
Nigeria has a Textile Visa. The Visa Stamps are available and AGOA Visa Signatories are in the process
of being updated.
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
2,798,015 1,403,195 3,482,333 3,909,817
YTD: up to August 2017
AGOA National Strategy
The country begun to prepare national AGOA Strategy
Workshops
The ATRC has completed six workshops and two STTA visits have taken place.
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SENEGAL
ATRC
The ATRC is hosted by the Export Promotion Agency (ASEPEX) and is not active. Also, there is no
collaboration between ASEPEX and the Chamber of Commerce (CCIAD) on AGOA issues.
Contacts:
Mr. Serigne Aliou DIOP
Tel: (+221) 77 61 61 357
Email: [email protected]
AGOA Textile Visa
Senegal is eligible for textiles preferences under AGOA since 2002. However, the visa stamp is not
available at Customs and the list of signatories is not updated. There is a need to work with the Senegal
Government on these issues.
Name and title Contacts details
Col. Demba SECK
Customs officer, AGOA focal point Tel: +221 77541-39-87 // 77332-65-84
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
24 15,544 87 1,490
YTD: up to August 2017
AGOA National Strategy
Senegal has validated and published its AGOA National Strategy in 2015. However, the implementation
remains the key issue for ASEPEX that is in charge of this (lack of resources).
Workshops
In 2017, the Trade Hub conducted a workshop on AGOA where 46 people including exporters were
informed about AGOA procedures and requirements to export to the U.S. market.
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SIERRA LEONE
ATRC
There is an ATRC functioning house at Sierra Leone Chamber of Commerce, Industry and Agriculture
Sierra Leone Investment and Export Promotion Agency (SLIEPA) work with ATRC and promote
AGOA.
Contacts:
Mrs. Ayodele Wak-Williams(Madam)
AGOA Coordinator SLCCIA(Private Sector)
Mobiles:+232-88-629122
+232-76-629122
Email: [email protected]
SLIEPA Contact:
S. Shiaka Kawa
Director of Export Development
Sierra Leone Investment and Export Promotion Agency
(SLIEPA)
O A U Drive, Tower Hill,
Freetown, Sierra Leone
Tel: +232-76-603665
Email: [email protected]
Website: www.sliepa.org
AGOA Textile Visa
The AGOA Visa Stamps are available. Sierra Leone has a Textile Visa. The AGOA visa stamp signatories
are in the process of being updated.
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
0 0 523 92
YTD: up to August 2017
AGOA National Strategy
The country now is working to develop a National AGOA Strategy.
Workshops
The ATRC has completed four workshops and visits have been completed.
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TOGO
ATRC
The ATRC is hosted by the Chamber of Commerce (CCIT) and has been very active in 2017. The
ATRC Togo benefited a grant from the Trade Hub to support its operations.
Contacts:
Mr. KAVEGE Yawo Gilbert Josias
Tel: (+228) 99 49 61 48/ (+228) 22 23 29 00
Email: [email protected] / [email protected]
AGOA Textile Visa
Togo has been declared eligible for textiles preferences in August 2017. This is a result of a participative
work between Togolese Government and USG (USTR, U.S Embassy Togo and USAID) with the support
of the Trade Hub. A new visa stamp is available and the list of signatories is updated.
Name and title Contacts details
Mrs. Christine ADOVON
Technical Advisor at Ministry of Commerce
Tel: +228 91 72 47 07
Email: [email protected]
Mr. KONZI Tei
Customs Officer, Signatory of the visa stamp
Tel: +228 90046317
Email: [email protected]
AGOA Export
Year 2014 2015 2016 2017 YTD
In 1,000 Dollars
Export
data
3 11 20 59
YTD: up to August 2017
AGOA National Strategy
In July 2017, Togo started to work on its AGOA Action Plan. A draft document is available and needs to
be improved before validation. There is a need to follow-up on this issue.
Workshops
From 2016 and 2017, the Trade Hub and Togo ATRC conducted 5 workshops and trained 208 people
from public and private sectors on many topics such as AGOA documentation and export procedures;
trade shows participation and managing transactions on the U.S. market.
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Annex H: Directory
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Directory
TRADEHUBINVESTMENT
WEST AFRICA
&
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ContentsAGOA Trade Resource Centers ................................................................................................................................................................................................................................................................................................................................................................................................3
Apparel ..............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................6
Cashew ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................10
Cereals .........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................13
Finance and Investment .............................................................................................................................................................................................................................................................................................................................................................................................................................................20
Livestock ...............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................25
Mango and Other Fruits .........................................................................................................................................................................................................................................................................................................................................................................................................................................28
Shea ..........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................42
Trade and Transport Enabling Environment...........................................................................................................................................................................................................................................................................................................................44
Others ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................50
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AGOA TrADe resOurCe CenTers
AGOA Trade resource CentersThe African Growth and Opportunity Act (AGOA), recently extended until 2025, is designed to increase trade between the U.S. and participating African countries. AGOA provides duty-free preferences for thousands of products manufactured and processed throughout the region and the continent at large.
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AGOA Trade Resource Centers
BENIN
Chambre de Commerce et d'Industrie du Benin: Razack Yessoufou, [email protected] | (229) 213 112 28 / 974 840 43 ~www.ccibenin.org
Technical assistance to businesses
BURKINA FASO
Chambre de Commerce et d'Industrie du Burkina Faso: Pégnani Ouarma, [email protected] | (226) 25 30 61 14 / 70 75 52 37 ~www.cci.bf
Technical assistance to businesses
CABO VERDE
Cabo Verde TradeInvest: Leida Santos, [email protected] | (238) 260 4110/11 or 333 6470 ~www.cvinvest.cv
Technical assistance to businesses
CAMEROON
Chambre de Commerce, d'Industrie, des Mines et de l'Artisanat du Cameroun (CCIMA): Olivier Dimala, [email protected] | (237) 233 434 495 / 696 444 464 ~ccima.cm
Technical assistance to businesses
CÔTE D'IVOIRE
Association pour la Promotion des Exportations de Côte d'Ivoire (APEX-CI): Euloge Camara, [email protected] | (225) 078 478 20
Technical assistance to businesses
GHANA
Ghana National Chamber of Commerce: Julius Bradford Lamptey, [email protected] / [email protected] | (233) 302 662 860/ 501 576 251 ~www.ghanachamber.org
Technical assistance to businesses
GUINEA
Chambre de Commerce, d'Industrie et d'Artisanat de Guinee (CCIAG): Ismael Nabe, [email protected] | (224) 628 630 202
Technical assistance to businesses
LIBERIA
Liberia Chamber of Commerce - LCC: Salamartu Stephanie Duncan or Motimah M. Neufville, [email protected] / [email protected] | (231) 770 120 596 / 880 629 580 or 886 800 473 / 777 857 805 ~liberiachamber.org
Technical assistance to businesses
NIGER
Chambre de Commerce et d'Industrie du Niger: Boubacar Toudou, [email protected] | (227) 96 97 29 29 / 20 73 22 10 / 20 73 44 77 ~www.ccian.ne
Technical assistance to businesses
NIGERIA
Nigerian Export Promotion Council: Babatunde Olusegun Falele or Joseph O. Ogungbade, [email protected] / [email protected] / [email protected] | (234) 803 398 1821 / 811 582 6666 or 803 604 5705 ~www.nepc.gov.ng
Technical assistance to businesses
NIGERIA
Nigerian-American Chamber of Commerce: Anthony. A. Adesina, [email protected] | (234) 080 829 777 06 ~www.nigerianamericanchamber.com
Technical assistance to businesses
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AGOA TrADe resOurCe CenTers
AGOA Trade Resource Centers
SENEGAL
Agence Senegalaise de Promotion des Exportations: Serigne Aliou DIOP, [email protected] | (221) 33 869 20 21 / (221) 77 61 61 357 ~www.asepex.sn
Technical assistance to businesses
SIERRA LEONE
Sierra Leone Chamber of Commerce, Industry & Agriculture: Ayodele Wak-Williams, [email protected] / [email protected] | (232) 88629122 ~chamberofcommerce.sl
Technical assistance to businesses
TOGO
Chambre de Commerce et d'Industrie du Togo: Yawo Seyenam Gilbert Josias Kavege, [email protected] / [email protected] / [email protected] / [email protected] | (228) 99 49 61 48 / 22 23 29 00 ~www.ccit.tg
Technical assistance to businesses
Government Institutions
CENTRAL AFRICAN REPUBLIC
Ministere du Commerce: Alain Douathe Koyangoozo, [email protected] | (236) 75 79 19 35 / 77 89 83 83 / 72 59 55 54
Technical assistance to businesses
CHAD
Ministere du Commerce: Achta Ahmat Breme, [email protected] | (235) 66 09 47 48
Technical assistance to businesses
Other
MALI
Chambre de Commerce et d'Industrie du Mali: Hamadou Traore, [email protected] | (223) 202 250 36 / 76130236 ~www.cci.ml
Technical assistance to businesses
MAURITANIE
Chambre de Commerce, d'Industrie et d'Agriculture de Mauritanie (CCIAM): Fatimetou Bellamech, [email protected] | (222) 45 29 28 82 / 36 10 06 05 ~www.cciamcom
Technical assistance to businesses
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ApparelWest Africa is growing a reputation as a global sourcing destination for apparel. Duty free advantages under the African Growth and Opportunity Act (AGOA) make the region cost-competitive, with lower incidence of brand-damaging reputational issues of safety and exploitation, compared to Asia. West African governments are creating business-friendly environments and incentives—such as export processing zones, tax holidays, expedited permits and help finding factory space—to spur major U.S. and EU brands to source garments from the region.
