Working Paper 3 - Aventri
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Working Paper 3 Strategic Review of the ICAC
Transcript of Working Paper 3 - Aventri
Working Paper 3
Strategic Review of the ICAC
T: +1 (202) 463-6660 | E: [email protected] | www.icac.org
1629 K Street NW, Suite 702, Washington, DC 20006, USA
Working Paper 3
Strategic Review of the ICAC
Recommendation from the Standing Committee to the 77th Plenary Meeting of the
International Cotton Advisory Committee Abidjan, Côte d’Ivoire December 2018
1. INTRODUCTION
1.1 The International Cotton Advisory Committee (ICAC) last conducted a review of its mission and functions in 2007. At its meeting on 7 September 2017, the Standing Committee gave approval to conduct a further review and its recommendation was put before the Steering Committee at the Plenary Meeting in Tashkent, Uzbekistan on 27 October 2017.
1.2 It was also approved that a Strategy Subcommittee of the Standing Committee be
designated to take oversight of the process and report to the Standing Committee on progress at each of its meetings. The Standing Committee would then agree on the Strategic direction of ICAC, and report that decision formally at the Plenary meeting in Côte d’Ivoire. That report is appended as Annex A for final approval.
2. GOVERNANCE PROCESS 2.1 The Standing Committee at its first meeting of 2018, agreed that the Strategic Review
process would benefit from the involvement of an independent consultant who had experience of developing strategy within governmental/not-for-profit bodies. This consultant would work closely with the Executive Director to ensure that the Review could be completed within a very tight time frame. Following a recommendation from Mr James Johnson, USA, Ms Patricia (Trish) Kyle was asked to assist the Sub Committee.
2.2 Ms Kyle is a strategic organisational development specialist, management consultant
and master level leadership coach with over 20 years of experience leading organisations and people through transformation and growth. She has provided strategic expertise, guidance, planning and coaching to organizations planning for, or in the midst of, transformation. Her most recent being the Smithsonian Institution. She has held diverse leadership positions in Human Resources and human capital consulting as well as management consulting working with a range of organisation including federal government and non-profit.
2.3 The resultant Strategic Plan would cover a 3-year time frame (2019 – 2021) and would
be revisited annually to monitor progress and to develop the next Strategic Plan covering
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a further three years. The Strategic Plan process would therefore form an intrinsic part of the Governance Cycle of the ICAC.
2.4 A Strategy Subcommittee was formed of volunteers from amongst the delegates of the
Standing Committee. The Sub Committee consisted of the following delegates; Ms Agnes Capony (European Union)
Mr Colin Hunter (Australia) Mr James Johnson (United States) Ms Maha Zakaria (Egypt) Ms Mariam Coulibaly (Côte d’Ivoire) Mr Rado Wang (Taiwan) Mr Selman Kurt (Turkey)
Mr Rado Wang, Taiwan, was elected Chair and Ms Maha Zakaria, Egypt, as Deputy Chair.
2.5 The first duty of the newly formed Strategy Sub Committee was to agree on the timelines
associated with the process which is explained below and detailed in Annex B. The minutes of each meeting of the Strategy Sub Committee are attached as Annex C.
3. PROCESS 3.1 The approach adopted in this Strategic Review was a ‘bottom up’ approach thus
ensuring that everyone in the organisation and associated stakeholders were engaged in the process and their views sought and information collected. This information would then be presented to members of the Standing Committee and key stakeholders at a Strategic Away Day where themes would be identified and enablers agreed.
3.2 The following procedure adopted a ‘bottom up’ approach where much of the debating
and information gathering was conducted internally by the Secretariat and then presented to stakeholders at a ‘Strategic Away Day’ where themes and priorities were identified with resulting enablers.
3.3 Following the Plenary Meeting in Tashkent, the Secretariat held a ‘brain storming’
session to conduct a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis. This helped to organise and prioritise ideas around the organisation and would form the basis of engagements with key stakeholders. The SWOT analysis is shown in Annex D.
3.4 At the same time, the Secretariat conducted desktop exercise collecting data on other
international commodity bodies. That data was made available to Standing Committee Delegates and was presented in a comparative table, shown in Annex E.