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AppArel
Business Network
BENIN
Chamber of Commerce: Razack Yessoufou, [email protected]~~www.ccibenin.org Chamber of commerce
CÔTE D'IVOIRE
Chamber of Commerce and Industry: Desire Konan / Kouaku Germain Yao, [email protected] / [email protected] | (225) 47087577 / (225) 05 09 47 07 ~www.cci.ci
Chamber of commerce
GHANA
Ghana America Chamber of Commerce: Simon Madjie, [email protected] | (233) 302 247562 ~www.amchamghana.org
Chamber of commerce
Ghana National Chamber of Commerce: Julius Bradford Lamptey, [email protected] | (233) 50 157 6251 ~www.ghanachamber.org
Chamber of commerce
NIGERIA
Nigeria America Chamber of Commerce, (NACC): Joyce Akpata, [email protected] | (234) 8052303836/8033110898 ~www.nigerianamericanchamber.com
Chamber of commerce
TOGO
Chamber of Commerce and Industry: Gilbert Josias Kavege, [email protected] | (228) 228 90 14 19 39 / 99 49 61 48 ~www.ccit.tg
Chamber of commerce
Government Agency/Institution
BENIN
Ministry of Trade: Joël Kiniffo, [email protected] | (229) 97 98 15 49 Export promotion services
CÔTE D'IVOIRE
APEX-CI: Euloge Camara, [email protected] | (225) 07 84 78 20 Export promotion services
Association pour la Promotion des Exportations en Côte d'Ivoire (APEX-CI): Camara Euloge, [email protected] | (225) 07 84 78 20
Export promotion services
Conseil National des Exportations: Gouare Lee Fielze Ameme, [email protected] | (225) 59 53 78 58 ~www.cne-ci.org
Export promotion services
Ministere de l'Industrie: Guy Kouassi, [email protected] | (225) 07 42 10 29 Export promotion services
Ministere de l'Industrie: Koffi Marie, [email protected] | (225) 87 87 63 46 Export promotion services
Ministere del'Entrepreneurat National, de l'Artisanat et de la Promotion des PME: Traore Mamadou, [email protected] | (225) 05 06 62 91
Export promotion services
Union Textile et Industrielle de Côte d'Ivoire (UTEXI): Vassiliki Konaté, [email protected] | (225) 20 22 91 29/07 09 84 09
Export promotion services
GHANA
Ghana Export Promotion Authority: Agnes Adjei-Sam, [email protected] | (233) 244 679 191 ~www.gepaghana.org
Export promotion services
Ghana Free Zones Board: Kate Abbeo, [email protected] ~www.gfzb.gov.gh Export promotion services
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NIGERIA
Nigeria Export Promotion Council (NEPC): Babatunde Faleke, [email protected] | (234) 803 398 1821 ~www.nepc.gov.ng
Export promotion services
TOGO
Présidence de la République : Dede EKOUE - Ministre Conseillère du Président), [email protected] | (228) 93 56 63 58
Export promotion services
Ministère de L’industrie et du Tourisme : Luciano FEOU - Directeur, [email protected] | (228) 92 31 47 27
Export promotion services
Ministère de Commerce et de la Promotion du Secteur Prive: Timothy BAMANA BAROMA – Secretaire General, [email protected] | (228) 90 04 69 89
Export promotion services
Ministère de Commerce et de la Promotion du Secteur Prive: Claude ABE – Directeur du Commerce Intérieur et de la Concurrence, [email protected] | (228) 90 26 58 39
Export promotion services
Private Business
BENIN
Africa New Confection: Isidore Kouton, [email protected] | (229) 95 96 17 37 ~www.facebook.com/Africanewconfection
Producer of mainly mens wear
BURKINA FASO
Othentic: Traore Bintou Porgo, [email protected] | (226) 788 541 11 Apparel manufacturer
CÔTE D'IVOIRE
Ciss St. Moise: Cisse Moussa, [email protected] | (225) 21 24 67 72/07 41 47 17 ~www.facebook.com/cissstmoisetropic105
Producer of mainly mens shirts
Filature Tissage Gonfreville: Zunon Maxime, [email protected] | (225) 31 6571 90
Weaving
Michele Yakice: Alice Yapo, [email protected] | (225) 22 50 44 41/07 64 36 47
Producer of ladies and mens wear, fashion accessories, bags, purses, shoes
O'sey: Philippe Kouame Aka, [email protected] | (225) 07 62 72 23 Producer of mens shirts, workwear
OSEY: Kouame Aka, [email protected] | (225) 07 62 72 23/42 44 16 66 ~fr-fr.facebook.com/Oseycollection
Pate O': Pathe Ouedraogo, [email protected] | (225) 07075387 Producer of mainly mens shirts
Pur Coton: Issouf Fadiga, [email protected] | (225) 09110470 Producer of t-shirts, promotional wear, workwear and uniforms
Seritex: Yassine hassa, [email protected] | (225) 21 56 35 35/07 03 72 72 ~www.seritex.ci
Vertically integrated knit producer, from yarn to t-shirts
Textile de Côte d'Ivoire: Adama Koné, [email protected] | (225) 31 65 72 87/ 07 09 56 10
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AppArel
Private Business
GHANA
Alfie Designs: Adjo Dede Asare, [email protected] | (233) 50 126 6459 ~www.alfie.design
Producer of men and ladies wear, uniforms, medical scrubs
Cadling Fashion / KAD Manufacturing: Linda Ampah, [email protected] | (233) 27 788 5566 ~www.cadlings.com
Producer of ladies wear, uniforms, workwear, children wear
Dignity Do the Right Thing (DTRT): Salma Salifu; Nurideen Mohammed, [email protected] / [email protected] | (233) 20 436 3203; 26 434 3798 ~www.dtrtapparel.com
Producer and exporter of T-shirts, polos, jerseys
Nallem Clothing: Gregory Kanko, [email protected] | (233) 243 679 424 ~www.nallemclothing.com
Producer of men and ladies wear, uniforms, workwear
NIGERIA
Crown Natures: Omolara Aromolaran, [email protected] | (234) 803 323 7412 ~www.crownnaturesnigltd.com
Producer of t-shirts, promotional wear, workwear and uniforms
One Stop Celebration, OSC: Sola Babatunde, [email protected] | (234) 817 302 9096 ~www.oscsignaturefashion.com
Ruff n Tumble: Adenike Ogunlesi, [email protected] | (234) 802 357 1700 ~www.ruffntumblekids.com
Producer of children's wear
Sam & Sara: [email protected] | (234) 014542508,(234) 08038107911~ www.samandsara.com
Tiskies Global: Abiola Aluka, [email protected] | (234) 810 809 9242 ~www.tiskies.com
Producer of ladies casual wear, contemporary. African print
Producer Association
GHANA
Association of Ghana Apparel Manufacturers (AGAM): Gregory Kanko, [email protected] | (233) 243 679 424 ~www.agamghana.org
National Association
NIGERIA
Nigeria Textile & Garment Manufacturers Association (NTMA): Hamma Kwajaffa, [email protected] | (234) 806 532 3272
National Association
Sourcing Agent
UK, GHANA
Ethical Apparel Africa: Paloma Pineda, [email protected] | (233) 263 708 445 ~www.ethicalapparelafrica.com
Technical and market linkage support to garment factories
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CashewWest Africa is a major cashew producer: Nine countries in the region generate 35-40% of global production, and Côte d’Ivoire, Guinea-Bissau, and Benin are among the world’s top five exporters of raw cashew nuts.
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CAshew
Private Business
BENIN
Afokantan Benin Cashew: Remco Van Hees, [email protected] / [email protected] | (229) 6739 7658 ~www.afokantan.com
Processor
Groupe Kake 5: Dominique Sounlin | (229) 22 54 05 60 / 97 31 81 91 / 95 15 79 41 Processor
Tolaro Global: Serge Kponou, [email protected] | (229) 94490103 / 96002093 ~www.agpowerbenin.com
Processor
BURKINA FASO
Socabe Kura: Antoine Sombie, [email protected] | (226) 788 185 55 Cashew, Mango processor (Fairtrade and organic certified)
CÔTE D'IVOIRE
AAI – Afrique AGri Industrie (2AI): Seydina Aly SOW, [email protected] / [email protected]
Exporter
AfriCajou: M. Diaby Luckman, [email protected] | (225) 07 09 30 84 ~www.africajou.com
Processor
Afrique Agri Industrie (AAI): M. Prashat, [email protected] | (225) 47 92 12 45 ~www.afriqueagriindustrie.com
Exporter
Aga Khan group, Cajou des Savanes sa (CASA),: Vamissa Diomande, [email protected] | ~www.ips-wa.or
Cooperative
Anacarde de Dabakala (ANAD): Mme Diaby | (225) 08 15 10 46 Processor
COCOPRAGEL: Mme Kamara | (225) 07 10 47 59 Processor
Coopérative COPABO: M. Koné | (225) 07 89 22 62 cooperative
Entreprise KOUMEN: M. Siaka | (225) 08 11 78 27 Processor
Ivoire Tahanan Industrie Agroalimentaire (ITIA): M. Yéo | (225) 07 05 57 04 Processor
S3C: William Morgan, [email protected] | (225) 8667566 Exporter
SANTPA: Boureima Badini, [email protected] | (225) 224 115 40 / 077 981 82 Trader
SCAK: Zana Sina Coulibaly, [email protected] / [email protected] | (225) 08 22 00 50 / 07 85 66 76 ~www.scak-coop-ca.com
Exporter
Unité artisanale des sœurs: Sœur Suzanne | (225) 47 69 81 88 Processor
Africa Negoce SARL: Amany de Pierre KouassiI, [email protected] / [email protected] | (225) 54797001 ~www.africanegoce.net
Processor
Ivoirienne de Noix de Cajou Sarl (INC): Zein Mroueh, [email protected] / [email protected] | (225) 593 725 60
Processor
MALI
Unité Natio Cajou: Namaro Sanogo Coulibally, [email protected] | (233) 761 344 22 / 697 007 08
Processor
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Private Business
SENEGAL
Cajou Casamance: Robert Weathington, [email protected] | (221) 77 571 3878 / 77 761 4284 / (1) 703 282 4862 ~cajoucasamance.com
Processor
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CereAls
CerealsAll West African countries produce maize, millet/sorghum, and rice, and hundreds of millions of small farmers make their living from these crops, making them strategic commodities for regional food security and trade. West Africa offers huge markets and promising marketing opportunities for cereals producers, especially with large institutional buyers.