3.5 In order to engage with the various groups of stakeholders and solicit their views and
ideas for the future direction of the organisation, a questionnaire was produced and agreed by the Strategy Sub Committee and Standing Committee and was sent out to over 3000 contacts in the ICAC database. These being contacts that have at some time in the last few years had some form of engagement with the ICAC either as a member
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government via the Coordinating Agencies and Standing Committee, member of an ICAC subcommittee such as SEEP, CSITC, PSAP and IFCP, attendance at Plenary Meetings, members of the International Cotton Researchers Association (ICRA), purchasers of ICAC publications and Observer organisations. 205 replied to the questionnaire and a summary of the replies can be found at Annex F.
3.6 All the above information was then presented during a Strategic Away Day held on 12
July 2018 and attended by members of the Standing Committee, ICAC staff and the Chair of the Private Sector Advisory Panel (PSAP) – all Chairs of all the main committees were invited to attend. The Strategic Away Day was led by the outside consultant, Trish Kyle and the Executive Director and the comments from that meeting are shown in Annex G. These comments were then translated into a draft Strategic Plan and presented to the Strategy Sub Committee and Standing Committee for comments and for priorities to be added. The final version of the Strategic Plan is attached as Annex A.
3.7 It is important for member governments to note that every stage there have been three
filters and therefore three opportunities for governments to contribute to the development of the Strategic Plan. Each stage has been reviewed by the Strategy Sub Committee, the Standing Committee and, therefore by default, the Coordinating Agencies.
4. STRATEGIC PLAN IMPACT 4.1 The strategic review process and the resultant Strategic Plan needs to address the
following four fundamental questions:
• Where are we now? • What are we trying to achieve? • Where do we want to be? • What resources are required in order to get there?
4.2 It is this last question that should be addressed here as this has the potential to impact
on future assessment fee commitments from member governments. In the Strategic Plan, where additional resources are required to achieve an objective, they have been noted in the last column. No monetary figure has been placed on these resources as, at this stage, the detail has not been worked out and where additional staff need to be employed there are many different options – full time, part time, employed abroad etc. This will need to be the subject of a further paper and further deliberations at the Standing Committee.
4.3 However, it is the intention that the implementation of the Strategic Plan should
not result in an increase in the current assessment fees. Additional income obtained from increased membership and increased revenue from projects should be in place first in order to offset any additional costs associated with additional resources required.
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5. FUTURE ACTIONS 5.1 As detailed above, the Standing Committee will review the organisation’s progress
against the Strategic Plan annually at a Strategic Away Day and progress reported to the Steering Committee at its Plenary Meeting.
5.2 Details of the Strategic Plan and progress will be reported widely to all stakeholders via
an Annual Report which will be produced in the first quarter of each year and be made available on the website.
5.3 Now the basics of the Strategic Plan are in place, it should be the aim to review and
enhance the plan each year. In 2019, the aim will therefore be to review in particular, the Mission, Vision and Values of the organisation.
6. RECOMMENDATION 6.1 That the attached Strategic Plan be approved and that the Standing Committee continue
to monitor progress against the plan until the next review in 2021 when a new Strategy Sub Committee should be established. Progress will also be reported every year to the plenary Meeting and to all stakeholders via an Annual Report.
Kai Hughes Executive Director 27 October 2018
International Cotton Advisory Committee
1629 K Street NW, Suite 702, Washington DC 20006, USATelephone: 202-463-6660 • Email: [email protected]
ICAC Strategic Plan 2019 -2021
ICAC Strategic Plan 2019 -2021Background
At the last meeting of the Steering Committee, held during the 76th Plenary Meeting in Tashkent, Uzbekistan, on 27 October 2017, it was agreed that a Strategy Committee be formed to have oversight of the Strategic Review process and ensure that timelines and key objectives were being met. The objective of the Strategic Review is to enhance the comprehensiveness of the ICAC’s current statistical, technical, trade and policy streams of work. The Strategy Committee conducted the Strategic Review of the ICAC, leading to the creation of this Strategic Plan.