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Other Development Organizations
BENIN
Approche Communale pour le Marché Agricole (ACMA): Kosi Agbewonu Davo, [email protected] | (229) 2022 0955/9708 1770 ~www.ifdc.org/acma-benin
Agricultural products
BURKINA FASO
Afrique Verte International (AVI): Philippe Ki, [email protected] | (226) 253 634 75 ~www.afriqueverte.org
Capacity building for actors in food security and nutrition sector
Permanent Inter-State Committee for Drought Control in the Sahel (CILSS): Brahima Cisse, [email protected] | (226) 25 37 41 25/26 ~www.cilss.int
Food security
CÔTE D'IVOIRE
Bureau Veritas: Aboubakar Traore, [email protected] | (225) 2031 2500/5702 1341 ~www.bureauveritas.com
Controle et Inspection des produirs au chargement et dechargement
GHANA
Alliance for Green Revolution in Africa (AGRA): Abdou M. Konlambigue, [email protected] | (233) 302 740660 / 768 597 ~www.agra.org
Agricultural value chains development
GUINEA
Afrique Verte International (AVI): Kalil Kouyaté, [email protected] / [email protected] / [email protected] | (224) 628 29 39 48 ~www.afriqueverte.org
Capacity building for actors in food security and nutrition sector
MALI
Afrique Verte International (AVI): Mohamed Haidara, [email protected] | (223) 20 21 97 60 / 20 21 57 69 / 76 28 24 67 ~www.afriqueverte.org
Capacity building for actors in food security and nutrition sector
NETHERLANDS
Technical Center for Agricultural and Rural Cooperation (CTA): Vincent Fautrel, [email protected] | (31) 0 317 467131 ~www.cta.int
Agricultural information provider
NIGER
Afrique Verte International (AVI): Bassirou Nouhou, [email protected]; [email protected] | (227) 20 72 22 93 / 00 227 96 03 99 77 ~www.afriqueverte.org
Capacity building for actors in food security and nutrition sector
TOGO
Regional Food Security Reserve (RFCR/ECOWAS): Emmanuel Koffi Gle, [email protected] | (228) 22338282/9139 9324 ~www.araa-raaf.org
Food security
Private Business
NIGER
West African Market Information System Network / Réseau des Systèmes d’Information des Marchés en Afrique de l’Ouest (RESIMAO): Mouhamadou Ndiaye, [email protected] | (221) 77 520 12 58 ~www.resimao.net
Regional Network of Public Market Information Systems (MIS), provides data on cereals and livestock
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CereAls
Private Sector Alliance/Network
GHANA
Cereals Inter-Professional Committee of Ghana (CIC-Ghana): Alhaji Nashiru Kadri, [email protected] | (233) 243 665 458
Cereals farmers, Processors and traders
TOGO
Cereals Inter-Professional Committee of Togo (CIC-Togo): Bakpam Meveinoyou, [email protected] | (228) 903 475 92
Cereals farmers, Processors and traders
West African Grain Network (WAGN) / Réseau Ouest Africain des Céréaliers (ROAC): Sanou Soumaila, [email protected] | (226) 7648 3346 / 7033 4094 ~www.roac-wagn.org
Regional Cereals farmers, processors and traders
West African Grain Network (WAGN) / Réseau Ouest Africain des Céréaliers (ROAC): Djade Koffi, [email protected] | (228) 915 476 85 ~www.roac-wagn.org
Regional Cereals farmers, processors and traders
Processors/SMEs
BURKINA FASO
Rizerie Faso Malo: Mamadou Diakite, [email protected] | (226) 702 507 57 / 780 047 76 / 209 666 24
Rice processor
Société d'Exploitation des Produits Alimentaires (SODEPAL): Zoundi Yolande, [email protected]; [email protected] | (226) 2536 1082/7023 9517 ~www.sodepalsa.com
Processed cereal products
CÔTE D'IVOIRE
Agricultural and Management Company Food and Commerce (AMC-FC): Mory Diabate, [email protected]/ [email protected]/ [email protected] | (225) 212 729 79 / 070 896 26 ~http://amc-fc.com
Rice procesor
Précuits GLP: Coulibaly Alimata, [email protected] | (225) 07 09 28 20 Processed cereal products
Rama Cereales: Coulibaly Ramata, [email protected] | (225) 20 01 20 22 / 07 05 90 04
Processed cereal products
GHANA
AgriAccesss Ghana Limited: Anthony T. Poore, [email protected] | (233) 241 373 465 / 203 513 845
Producer and processor (sorghum and maize)
Precision Farm & Oil Ltd: Christian Kofi Badu Marfo, [email protected] | (233) 200 796 635
Sorghum Processor
MALI
Dayana Cereales: Halatou Dem, [email protected] | (223) 65869550 Processed cereal products
Union des Coopératives Transformatrices de Céréales (UCTC): Mariam Diallo Kalifa Traore | (223) 76 44 45 00
Processed cereal products
NIGERIA
Mayor Farms and Agro: Ahmed Alli, [email protected] / [email protected] | (234) 802 536 9640 / 805 542 7388 ~www.mayorfarms.com
Animal feed processing
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Processors/SMEs
SENEGAL
Coumba Nor Thiam: Ibrahima Sall, [email protected] | (221) 77 159 16 01 ~www.cntsuarl.sn
Rice producer and processor
Teranga: Cathy Lo, [email protected] | (221) 77 646 75 69 Rice processor
TOGO
Soja Céréales Mélange (SOCMEL): Nadia Aurore Dadzie, [email protected] | (228) 90278500
Processed cereal products
Processors/Agro-Industries
BENIN
Societe Benionoies des Brasseries (SOBEBRA): Silvain Manager, [email protected] | (229) 64 96 15 15 ~sobebra-bj.com
Food processing
Société des Industries Alimentaires (SOCIA) - Benin: Hector Hounssou, [email protected] | (229) 97555025 / 95584702
Food processing
BURKINA FASO
Faso Grain Sarl: Ouedraogo Ismaël, [email protected] | (226) 78 02 58 01 Animal feed producer
Meunerie et d'Emballage de Légumes Secs (MELS): Hamidou Ouedraogo, [email protected] ; [email protected] | (226) 25 41 21 02 /70 21 01 41
Food processing
Réseau des Transformatrices de Céréales du Faso (RTCF): Asséta Guielbeogo, [email protected] / [email protected] | (226) 503 411 39 / 707 350 79
Cereal Processor Association
Société Industrielle Meunière de l'Afrique de l'Ouest (SIMAO): Kiemle Albert Elisee, [email protected] | (226) 78 83 33 83/2535 6941
Food processing
SODEPAL: Simone Zoundi, [email protected] / [email protected] | (226) 50 36 10 82 /70 23 11 56
Cereal processor (baby food)
Sogea Faso: Moctar A. Salamatao, [email protected] | (226) 70 16 33 00 / 20 97 54 16
Animal feed processor
Top Agro: Harouna Zoundi, [email protected] | (226) 707 029 88/ 788 672 17/ 761 150 38
cereal trader, seed and input supplier
CÔTE D'IVOIRE
BrasseIvoire: Alpha Diallo | (225) 21 26 48 82/ 8767 4179 Brewery
FOANI Services: Abran Djenabou Ouattara, [email protected] | (225) 3591 0169/ 3591 0056
Animal feed
Groupe DOMAK: Daouda Kante, [email protected] | (225) 21003024 / 7707070 ~www.cotedivoirecereales.com
Grain storage and Processing
Societe de Fabrication d'aliment composeivoiriens (FACO): M. Soro Lenitelehe, [email protected] | (225) 2346 6057 / 0654 2217
Animal feed
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CereAls
Processors/Agro-Industries
Societe Ivoirienne des Produits animales (SIPRA/IVOGRAIN): Sylvain Gotta, [email protected] | (225) 35910169 / 23 53 00 55 / 05 75 82 07 ~www.sipra.ci
Animal feed
Société Protein Kissèe-La (PKL): Koffi Kouame Simeon, [email protected] | (225) 21 27 28 63 /0585 2838 ~www.pkl-ci.com
Food processing
GHANA
Premium Foods: Tom Gambrah, [email protected] | (233) 27 754 9800 ~www.premiumfoodsgh.com
Food processing
MALI
Dado Production SARL: Natenè Coulibaly, [email protected] | (223) 764 761 73 / 627 116 20
Cereal Processor
Faso Kaba: Maïmouna Sidibe Coulibaly, [email protected] | (223) 202 006 79 / 762 824 76
Cereal Processor
Groupe Ami: Nafo Samake | (223)2021 3664/2021 5768 ~www.groupami.net Processed cereal products
Soprosa SARL: Kokozié Traore, [email protected] | (223) 763 932 70 Cereal (improved seed producer)
NIGERIA
Fair Deal Farm: Adeola Oyelade, [email protected] | (234) 805 936 2429 Cereal Processor (animal feed)
GraceCo: Tunde Kalejaiye, [email protected] | (234) 818 564 8138 Cereal processor
SENEGAL
Le Four de Khalife Sarl (KFS): Ibrahim Sy, [email protected] | (221) 33 836 53 01/77 099 82 17 ~www.fks-senegal.com
Flour and animal feed producer
Societe des Barsseries de l'Afrique de l'Ouest (SOBOA): Alain N. Lopy, [email protected] | (221) 33 859 2828 ~soboa.sn
Brewery
Producer Association
BURKINA FASO
Comité Interprofesionnel de riz du Burkina (CIRB): Lancina Berthe, [email protected] | (226) 97 10 13
Rice value chain actors
Reseau des Organisations paysannes et des Producteurs Agricoles de l'Afrique de l'Ouest (ROPPA): Ouedraogo Ousseini, [email protected] / [email protected] | (226) 25 36 08 25
Agricultural products
Union des groupements des Etuveuses de Riz du Burkina (UGERB): Mahamadi Ouedraogo, [email protected] | (226) 71 77 08 78 /76 11 85 8
White and par-boiled rice processors
Union Nationale des Etuveuses de Riz du Burkina (UNERIZ): Mariam Sawadogo, [email protected] / [email protected] | (226) 209 777 87 ~www.uneriz-bf.org
White and par-boiled rice processors
CÔTE D'IVOIRE
ROAC: Diawara Aboubacar, [email protected] | (225) 07757414
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Producer Association
SENEGAL
Cooperative PANALE: Fatoumata Diop, cooperative [email protected] | (221) 70 203 35 81/77 553 9542
Processed cereal products
TOGO
Reseau Ouest Africain des Cerealiers (ROAC) or West Africa Grains Network (WAGN): Djade Koffi, [email protected] | (228) 22 61 22 72 ~www. roac-wagn.org
Cereals value chains
Producers/Traders - Associations
BENIN
Federation des Unions des Producteurs Agricoles de Benin (FUPRO-Benin): Athanase Aguiya, [email protected] | (229) 221 11 852 ~www.fuprobenin.org
Agricultural products
BURKINA FASO
Entreprise Agricole Kaboré (ENAK): Kabore Boureima, [email protected] | (226) 707 099 66 / 782 933 39
Maize producer
Etablissement Tera: Tera Yacouba, [email protected] | (226)78343232 Agricultural products
Groupe Velegda: Adja Velegda, [email protected] | 226 5033 2930 Agricultural products
CÔTE D'IVOIRE
Marche de Gros de Bouake (MGB): Aboubacar Marifa Diawara, [email protected] | (225) 07757414/ 66 66 04 69
Agricultural products
Union des Coopératives du Vivrier des Savanes (UCOVISA): Jeanne Sekongo - Coulibaly, [email protected] | (225) 47190007
Agricultural products
GHANA
Ghana Grains Council (GGC): Aboagye Gideon, [email protected]; [email protected] | (233) 244171217 / 307 021091 / 30254526 / 203 700700 ~www.ghanagrainscouncil.org
Agricultural products
GUINEA
Comité interprofessionnel des Filières Céréales et Niébé du Burkina Faso (CICB): Daba Lendi, [email protected];[email protected] | (226) 25 50 11 35/25 34 06 34
Agricultural products
MALI
Etablissement Kalilou Diallo: Kalilou Diallo | (223) 66 72 74 59 Agricultural products
Societe Doumbia et Fils (SODF Sarl): Sidiki Badian Doumbia | (223)76 37 54 56 ou 66 52 37 09
Agricultural products and transport
Societe Keita Cereales (SKC): Keita Yacouba | (223) 6672 9208/7619 9208 Agricultural products
TOGO
Centrale des Producteurs du Togo (CPC-Togo): Yaovi Agboto, [email protected] | (228) 90949650
Agricultural products
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CereAls
USAID Projects
BURKINA FASO
Projet Renforcement de la Résilience et Croissance Economique au Sahel (REGIS-AG): Bruno Ouedraogo, [email protected] | (226) 25 36 37 68 ~www.cnfa.org
Food security
GHANA
Avance Programme: Nirinjaka Ramasinjatovo, [email protected] | (233) 302 520 231/2 ~www.acdivoca.org
Food security
MALI
Cereals Value Chains Project (CVC): Richard Cook, [email protected] | (223) 6667 5858/202 1067 ~www.acdivoca.org
Food security
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Finance and InvestmentAccess to finance and investment for agribusinesses will bridge West Africa’s supply-demand gap in finance for agricultural and export-ready goods, which will enable growth and strengthen competitiveness, create jobs and alleviate poverty, as well as contribute to the development of national economies and trade within the region.
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FInAnCe & InvesTmenT
Banks
BURKINA FASO
CORIS Bank - Burkina Faso: Joseph Minoungou, [email protected] | (226) 25 49 10 00 / 70 60 15 15 ~www.coris-bank.com
Commercial Bank
CÔTE D'IVOIRE
Banque Atlantique: Alexandre Ndri, [email protected] | (225) 20 31 5950 ~banqueatlantique.net
Commercial Bank
CORIS Bank - Côte d'Ivoire: Ousmane Sana, [email protected] | (225) 20 20 94 50 ~www.coris-bank.com
Commercial Bank
CORIS Bank - Côte d'Ivoire: Adamou Nikiema, [email protected] | (225)45 55 27 07 ~www.coris-bank.com
Commercial Bank
MALI
CORIS Bank - Mali: Aïssata Sidibé/Koné, [email protected] | (223) 20 70 59 00 ~www.coris-bank.com
Commercial Bank
NIGERIA
Bank of Industry (BOI: Shekarau D. Omar, [email protected] | ~www.boi.ng Commercial Bank
Nigerian Import and Export Bank (NEXIM): Tayo Omidiji, [email protected] | (234) 803 335 3951 / 946 036 309 ~www.neximbank.com.ng
Commercial Bank
SENEGAL
BSIC - Senegal: Alpha Bayla Gueye, [email protected] | (221) 33 889 5875 / 77 637 4216 ~www.bsic.sn
Commercial Bank
Ecobank: Assiétou Thiam Diakhate, [email protected] | (221) 33 859 8395 / 77 637 5400 ~www.ecobank.com
Commercial Bank
TOGO
BSIC - Togo: Oumar Ky, [email protected] | (228) 22 20 2198 ~www.bsicbank.com
Commercial Bank
CORIS Bank - Togo: Seydou Sanou, [email protected] | (228) 22 20 82 82 / 22 20 84 85 ~www.coris-bank.com
Commercial Bank
Diamond Bank: Kayi Mivedor, [email protected] | (228) 22 5310 01/02 or 91 01 2020 ~togo.diamondbank.com
Commercial Bank
Société Interafricaine de Banque (SIAB): Raoul Komla Dutsonu, [email protected] | (228) 22 21 13 41 / 90 09 66 60 ~siabtogo.com
Commercial Bank
Development Organizations
BURKINA FASO
Projet d'Appui aux Étuveuses de Riz (PAERIZ): Jeremy Mandé, [email protected] | (226) 209 771 75
Business Development Project
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Development Organizations
NIGERIA
Competitive African Rice Initiative (CARI): Dr. Stefan Kachelriess-Matthess, [email protected] | (234) 909 639 82 49 / 805 230 27 19 ~cari-project.org
Business Development Project
Impact Investors
CÔTE D'IVOIRE
Injaro Agricultural Capital Holdings Ltd.: Dadié Tayoraud, [email protected] | (225) 46 89 89 89/ 20 22 82 22 ~www.iachl.com
Impact Investor
Oikocredit West Africa: Yves Komaclo, [email protected] | (225) 203 190 40 ~wa.oikocredit.coop
Impact Investor
GHANA
Acumen West Africa: Godfrey Mwindaare, [email protected] | (233) 302 984 098 / 203 299 481 ~acumen.org
Impact Investor
Africa Agricultural Development Company (AgDevCo): Manuel Bueno, [email protected] | (233) 502169551 ~www.agdevco.com
Impact Investor
Databank Agrifund Manager Ltd. (DAFML): Kali Gyau Dodi, [email protected] | (233) 204 377 519 ~www.dafml.com
Impact Investor
Injaro Agricultural Capital Holdings Ltd.: Jerry Parkes, [email protected] | (233) 302 950 917 ~www.iachl.com
Impact Investor
GHANA, CÔTE D'IVOIRE
Investisseurs et Partenaires: Sebastian Boyé, [email protected] | (33) 158 185 710 ~ Impact Investor
NIGERIA
Grofin: Femi Salami, [email protected] | (234) 705 696 6666 / 909 000 1346 ~www.grofin.com
Impact Investor
Sahel Capital Agribusiness Managers Ltd.: Dami Olagunju, [email protected] | (234) 817 914 3379 ~sahelcp.com
Impact Investor
SENEGAL
Root Capital: Diaka D. Sall, [email protected] | (221) 33 865 38 88 / 77 578 31 34 ~www.rootcapital.org
Impact Investor
UNITED KINGDOM
Palladium Impact Investing: Tracey Austin, [email protected] | (44) 207 250 0556 ~thepalladiumgroup.com
Impact Investor
Private Business Advisory/Consultancy
BURKINA FASO
Africana Finances: Yacouba Romba, [email protected] | (226) 50 411 616 / 50 311 113
Consulting, Business Advisory
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FInAnCe & InvesTmenT
Private Business Advisory/Consultancy
Agrigrowth Management: Abdoul Nasser Zongo, [email protected] / [email protected] | (226) 20 95 59 22 / 70 76 57 87 / 76 42 71 05
Consulting, Business Advisory
CÔTE D'IVOIRE
Emmanuel Consulting: Emmanuel Diabaté, [email protected] | (225) 2001 1020 ~www.emconsulting.ci
Consulting, Business Advisory
African Investors Management Services Limited (AIMS Ltd.): Charles Polet, [email protected] | (225) 479 733 99
Consulting, Business Advisory
Group O: Kouadio Oba Rose-Jose, [email protected] | (255) 8792 1526 Consulting, Business Advisory
GHANA
DAB Consult Ghana Ltd: Windfred Torgby, [email protected] | (233) 204 751 842 / 0302 522 381
Consulting, Business Advisory
Growth Mosaic Ltd.: Wayne Miranda, [email protected] | (233) 24 099 4967 ~www.growthmosaic.com
Consulting, Business Advisory
IESO Agribusiness Consult Ltd: Francis Osei, [email protected] / [email protected] | (233) 208 508 800
Consulting, Business Advisory, Training and Development
Solutions Consulting: Solomon Bondzi Quaye, [email protected] / [email protected] | (233) 208 141 985
Consulting, Business Advisory
GHANA / BURKINA FASO
IMEXTRA: Ali Saïb Diallo, [email protected] | (233) 264 414 862 / (226) 75 83 97 58 ~imextra-co.com
Consulting, Business Advisory
MALI
7 Consult: Garibou Yalcouyé, [email protected] | (223) 6659 3182 Consulting, Business Advisory
ADG Consulting: Moctar Traoré, [email protected] | (223) 7645 4084 Consulting, Business Advisory
NIGERIA
Gapris Consults: Gabriel Etim Umoren, [email protected] | (234) 803 595 7060
Consulting, Business Advisory
Georges Davidson & Associates: Dr. Bola Onasayna, [email protected] / [email protected] | (234) 803 305 8847 ~www.gdanigeria.com
Consulting, Business Advisory
Highnet Resources: Vivian Ani, [email protected]/ [email protected] | (234) 803 517 9897 / 815 830 0437 ~www.highnetresources.biz
Consulting, Business Advisory
Lighthouse Investments: Bode Oladapo, [email protected] | (234) 803 429 5964
Consulting, Business Advisory
Pearl Mutual Consulting Ltd.: Olufunmi Adepoju, [email protected]/ [email protected] | (234) 816 578 9484 ~www.pearlmutual.com
Consulting, Business Advisory
Zebra Multiservices: Sola Bayowa, [email protected] | (234) 803 331 0686
Consulting, Business Advisory
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Private Business Advisory/Consultancy
SENEGAL
La Financière Africaine: Abdoulaye Dieng, [email protected]/ [email protected] | (221) 776 742 958
Consulting, Business Advisory
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lIvesTOCk
livestockWest Africa’s extensive livestock sector plays a pivotal role in reducing poverty and improving food security. Regional trade in cattle, goats, and sheep is a driving force for development of the sector, with animals and meat moving from producer countries in the Sahel to large and increasingly urban coastal markets. West African livestock producers, traders, and associations will meet growing demand at competitive prices by increasing the quantity and quality of animals and meat sold in regional markets.
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Private Business
BENIN
QualiViande: Charles Ahmed Sounon, [email protected] | (229) 974 401 75 Meat processor
BURKINA FASO
Société Filière Viande Aliment Bétail (SOFIVIA): Ahandi Nestor Thiombiano, [email protected] | (226) 750 621 29 / 729 781 97
Meat processor
CÔTE D'IVOIRE
AviNiger: Guy Van Kesteren, [email protected] | (227) 896 241 41 / 915 785 94 Poultry Producer
Food Services SARL: Fadika Lanciné, [email protected] | (225) 08 20 90 37
Meat processor
Société Internationale de Charcuterie et de Salaison (SICS): Charles Emmanuel Yace, [email protected] | (225) 050 558 50
Meat processor
NIGER
West African Market Information System Network / Réseau des Systèmes d’Information des Marchés en Afrique de l’Ouest (RESIMAO): Mahamadou Daouaye, [email protected] | (227) 91 35 06 81 ~www.resimao.net
Regional Network of Public Market Information Systems (MIS), provides data on cereals and livestock
NIGERIA
Global Niynik Nigeria Ltd: Adekemi Adeofe, [email protected] | (234) 8034899512
Lifestock producer
SENEGAL
Mamelles Jabot: Pierre N'Diaye, [email protected] | (221) 33 834 84 46 / 33 879 13 02 ~www.mamellesjaboot.com
Livestock Processor
Producer Association
BURKINA FASO
Fédération Nationale de la Filière Bétail Viande du Burkina (FEBEVIB): Lassané Sawadogo | (226) 766 206 34
National private sector led livestock association
West African Livestock Association / Confédération des Fédérations Nationales de la Filière de Bétail et Viande de l’Afrique de l’Ouest (COFENABVI): Timbila Thomas Sawadogo, [email protected] / [email protected] | (226) 338 544 491 ~www.cofenabviao.org
Regional private sector led livestock association
CÔTE D'IVOIRE
Fédération Nationale des Coopératives de la Filière Bétail Viande de Côte d'Ivoire: Kouadi Konan, [email protected] | (225) 406 768 17 / 081 0407
National private sector led livestock association
West African Livestock Association / Confédération des Fédérations Nationales de la Filière de Bétail et Viande de l’Afrique de l’Ouest (COFENABVI): El Hadj Issaka Sawadogo, [email protected] / [email protected] | (225) 086 413 64 / 024 385 85 / 22 44 42 42 ~www.cofenabviao.org
Regional private sector led livestock association
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lIvesTOCk
Producer Association
West African Livestock Association / Confédération des Fédérations Nationales de la Filière de Bétail et Viande de l’Afrique de l’Ouest (COFENABVI): Roger Félix Ncho Boni, [email protected] | (225) 017 279 90 / 011 376 40 ~www.cofenabviao.org
Regional private sector led livestock association
GHANA
Ghana Federation of Livestock Interprofessionals (GHAFLIP): El Hadj Moro Akakade, [email protected] | (233) 244 670 117
National private sector led livestock association
MALI
Fédération Nationale Groupements interprofessionnels de la Filière Bétail Viande au Mali (FEBEVIM): Boubacar Ba, [email protected] | (223) 667 151 36
National private sector led livestock association
West African Livestock Association / Confédération des Fédérations Nationales de la Filière de Bétail et Viande de l’Afrique de l’Ouest (COFENABVI): Dr Moussa Coulibaly, [email protected] | (223) 773 599 51 / 667 305 28 ~www.cofenabviao.org
Regional private sector led livestock association
NIGER
Fédération Nationale des Groupements Interprofessionnels de la Filière Bétail Viande du Niger (FNGIP-FBV): Ahassane Sambo, [email protected] | (227) 969 692 27 / 903 317 49 / 949 702 61
National private sector led livestock association
SENEGAL
Association Nationale des Professionnels de la Viande et du Bétail au Sénégal (ANPROVBS): Mamadou Doudou Fall, [email protected] | (221) 773 658 395 / 338 544 491
National private sector led livestock association
TOGO
Fédération Nationale des Professionnels de la Filière Bétail et Viande du Togo (FENAPFIBVTO): El Hadj Alidou Alassani, [email protected] | (228) 900 353 83 / 905 669 24
National private sector led livestock association
Regional Association
BENIN
African Women Enterpreneurship Program (AWEP - Benin): Ismene Ahamide, [email protected] | (229) 661 559 76
National network for women entrepreneurs
BURKINA FASO
African Women Enterpreneurship Program (AWEP - Burkina Faso): Minata Koné, [email protected] | (226) 702 327 96
National network for women entrepreneurs
GHANA
African Women Enterpreneurship Program (AWEP - Ghana): Comfort Adjahoe, [email protected] | (233) 264 227 371 / 244 152 263 ~www.awepghana
National network for women entrepreneurs
TOGO
African Women Enterpreneurship Program (AWEP - Togo): Sylvie Dédé Bénissan-Messan, [email protected] | (228) 226 139 53 / 900 430 93
National network for women entrepreneurs
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mango and Other FruitsWest Africa’s leading and emerging mango and other fruit manufacturers are increasing intra-regional trade and global exports by standardizing and improving fruit quality and post-harvest practices, upgrading processing facilities and equipment, building capacity in fruit quality and safety procedures, and by taking advantage of the opportunities offered under the African Growth and Opportunity Act .
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mAnGO & OTher FruITs
Buyers
BENIN
Promo Fruits: Dieudonne Alladjodjo | (229) 95 42 45 37 ~ Fruit Processor
BURKINA FASO
AGRO Burkina Processor & exporter of dried mangoes. Fairtrade, GlobalG.A.P & Organic certified
Cooperative Agricole de Kenedougou (COOPAKE): Konate Souleymane, [email protected] | (226) 20 99 51 38 / 76 51 55 74
Processor of dried mangoes. Suppliers are GlobalG.A.P & Organic certified
DANAYAA Enterprise: Traore Siaka, [email protected] | (226) 78 24 73 18 / 70 25 57 58 ~
Processor of dried mangoes. Suppliers are GlobalG.A.P & Organic certified
FANTIC: Dioma Etienne, [email protected] | (226) 70 26 75 74 Processor of dried mangoes. Suppliers are GlobalG.A.P & Organic certified
GRACE Divine/Sahelienne
Groupe Waka: Fogué Kouduahou, [email protected] | (226) 702 608 95 Mango Processor
GTT Export Processor & exporter of dried mangoes. Fairtrade, GlobalG.A.P & Organic certified
Houet Select: Philippe d'Arondel de Hayes | (226) 76 61 55 07 / 78 03 60 43 Exporter of fresh mangoes and vegetables. GlobalG.A.P & Organic certified
Unite de Transformationdes Fruits Tropicaux (U.F.T.T): Ouattara Mamadou, [email protected] / [email protected] | (226) 76 58 94 15 ~
Processor & exporter of dried mangoes. GlobalG.A.P & Organic certified.
YAY-KAB Sarl: Boni Moutian, [email protected] | (226) 76 17 81 81 Exporter of fresh mangoes. GlobalG.A.P certified
Exporter Association
CÔTE D'IVOIRE
AREXMA: Koffi Reneaud Vincent, [email protected] | (225) 42668198/47868217
Mango exporter association
OBAMCI: Dainhi Fatimata Sakho | (225) 8383344 Mango exporter association
OCAB: ABBE PHILLIPE, [email protected] | (225) 09 45 10 42 Mango exporter association
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Other Development Organizations (Regional/National)
BURKINA FASO
Unité Nationale De Mise En Œuvre Du Cadre Intégré Renforce: Gueswinde Paulin Zambelongo, [email protected] | (226) 70 11 80 11 / 50 33 22 56
Responsible for the Cadre Integre Renforce Project in Burkina Faso
Private Business
BENIN
Promo Fruits: Dieudonne Alladjodjo | (229) 95 42 45 37 Fruit Processor
BURKINA FASO
Association Wouol: Antonie Sombie, [email protected] | (226) 20 91 80 14 / 78 81 85 55 ~www.wouol.org
Processor & exporter of dried mangoes. Fairtrade, GlobalG.A.P & Organic certified.
BURKINATURE Sarl: Claude Bovey, [email protected] | (226) 504 30752 Processor & exporter of dried mangoes. Fairtrade, GlobalG.A.P & Organic certified.
DAFANI: Traore Adama / Boubakar Diakite / Noufou Sankara, [email protected], [email protected], [email protected] | (226) 70 21 31 39 / 70 08 57 90 / (226) 78 40 81 30 / 22 99 53 54 / (226) 70 00 82 36
Leading juice and mango pulp processing company in Burkina Faso. Suppliers are GlobalG.A.P and Organic certified. Company has ISO certifications.
FASO Mangoro: Abou Ouattara, [email protected] | (226) 70 77 93 99 / 75 59 25 35
Exporter of fresh and dried mangoes. GlobalG.A.P & Organic certified.
FRUITEQ Sarl: Adama Zongo, [email protected] | (226) 20 98 38 39 ~www.fruiteq.com
Exporter of fresh mangoes. GlobalG.A.P & Organic certified.
GEBANA Afrique:, [email protected] | (226) 504 30752 / 20 98 00 78 ~www.gebana.com
Processor & exporter of dried mangoes. Fairtrade & Organic certified.
La Société Mango So: Alice Riouall, [email protected] | (226) 76 62 56 14 Processor of dried mangoes. Suppliers are GlobalG.A.P & Organic certified.
Ranch Du Koba: Issaka Bougoum, [email protected] | (226) 76 60 62 70 / 70 10 22 15 / 70 1O 22 75
Exporter of fresh and dried mangoes. GlobalG.A.P & Organic certified.
Rose Eclat: RosemondeToure/ Barry Mariam Rosemonde / Antonio Toure, [email protected], [email protected] | (226) 70 24 94 10 / 50 43 22 36 / (226) 50 36 57 29 / (226) 61 69 69 49
Processor of dried mangoes. Suppliers are GlobalG.A.P & Organic certified.
Sanle Sechage Exports: Yaya Kone / Karim Soma, [email protected], [email protected] | (226) 20 91 16 31 / 78 83 59 00 / (226) 72 70 40 20
Processor & exporter of fresh and dried mangoes. GlobalG.A.P & Organic certified.
Societe Industrielle de Transformation des Fruits (SINTF): Ido Georges, [email protected] | (226)78 46 95 86
Processor of dried mangoes. Suppliers are GlobalG.A.P & Organic certified.
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mAnGO & OTher FruITs
Private Business
Tensya Guampri: Christiane Coulibaly, [email protected] | (226) 76 64 48 14 / 72 50 96 64
Processor of dried mangoes. Suppliers are GlobalG.A.P & Organic certified.
TIMINI: Adama Zongo / Bèbè Elie Nestor Kambou, [email protected] | (226) 20 98 38 39 ~www.fruiteq.com
Processor & exporter of dried mangoes. GlobalG.A.P & Organic certified.
CÔTE D'IVOIRE
Agroplus: Yeo Siaka, [email protected] | (225)08701479 Fresh mango exporter - conventional
APEXCO: Bance Karim, [email protected] | (225) 08348742 Fresh mango exporter - Global GAP/ISO19011/GRAPS
Centre de Sechage de Farako: Madigbè DIABY, [email protected] | (225) 07039276 ~
Dried mango processor - conventional
Comako: SORO Ousmane, comako2([email protected] | (225) 05317373 Fresh mango exporter
E2S: SILUE Seydou, [email protected] | (225) 07877782 Fresh mango exporter - Global GAP
ECYAF Sarl: COULIBALY ADAMA, [email protected] | (225) 07150449 ~ Fresh mango exporter - conventional
Emsarl: Soro Moussa, [email protected] | (225)07888509 Fresh mango exporter - conventional
Fruignon: Soro Nontonhoua, [email protected] | (225) 09603237 Fresh mango exporter - conventional
Ivoire Agreage: HOUSSOU Michel, [email protected] | (225) 08019552 Fresh mango exporter - Global GAP/ FAIRTRADE
IVOIRE ORGANIC: Desire tchiemen, [email protected] | (225) 47968564 /41880691
Dried mango processor - organic
Majota: GNACADJA Kasimir, [email protected] | (225) 07387837 Fresh mango exporter - Global GAP/ISO19011/GRAPS
Nembel Invest SA: Victor J.Nembelessini-Silue, [email protected] | (225) 07386497
Fresh mango exporter - Global GAP/ FAIRTRADE/ TESCO NUTURE
Ouattara Trading: DAHOUIDO Ouattara, [email protected] | (225) 07518957 Fresh mango exporter
Ranch de Koba: Frank Jouve, [email protected] | (225) 07 01 47 72 ~www.lesvergersdesaintjean.fr
Mango exporter - fresh/dried /pulpe
ROCFED: Pascal J.Nembelessini-Silue, [email protected] | (225) 070822 Fresh mango exporter - Global GAP
Sodipex: Eric BAMBARA, [email protected] | (225) 08207104 ~www.sodipex.net Fresh mango exporter - Global GAP/ISO19011/GRAPS/IFS
Sofa: SORO Yeyezoulou, [email protected] | (225) 07233875 Fresh mango exporter - Global GAP/ISO19011/GRAPS
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Private Business
Soleil d'Afrique: Pugnet Virginie, [email protected] | (225)41317119 Fresh mango exporter - conventional
SPEM/Vergers Du Nord: FRANÇOISE Valier, vayela2([email protected] | (225) 47327621 Fresh mango exporter - Global GAP/ISO19011/GRAPS
Tropic Mango: Seydou OUATTARA,, [email protected] | (225) 07911911 Fresh mango exporter - Global GAP/ISO19011/GRAPS
Ufruitrop: Chaker Joseph, [email protected] | (225)07518974 Fresh mango exporter - Global GAP/ FAIRTRADE
Verger du Bandama: CHARLES Valier, [email protected] | (225) 8711319 Fresh mango exporter - Global GAP/ISO19011/GRAPS
Vidal: vidal Alexandra, [email protected] | (225) 07933313 Fresh mango exporter - Global GAP/ISO19011/GRAPS
Yela: SORO Lassina, [email protected] | (225) 07760859 Fresh mango exporter - Global GAP/ISO19011/GRAPS
GHANA
Akorley Packhouse / Cotton Web Link Portfolio Limited: Davies Narh Korboe, [email protected] | (233) 244942494 / 208281227
Exporter of mangoes. GlobalG.A.P & HACCP certified.
Alphonse Farms: Kosi Adom, [email protected] | (233) 244253980 Producer & Exporter of mangoes. Under-going GlobalG.A.P certification.
Amankwa Asare Enterprise: Vincent Amankwa Asare, [email protected] | (233) 244618062 ~
Exporter of mangoes, pineapples & papaya. GlobalG.A.P certified.
Blue Skies Products (Ghana) Limited: Ruth Smith-Adjei, [email protected] / [email protected] / [email protected] / [email protected] | (233) 302 290715 / 244 344 578 / 244 329344 ~www.blueskies.com www.caretrace.com
Processor and exporter of pre-cuts fruits for exports and and juice for local market. Certifications: The Company has all certifications (BRC, GlobalG.A.P, HACCP, Fairtrade for ethical compliance, Linking Environment and Farming - LEAF for environmental sustainability). All supplier farmers are GlobalG.A.P. certified.
Bomarts Farms Limited: Anthony Botchway, [email protected] / [email protected] | (233) 302410027 / 244467928 / 208122924 ~www.bomarts.com
Processor and exporter of dried fruits, fresh mangoes amd pineapples. Certifications: GlobalG.A.P, HACCP, Kosher and Fair Trade. Organic certification is in process.
Eve-Lyn Farms: Bassam Aoun, [email protected] | (233) 244 375 131 / 244 211 370
Producer & Exporter of mangoes.
Gold Coast Farms: Samuel Borlu, [email protected] / [email protected] | (233) 244 330 534 ~www.goldcoastfruits.com
Fresh pineapple exporter (Fairtrade Certified)
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mAnGO & OTher FruITs
Private Business
HPW Fresh & Dry Limited: Maik Blaser, [email protected] [email protected] | (233) 271 934060 / 271 934059 ~www.hpwag.ch
Processor of dried fruits, mango bars and rolls for exports. Also exports fresh pineapples and sells dried fruits and bars on the local market. Certifications: Organic, Kosher, Fairtrade, BRC that includes HACCP. Suppliers are GlobalG.A.P certififed and the company is also registered with FDA for the US market.
Kingdom Premium Fruits Co Ltd: Emmanuel Semavor, [email protected] | (233) 203042258
Exporter of mangoes. GlobalG.A.P certified.
Kobiman Farms: Nana Adjei Mensah, [email protected] | (233) 244 310534 Producer & Exporter of mangoes. Under-going GlobalG.A.P certification.
Moringa Connect: Kwami Williams, [email protected] | (233) 20 900 5926 ~www.moringaconnect.com
Moringa Connect provides farmers with agricultural inputs and capital, aggregates Moringa seeds and processes Moringa oil in-country, and exports and sells Moringa oil to cosmetics formulators worldwide.
Ohumpong Investments Company Limited: Ernest Kwao Adjei Amoansah, [email protected] | (233) 268123490 / 243302087
Producer & Exporter of mangoes. Under-going GlobalG.A.P certification.
ONK Fruit Industries: Kwabena Opoku Ntim, [email protected] | (233) 267315770
Exporter of mangoes.
Opintin Farms Exporter of mangoes.
Peelco Limited: Frank Oberschilp, [email protected] | (233) 244 312024 / 570 518152 ~www.peelcofruits.com
Main focus of the company is the processing and export of pre-cut tropical fruits including mangoes). IFS & BRC Global Standard Food certified
VegPro Ghana Limited: Jagdish Patel, [email protected] | (233) 544323669 / 302962812 ~www.vegpro-group.com
Exporter of mangoes. GlobalG.A.P certified.
MALI
Unité de Séchage de Fruits et Légumes Entreprise Diallo: Diallo Hadizatou Maiga, [email protected] | (223) 66 88 51 53
Dried fruit processor.
Unité de séchage Tako Sylla (US TAKO SARL): CamaraTako Sylla, [email protected] | (223) 658 802 88 / 760 291 74
Dried fruit processor.
SENEGAL
Agrofruits SA: Ali Fares, [email protected] | (221) 77 0303838 / 33 8230508 Processing of fruit juice for local and export makets. Suppliers are GlobalG.A.P and Organic certified.
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Private Business
Amadou Ndiaye Seck Internationale (ASN Inter): Amadou Ndiaye Seck, [email protected] | (221) 77 9101493
ANS Inter is a lead exporter involved in the production and export of mangoes and green beans. All products are GlobalG.A.P and Organic certified. The company works mainly with small producers.
Bio Niayes Organisation (BNO): Mr. Pathé Dia, [email protected] | (221) 339395858
Producer of nango, fruits & other vegetables. Organic and GlobalG.A.P certified.
Blue Skies Senegal Sarl: Gloria Adidi Asare, [email protected] | (221) 77 67 46 792 / 77 88 71 435
Processor and exporter - Blue Skies produced freshly cut fruits and freshly pressed juices. Since the beginning, Blue Skies has been able to provide the best fresh quality harvested fruits, due to its proximity to its farmers. The Company has all certifications (BRC, GlobalG.A.P, HACCP, Fairtrade for ethical compliance, Linking Environment and Farming - LEAF for environmental sustainability). All supplier farmers are GlobalG.A.P. certified.
Buursine International: Amacadou Diop, [email protected] | (221) 77 65 68 820 / 77 63 91 171 / 33 83 21 281
BuurSine International is a Senegalese company agri-food and services. Producer and exporter of fruit, vegetables (beans, Greens, carrots, peppers, eggplant, onions) and fruits (mango). Organic, GlobalG.A.P and Fairtrade certified.
Domaine Complexe Agricole de Niague: Amadou Ba | (221) 77 5202001 / 33 824 53 67 / 77 637 64 51
Producer and exporter of mangoes for exports, processing and local market. GlobalG.A.P certified.
Hortica Senegal Sarl: Charles Haddad, [email protected] | (221) 33 836 22 22
Hortica Senegal produces and exports fruits and vegetables: mango, lime, grapefruit, orange, tamarind. Company is GlobalG.A.P and Organic certified.
Laure Agro Sarl: Madame Yasmin Hachem, [email protected] | (221) 77 46 26 240 / 77 09 90 359 / 33 86 01 466
Company exports and imports fruit and vegetables, mainly mango melons, green beans, cherry tomatoes and okra. Company is GlobalG.A.P and Organic certified.
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mAnGO & OTher FruITs
Private Business
SAFINA Senegal: Mounir Filfili, [email protected] [email protected] | (221) 77 63 83 892 / 33 83 60 828 / 33 83 60 829 / 33 836 08 28
Safina Senegal is specialized in the production and export of mangoes and green beans. GlobalG.A.P certified.
SENFRESH: Ousmane SAMB / Cheik Tmbaye, [email protected] | (221) 77 81 32 162 / 77 16 16 648
Producer and exporter of mangoes under the brand "Mango of Senegal" to the EU market. GlobalG.A.P and Organic certified.
Zena Exotics Fruits SA: Mrs. Randal Zouheir, [email protected] | (221) 77 6399396
Processing of fruits (mango) and vegetables for exports to the US market under AGOA. Company is ISO 9001 and Fairtrade certified.
BURKINA FASO
Association ande Défar Dieuleuck and (DANiague, etc.)
Association ande Défar Dieuleuck and CAD
Complexe Agricole de Niague
GIE Femmes Diambar de Diass
RESOCA
TOGO
ProNatura West Africa: Emmanuel Rigaux, [email protected] | (228) 981 125 76 ~www.pronatura.com
Exporter of fresh organic pineapples & processing of organic pineapple juice. EU Organic certified
Label D'Or: Gustav D. Bakoundah [email protected] | (228) 914 221 96 / 995 735 52 / 223 815 32 ~bioananasblogspot.fr
Exporter of fresh organic pineapples & papaya. EU Organic & NOP certified
All Bio: Alex Y. Adabray [email protected] | (228) 222 544 49 / 981 006 23 / 901 139 60 ~
Exporter of fresh organic pineapples & papaya. Organic certified
Les Bio D'Adjovi: Djorteke Adjoví [email protected] | (228) 902 749 41 ~ Exporter of fresh organic pineapples & papaya. Organic certified
Private Business Advisory/ Consultancy
CÔTE D'IVOIRE
AGRO EXPERTISE: Noel ZIDAGO, [email protected] | (225) 08 366 663 Technical and certification support
BNA: Aline COULIBALY, [email protected] | (225) 4708757709 / 43 44 ~www.bna-ci.com
Technical and certification support
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Private Business Advisory/ Consultancy
ENVAL: Clement yapo, [email protected] | (225 77 70 11 77 / 22 50 73 29 ~www.enval-labo.com
Technical and certification support
EQUATORIAL SERVICES: Kouato Fulgence, [email protected] | (225) 08265552 Technical and certification support
NSF: Sarata Berte, [email protected] | (225) 07532202 ~www.nsf-ecg.com Technical and certification support
SENEGAL
Cabinet Bioscope SARL: Babacar Samb [email protected] | +221 77 56 95 006 +221 33 82 04 038 ~www.bioscope-sn.com
GlobalG.A.P accredited lead assurer/trainer
Direction de la Protection des Végétaux (DPV): Dr Emile Victor Coly Abdoulaye Ndiaye, [email protected] | +221 33 83 40 397 ~www.dpvsenegal.com
Plant Protection Unit of the Ministry of Agriculture and the Rural Development in Senegal.
Financière Africaine: Abdoulaye Dieng, [email protected] | +221776742958 ~www.financiereafriacaine.com
Financial support
SOLUQUA Conseil : Souleye Diouf, [email protected] | +221 77 33 34 811 / +221 33 82 49 165 ~http://creationdentreprise.sn/soluqua-conseil-sarl
GlobalG.A.P, Organic, ISO 9001/14001/22000 & HACCP accredited trainer
Producer Association
BURKINA FASO
Associations Professionnels des Producteurs des Mangues, Burkina Faso (APROMA-B): Paul P. Ouedraogo / Jean Noel K. Lamoukri, [email protected], [email protected], [email protected] | (226) 76 11 09 60 / 78 82 28 30 / (226) 20 99 53 48
APROMA-B is the national apex interprofessional mango association created in December 6, 2006, with the aim of promoting export of fresh and processed mangoes for exports. Its membership includes members of the 3 different associations (producers, exporters and processors). The associations include the following:• Union Nationale des Producteurs de la Mangue du Burkina (UNPMB).• Professionnels des Transformateurs de la Mangue du Burkina (PTRAMAB)• Association Professionnelle des Commerçants et Exportateurs de Mangue Du Burkina Faso (APEMAB)
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mAnGO & OTher FruITs
Producer Association
Associations Professionnels des Producteurs des Mangues, Burkina Faso (APROMA-B): Issaka Bougoum, [email protected] [email protected] | (226) 76 60 62 70 / 70 10 22 15 / 70 10 22 25
Association Professionnelle des Commerçants et Exportateurs de Mangue Du Burkina Faso (APEMAB) is the mango exporters and traders and has a membership of private enterprises of 15 leading exporting companies.
Professionnels des Transformateurs de la Mangue du Burkina (PTRAMAB): Dioma Etienne / Ouattara Mamadou, [email protected] / [email protected] / [email protected] | (226) 70 26 15 74 / 76 58 94 15
Professionnels des Transformateurs de la Mangue du Burkina (PTRAMAB) - The processor association which includes 62 processing units for dried mangoes and 3 units for processing juice.
Union Nationale des Producteurs de la Mangue du Burkina (UNPMB): Jean Noel K. Lamoukri, [email protected] [email protected] | (226) 76 11 09 60 / 78 82 28 30 / 20 99 53 48
Union Nationale des Producteurs de la Mangue du Burkina (UNPMB) is the producer associations consisting of 9 producer groups with 4,000 members.
CÔTE D'IVOIRE
Agrismart: Silue Alain, [email protected] | (225) 08785051 Dried mango processor - conventional
Coop Gninnangnon: COULIBALY MAMADOU, [email protected] | (225) 8344915 Dried mango processor - conventional
Coop LA fruitière de la Bagoué: SEYDOU Diabagaté, [email protected] | (225) 09342537
Dried mango processor - conventional
Coop Wopinninwognon: ARDJOUMA Ouattara, [email protected] | (225) 01520680
Dried mango processor - conventional
Coopérative de transformation de mangue séchées: Laciné Kourouma, N/A | (225) 08080789
Dried mango processor - conventional
Coopérative de transformation de mangue séchées: Bamba Mamadou, N/A | (225) 07267754
Dried mango processor - conventional
Copromasi: Couibaly Souleymane, [email protected] | (225) 03361510
Dried mango processor - conventional
SCOOPS C.D.F.L. /C.I: COULIBALY Sigakota /PCA, [email protected] | (225) 48910950
Dried mango processor - conventional
USMO (UNITE DE SECHAGE DE MANGUE DE OUANGOLODOUGOU: Ouattara Bazoumana, [email protected] | (225)7706922
Dried mango processor - conventional
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Producer Association
GHANA
Anidaso Mango Farmers Association (Kintampo South): Nana Effa Boadum, [email protected] | (233) 24 515 7425
District mango producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market.
Dangme West Mango Farmers Association (DAMFA): Seth Djanmah, [email protected] | (233) 244803879 / 209275684
District mango producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market. GlobalG.A.P certified
Greenfields Mango Farmers Association (GMFA): George Agbozo, [email protected] | (233) 202110149
Producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market.
Kintampo Mango Farmers Association (KMFA): Effah Nimo | (233) 503462255 / 243683975
District mango producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market. Under-going GlobalG.A.P certification.
Lower Manya Krobo Mango Farmers Association (LMKMFA): Edward Amanor, [email protected] | (233) 578587030 /244238289
Producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market.
Nkoranza Mango Farmers Association (NMFA): Rose Appau, [email protected] | (233) 243368554
Producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market. Under-going GlobalG.A.P certification.
Quality Mango Farmers Association (QMFA): Rita Claribel Dzubey, [email protected] | (233) 244305083
District mango producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market. Under-going GlobalG.A.P certification.
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mAnGO & OTher FruITs
Producer Association
Techiman Mango Farmers Association (TMFA): Nana Kwao Adams, [email protected] | (233) 200967575
District mango producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market. Under-going GlobalG.A.P certification.
Volta Value Chain Cooperative Union (VVCCU): Dr. William Kpesese, [email protected] / [email protected] | (233) 244661126
District mango producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market. Under-going GlobalG.A.P certification.
Wenchi Cooperative Mango & Citrus Farming & Marketing Society (WMFA): Edward Tetteh, [email protected] | (233) 205342000 / 243539326
District mango producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market. Under-going GlobalG.A.P certification.
Yilo Krobo Mango Farmers Association (YKMFA): Reverend Lawrence Lomo Kwami / Obed Amevor, [email protected] / [email protected] / [email protected] | (233) 208281227 / 249461188 / 556114531
District mango producer association involved in the production and marketing of fresh mangoes to exporters, processing companies and the Ghanaian local market. GlobalG.A.P certified
SENEGAL
Association ande Défar Dieuleuc: Makhou Diop, [email protected] | +221773782596 ~
Producers of mango
Cooperative Des Producteurs De Fruits et Legumes De Keur Mbir Ndao (COO.PRO.FEL): Amadou Diakhate, [email protected] / [email protected] | (221) 76 594 82 80
A Senegalese cooperative proding fruits and vegetables and responsible for improved capacity building of its members to increase production and exports of fresh mangoes to the international market, processing companies and the Senegalese local market. GlobalG.A.P certified.
Coopérative Fédérative de L’horticulture de Sénégal (CFAHS): Cheikh Ngane, [email protected] / [email protected] | (221) 776 440 441/ 77 681 29 52 / 76 580 22 23
National association for producers, exporters and processors in the Senegalese horticulture industry. Producers and exporters are GlobalG.A.P certified.
Cooprofel: Amodou Diakate, [email protected] | (221) 765 948 28 Mango producer.
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Producer Association
COOPROMA: Maguette Ndiaye | +22177021142 ~ Producers of mango, fruits & other vegetables.
GIE Femmes Diambar de Diass: Mariama Ndione, [email protected] | +221779368738 ~
Producers and sellers of mango.
Producer Support / Development Organization
GHANA
Adventist Development and Relief Agency: Samuel Asante Mensah (Director, Agriculture & Food Security Program), [email protected] / [email protected] | (233) 302220779 / 243108952 ~www.adraghana.org
NGO and implementing agency for the Ghana Exim Bank Mango Plantations Project.
Ghana Mango Roundtable: Majorie Abdin (Mrs.) Ben Morrison, [email protected] | (233) 302766176 / 302767257 / 302766846
An Advocacy platform for the Ghana Mango industry in Ghana
GiZ-MOAP (Market Oriented Agriculture Program): Christoph Arndt, MSc. (Team Leader of AFC), [email protected] | (233) 20 3767866 ~www.giz.de
A program of the Ministry of Food and Agriculture of Ghana assisted by the German Government via the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ).
The Federation of Associations of Ghanaian Exporters (FAGE): Anthony Sikpa (President), [email protected] | (233) 302766176 / 302767257 / 302766846 ~www.fageportal.com
FAGE is an umbrella organization of exporter and product associations, established in 1992, representing over 2,500 Ghanaian businesses in the agricultural and manufacturing industries, including exporters of food crops, seafood, agricultural products, forest products, handicrafts and textiles.
Service Provider
GHANA
AfriCert Limited: Kouame Fragare Achille, [email protected] | (233) 545 189127 / 261 625463 ~www.africertlimited.co.ke
GlobalG.A.P accredited certification body
GAPs Consulting Limited: Victor Avah / Emmanuel O. Owusu, [email protected] / [email protected] | (233) 244 507530 / 208 110559
Technical and certification support - GlobalG.A.P accredited lead assurer/trainer
Smart-Cert Limited: Dr. Bernard Nsiah, [email protected] / [email protected] | (233) 203 894537 / 504 232371 ~www.smart-cert.net
Technical and certification support - Organic/NOP accredited trainer
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mAnGO & OTher FruITs
sheaBy uniting under the Global Shea Alliance (GSA) platform, producers, traders and buyers promote sustainable sourcing and quality of life for the women who gather and process shea. GSA’s advocacy to have shea butter accepted in the U.S. as a cocoa butter substitute will allow shea to be used in making chocolate and other candy, thereby significantly expanding shea export opportunities for West African producers and increasing price premiums paid to producer groups.
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Private Businesses
BURKINA FASO
Agence Deli Internationale (ADI): Oumou Diallo, [email protected] | (226) 766 041 47 / 703 048 88 / 780 274 00
Shea trader and processor
TOGO
Alaffia: Olowo-n'djo Tchala, [email protected] | (1) 360 866-0080 / (228) 9956 1016 ~www.alaffia.com
Processor of finished shea products
Private Sector Alliance/Network
CÔTE D'IVOIRE
Filiere Karite de Côte d'Ivoire: Edwige Hammond, [email protected] | (225) 799 619 11/ 075 365 84
National shea industry association of shea nuts collectors and processors
Filiere Karite de Côte d'Ivoire: Fatouma Camara, [email protected] | (225) 073 398 55 ~
National shea industry association of shea nuts collectors and processors
GHANA
Global Shea Alliance (GSA): Joseph Funt, [email protected] | (233) 244 334 807 / 540 121 067 ~www.globalshea.com
International Alliance of shea industry players in Africa
Global Shea Alliance (GSA): Aaron Adu, [email protected] | (233) 244 340 623 / 244 334 586 ~www.globalshea.com
International Alliance of shea industry players in Africa
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sheA
Trade and Transport enabling environmentRegional and national organizations are partnering to achieve transport market liberalization and free trade across West Africa, and advocating for a simplified free trade area for members of the Economic Community of West African States (ECOWAS) and the West African Economic and Monetary Union (UEMOA). These efforts are focused along specific trade corridors, where bottlenecks can be tackled in a bilateral and national context to improve transport efficiency and strengthen the trade enabling environment in the region.
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Forwarding Agents
CÔTE D’IVOIRE
Logistrans: Kouande Leonard Boni, [email protected] | (225) 21245002 / 08080777
Customs commissioner
Transit Ivoire Commerce: Moise Yeo, [email protected] | (225) 08898993 / 05476461
Customs commissioner
GHANA
Alliance Relwende Global Cargo: Noelie Compaore, [email protected] | (233) 266499650 / 26 8653087
Forwarding agent
Alliance Relwende Global Cargo: Koassi Malick Tietiembou | (233) 56 0444223 /(226) 7628 4862 /79110579
Forwarding agent
Alliance Relwende Global Cargo: Abdul Karim Husein | (233) 20 1387600 Forwarding agent
Omega Logistics Ltd: Charles Addei-Duah, [email protected] | (233) 303 213290
Customs commissioner
Government Agencies/Institutions
BENIN
Customs: TOSSOU Pierre Claver, [email protected] | (229) 96161616 Government official
Ministere des Infrastructures et des Transports: Thomas AGBEVA, [email protected] | (229) 9584 7241 / 9771 6935
Government official
CÔTE D'IVOIRE
Customs: Etienne Konan | (225) 07 059970 Government official
Gendarmerie: Theodore Dago, [email protected] | (225) 09 589083 Government official
Ministère de l'Integration Africaine et des Ivoiriens de l'Exterieur: Louis-Philippe Goli Kouame, [email protected] | (225) 2033 1212 / 0522 5023 / 0303 5884
Government official
Ministère du Commere et de l'Industrie: Marie-Pascale Aka, [email protected] | (225) 07 653810
Government official
Ministère du Transport: Kone Baba, [email protected] | (225) 01 499799 / 47483737
Government official
GHANA
Ghana Police: Paul Kontomah, [email protected] | (233) (0)244 549344 Government official
Ghana Revenue Authority (GRA): K. Gyimah-Asante, [email protected] | (233) 24 4324400
Government official
Ministry of Finance: Anthony Selom Dzadzra, [email protected] / [email protected] | (233) 24 4318710 / 20 2000933
Government official
Ministry of Food and Agriculture (MOFA): Milly Kyofa-Boamah | (233) 208120721 Government official
Ministry of Trade and Industry: Anthony K. Nyame-Baafi, [email protected] | (233) 50 5298697
Government official
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TrADe & TrAnspOrT enAblInG envIrOnmenT
Government Agencies/Institutions
Ministry of Transport: Lawrence Kumi, [email protected] | (233) 20 8125425 Government official
GUINEA
Customs: Col Oubou Zeze Guilavogui, [email protected] | (224) 664 402 185 622 241 000 / 55 565 645
Government official
Ministère du Plan et de la Coopération Internationale Guinée: Siaka Cissoko, [email protected] | (224) 657 06 69 17 / 620 86 41 74
Government official
Ministry of Trade: CAMARA Salématou BANGOURA, [email protected] | (224) 669 515 063
Government official
MALI
Direction Generale des Douanes: Harouna Dembele, [email protected] / [email protected] | (223) 6672 6437/ 7605 5312
Government official
Ministère de l'Equipement, des Transports et du Désenclavement Mali (DNTTMF): Seydou Traore, [email protected] | (223) 76 113619
Ministère de la Promotion de l'Investissement et du Secteur Privé/ Cellule Technique des Reformes du Cadre des Affaires (MIPI/CTRCA ): Baboye Kanem, [email protected] | (223) 78 793424
Government official
SENEGAL
Centre Africain pour le Commerce, l’Intégration et le Développement (ENDA CACID): Aliou M. NIANG, [email protected] | (221) 777 46 98 34
Researcher
TOGO
Ministère de l'Agriculture: K. Hadah Bassimbako, [email protected] | (228) 9016 5898
Government official
Ministère des Transports: Fantonzou Mawutoe Innocent, fatonzoun @yahoo.com | (228) 9001 0968/2265569
Government official
Police: K. Makatumbah Nimon | (228) 22 25 21 91/90044332 Government official
International Financial Institutions
CÔTE D'IVOIRE
African Development Bank: Inye Briggs, [email protected] | (225) 028 78237 Trade Programs Manager
KENYA
World Bank: Yaya Yedan, [email protected] | (254) 4712 799745 Transport Specialist
SENEGAL
International Finance Corporation: Maiko Miyake-Digbeu, [email protected] | (221) 77 4502138
Head Trade Competitiveness for West Africa
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National Associations
BENIN
FUPRO: Guezodje Lionel, [email protected] Association
BURKINA FASO
CIC-B: Soumaila Sanou, [email protected] | ~cicburkina.org Association
THE GAMBIA
Association of Farmers, Educators, and Traders: Mahamadu Fayinkey, [email protected] / [email protected]
Association
MALI
Afrique Verte internationale: Mohamed HAIDARA, afriqueverte.org / mali.simagri.net
Association
Ports
GHANA
Ghana Ports and Harbours Authority (GPHA): Nii Nikoi Amasa, [email protected] / [email protected] | (233) 303 219120 Ext 3092 / 20 2012343 ~www.ghanaports.gov.gh
Port official
TOGO
Port Autonome de Lome: Kokou Jeremie Wemegan, [email protected] | (228) 2274742 / 2273391 / 904 39 06
Port official
Port Autonome de Lome: K. Eyamouwe Bignang | (228) 2502084 / 905 83 20 /977 01 68
Port official
Regional Institutions
BURKINA FASO
ECOWAS Commission: Félix Bamouni, [email protected] | +226 70 80 63 02 ~www.ecowas.int
ETLS Task force member
UEMOA: Francois-Xavier Bamabara, [email protected] | (226) 50 328886
Official
CÔTE D’IVOIRE
ECOWAS Commission: Ousseine Diallo, [email protected]; [email protected] | (225) 05 09 14 15/+225 20 22 50 08 / 20 33 23 83/ ~www.ecowas.int
ETLS Task force member
GHANA
Borderless Alliance: Justin Bayili, [email protected] | (233) 24 4 34 0747 ~www.borderlesswa.com
Regional private sector led - advocacy and trade facilitation
Borderless Alliance: Afua Eshun, [email protected] | (233) 244 33 45 89 ~www.borderlesswa.com
Regional private sector led - advocacy and trade facilitation
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TrADe & TrAnspOrT enAblInG envIrOnmenT
Regional Institutions
GUINEA
ECOWAS Commission: Moussa-Gros Hamadou, [email protected] | (224) 96 972 625 ~www.ecowas.int
ETLS Task force member
NIGER
ECOWAS Commission: M. Salou DJIBO, [email protected] | Mob. : (234 808) 326 0106 ~www.ecowas.int
President of ETLS Task force
NIGERIA
Economic Community of West African States (ECOWAS): Alfred M Braimah (Dir. Private Sector), [email protected] / [email protected] | ~www.ecowas.int
Private sector development for ECOWAS
Economic Community of West African States (ECOWAS): Daniel Eklu (Dir. ), [email protected] / [email protected]
Agriculture policy design for ECOWAS
Economic Community of West African States (ECOWAS): Salifou Tiemtore (Dir. Customs), [email protected] / [email protected] | (234) 8056267990
Customs directorate of ECOWAS
Economic Community of West African States (ECOWAS): Gbenga Greg. Obideyi, Dr. (Dir. Trade), [email protected] | (234) (0)706 418 5254 / (234) 803 597 6007
Trade directorate of ECOWAS
ECOWAS Commission: Fredua Agyeman Boakye, [email protected] | (233) 208176273 ~www.ecowas.int
ECOWAS
ECOWAS Commission: Christian Appiah, [email protected] | (234) 8165834824 ~www.ecowas.int
Department of Infrastructure
ECOWAS Commission: Tony Luka Elumelu, [email protected] | (234) (0)803 3071 029/ 07064 185252 ~www.ecowas.int
Migration and free movement of persons
ECOWAS Commission: Jules Kagnini Gogoua, [email protected] | (234) 8023024837 ~www.ecowas.int
Consulant to Infrastructure Department
ECOWAS Commission: Moustapha Gnakambary, [email protected] | (234)(0) 7061193981 ~www.ecowas.int
Representative of USAID West Africa at the customs directorate of ECOWAS
ECOWAS Commission: Julius Nwagwu, [email protected] / [email protected] | (234) 803 338 6702 ~www.ecowas.int
ETLS Task force member
ECOWAS Commission: Gbenga Greg. Obideyi, [email protected]; [email protected] | (234) (0)803 5976007 ~www.ecowas.int
Trade Director
ECOWAS Commission: Peter Joy Sewornoo, [email protected] | (234) (0)903 702 9224 ~www.ecowas.int
ECOWAS
ECOWAS Commission: Kola Sofola, [email protected] | (234) (0)931 47647-9 ~www.ecowas.int
Trade Programs Officer
ECOWAS Commission: Fatima Traore, [email protected] | (234) 814 30111870 ~www.ecowas.int
ECOWAS
ECOWAS Commission: Kalilou Traore, [email protected]; [email protected] | (234) (0) 814 1375786 / 814 137578? ~www.ecowas.int
Ind. Et de la Promot. Du Secteur Prive
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Regional Institutions
ECOWAS Commission: Ken Ukaoha, [email protected]; [email protected] | (234) 9 7812124/ (234) 803 300 2001, 805 600 7788, 708 355 6633 ~www.ecowas.int
ETLS Task force member
ECOWAS Commission: Enobong Unoessien, [email protected]; [email protected] | (234) 805 1353682 ~www.ecowas.int
Private Sector Promotion
ECOWAS Commission: Aissata Yameogo-Koffi, [email protected]; [email protected] | (234) (0)703 9600439 ~www.ecowas.int
ETLS -Programs Officer
SENEGAL
ECOWAS Commission: Mamadou Cissokho, [email protected] | (221) 77 558 14 55 / +221 33 827 74 53 ~www.ecowas.int
ETLS Task force member
Shippers’ Authority
BENIN
Conseil National des Chargeurs Du Benin (CNCB): Codjo Gautier Ablet, [email protected] | (229) 97 228000
Shipping
BURKINA FASO
Conseil Burkinabe des Chargeurs (CBC): Herve S. Ilboudo, [email protected] | (226) 70259444 ~ www.cbc.bf
Shipping
Conseil Burkinabe des Chargeurs (CBC): Tissa Mathias Bambara, [email protected] / caramail.com | (226) 7022 1713 / 50306211 ~www.cbc.bf
Shipping
CÔTE D'IVOIRE
Conseil des Chargeurs Ivoiriens: Enokou Vital Noel, evital@cci-ci | (225) 07 606701 ~www.cci-ci
Shipping
GHANA
Ghana Shippers' Authority: Fred Asiedu-Dartey, [email protected] | (233) 24 3302 668768 ~~ www.shippers.org.gh
Shipping
MALI
Conseil Malien des Chargeurs (CMC): Abdoulaye Dicko, [email protected] | (225) 77 772759
Shipping
Trucking
BURKINA FASO
Etablissement Wend Biligida: Christophe Tiendrebeogo, [email protected] | (226) 788 478 77
Transportation and logistics (trucking)
GHANA
Renaizance Supply Chain Ltd.: Kenneth Kpedor, [email protected] | (233) 244 316 366
Transportation, logistics (trucking) & supply chain services
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OthersThe Trade Hub increases the value and volume of West Africa’s exports by addressing challenges in intra-regional and export-oriented agricultural and value-added trade. In addition, by developing the capacities of participants in targeted value chains and industries, particularly women, the Trade Hub aims to increase food security and reduce poverty.
• We work through Financial Access Facilitators and Business Development Services advisors to link companies with finance and investment opportunities to expand their operations
• Collaborate with regional institutions like ECOWAS and national customs agencies to reduce bribes and delays for transport on targeted corridors
• Build the capacity of value chain industry leaders, trade, transport, and market information facilitating institutions to expand the quality of their services and membership
• Support a network of AGOA Trade Resource Centers across the region to lend expert guidance and assist firms to become export ready.
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Chef de zone ANADER (National agency for rural development support)
CÔTE D'IVOIRE
National agency for rural development support (ANADER): Silue Lesson, [email protected] | (225) 01050399 ~www.anader.ci
Public agency
National agency for rural development support (ANADER): Ouattara Fatoumata, [email protected] | (225) 48135109 ~www.anader.ci
Public agency
National agency for rural development support (ANADER): Niamien K Celestin, [email protected] | (225) 01054669 ~www.anader.ci
Public agency
National agency for rural development support (ANADER): Soulama Souleymane, [email protected] | (225) 01054695 ~www.anader.ci
Public agency
National agency for rural development support (ANADER): Soro Raoul | (225) 02035333 ~www.anader.ci
Public agency
National agency for rural development support (ANADER): Toure Leon, [email protected] | (225) 01076429 ~www.anader.ci
Public agency
CÔTE D'IVOIRE
University of Korhogo: SOro SibirinA, [email protected] | (225) 57011314 ~www.univ-pgc.edu.ci
University
Directeur Departemental de L'Agriculture
CÔTE D'IVOIRE
Ministry of Agriculture: Dembele Vamara, [email protected] | (225) 07 73 12 77 ~www.gouv.ci
Ministry of agriculture
Directeur Departemental L'Agriculture Tengrela
CÔTE D'IVOIRE
Ministry of Agriculture: Soumagri Coulibali, [email protected] | (225) 082042 / 45530202 ~www.gouv.ci
Ministry of agriculture
Directeur Regional d'ANADER Korhogo (National agency for rural development support)
CÔTE D'IVOIRE
National agency for rural development support (ANADER): COULIBALY Lacina, drnord2([email protected] | (225) 01050874 ~www.anader.ci
Public agency
Directeur Régional de L'Agriculture
CÔTE D'IVOIRE
Ministry of Agriculture: Abdoulaye SoumahorO, [email protected] | (225) 57941054/01940294 ~www.gouv.ci
Ministry of agriculture
Directeur Régional de l'Agriculture
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OThers
Chef de zone ANADER (National agency for rural development support)
CÔTE D'IVOIRE
Ministry of Agriculture: Ouohi Antoine, [email protected] | (225) 07 75 85 91 ~www.gouv.ci
Ministry of agriculture
Directeur Régional de l'Agriculture de Korhogo
CÔTE D'IVOIRE
Ministry of Agriculture: Powa Max, [email protected] | (225) 09920402 ~www.gouv.ci
Ministry of agriculture
Directeur Régionale du CNRA
CÔTE D'IVOIRE
CNRA: ADOPO ACHILLE, [email protected] / [email protected] | (225) 77 37 92 51 / 07090260 ~www.cnra.ci
Research center
Directrice Departementale De L'Agriculture
CÔTE D'IVOIRE
Ministry of Agriculture: Ouattara Fatoumata, [email protected] | (225) 48135109 ~www.gouv.ci
Ministry of agriculture
FIRCA (Interprofessional Fund for Agricultural Research and Advice) Public agency
CÔTE D'IVOIRE
FIRCA (Interprofessional fund for agricultural research and advice): OUYA ADOLPHE, [email protected] | (225) 59 09 71 94 / 01 17 96 60 ~www.firca.ci
Public agency
LANADA (laboratory)
CÔTE D'IVOIRE
LANADA: Dr Traore Seidinan Ibrahina, [email protected] | (225) 48733495 ~www.lanada.ci
Public laboratory
Ministère du Commerce
CÔTE D'IVOIRE
Ministry of Trade: Gomun Kouya Bertin, [email protected] | (225) 08 45 18 22 / 20 22 59 99 ~www.commerce.gouv.ci
Ministry of commerce
Ministre de l'Agriculture/Bredoumi
CÔTE D'IVOIRE
Ministry of Agriculture: Bredoumy Soumaila Kouassi, [email protected] | (225) 05068888 ~www.gouv.ci
Ministry of agriculture
Other Private Business
CÔTE D'IVOIRE
Cooca Trade Ivoire: Albert Diadhiou, [email protected] | (225) 217 569 10
Cocoa Trader
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Other Private Business
Cooperative Agri Allah-Bekele De Fresco (CABF): Roland Kouegni | (225) 21 24 05 83 / 21 24 06 44
Cocoa, Cashew, Coffeee Producer and Trader
Entreprise Coopérative Kimbe (ECOOKIM): Mamadou Bamba, [email protected] | (225) 212 437 62 ~ecookim.com
Cocoa and coffee producer and exporter
GHANA
Federated Commodities Limited (FEDCO): Abddul Adamou | (233) 0302403919 ~http://fedco.com.gh
Cocoa Pruducer and Exporter
Ribeth Hygenyk Foods Ltd.: Alex Kodwiw, [email protected] | (233) 203 894 837
Food processing (bottled shito)
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Produced by
USAID West Africa Trade and Investment Hubwww.watradehub.com
november 2017