Mission
The mission of the ICAC is to assist members in fostering a healthy world cotton economy. The Committee achieves its mission by providing transparency to the world cotton market, by serving as a clearinghouse for technical information on cotton production, and by serving as a forum for discussion of cotton issues of international significance. The role of the ICAC is to raise awareness of emerging issues, provide information relevant to the solving of problems, and to foster cooperation in the achievement of common objectives. By serving as an objective statistical observer and by bringing producing, consuming and trading countries together with all segments of the cotton industry, the ICAC serves a unique role as a catalyst for constructive change.
ICAC Vital Functions• Provide statistics on world cotton production,
consumption, trade and stocks, and to identify emerging changes in the structure of the world cotton market;
• Serve as a clearinghouse for technical information about cotton and cotton textiles;
• Serve as an objective forum for discussion of
cotton matters of international significance;
• Represent the international cotton industry before UN agencies and other international organisations.
Organisational and Leadership Values
Formed in 1939, the ICAC is the only intergovernmental body for cotton producing, consuming and trading countries. ICAC has a rich history as the leading provider of information about the global cotton industry and is a respected independent, analytical, objective source of statistical and technical data on cotton and cotton textiles. ICAC has a global reach and supports networks of cotton researchers worldwide. ICAC aims to cover all aspects of the cotton value chain and does it in a cost-effective way with limited resources. ICAC raises awareness of the major challenges facing the cotton industry, such as declining market share, demand enhancement, sustainability of cotton production, developing technologies aimed at increasing productivity and reducing costs and price volatility, and strives to provide practical solutions to the effective resolution of those challenges.
Strategic Objectives
Strategic objectives will be focused on strengthening ICAC as a viable, relevant organisation with a strong forward-thinking analytical capacity. ICAC is the premier source of objective, science-based information on cotton that assists governments in fostering a healthy world cotton economy. The organisation will continue to provide transparency to the world cotton market for the benefit of the private sector and the hundreds of millions of people involved in the cotton value chain. ICAC will maintain one of the strongest statistical and technical information capacities in the industry and will continue
serving as a clearinghouse for sustainable cotton production technologies. The organisation will continue developing a modern database of statistics and information, instantly accessible online by governments, the private sector, researchers, and educational facilities.
ICAC will work hard to retain current membership and add new members from major world cotton or textile economies by adding to the value of membership for the whole cotton and textile value chain. ICAC should focus on developing strategic partnerships with international and industry organisations and actively engage in cooperation with the private sector. In order to achieve challenging objectives and provide clear value to members, revenue generation and growth must be achieved, and a new membership and committee structure should be explored. Outreach and promotion goals should be developed through holistic communication strategies, as well as information technology.
The organisation will continue to serve as the major international forum on cotton, bringing together producing and consuming countries with all sectors of the cotton industry in order to address challenges and achieve practical solutions. The visibility of ICAC and its work and profile will be increased. The organisation will be coordinating and participating in international seminars and conferences, regional meetings, and research networks in order to address pressing and topical issues, such as production technologies, market shifts, fibre competition, and price-risk management. ICAC will continue to cooperate closely with industry associations, government and private organisations, research centres, universities, and the media.
ICAC will work on cotton demand enhancement and will continue to promote cotton consumption with clear messages on the sustainability of cotton production. ICAC will address the criticism on the environmental impact of cotton production, and will help to educate consumers on the environmental,
social, and economic benefits of cotton production. ICAC will work with governments to encourage transparency in cotton policies and programs and to eliminate the direct government measures that distort cotton production and trade. ICAC will promote implementation of modern technologies that improve productivity and reduce costs in order to make cotton more competitive with polyester and other synthetic fibres.
ICAC will continue to serve as the International Commodity Body (ICB) for cotton, and will sponsor cotton projects not just with the Common Fund for Commodities (CFC) but will also aim to develop projects with other national and international groups. ICAC will cooperate with international organisations such as The World Bank, UN, FAO and UNCTAD, UNIDO, GIZ, EU and others on developing cotton projects.
The organisation will employ and retain professional, enthusiastic, disciplined, results-oriented, dedicated, creative, and innovative staff. The team will be well-remunerated and provided with job stability. The organisation will maintain strong traditions of excellence and efficiency of service to its members and to the industry, where the set goals are reached. Deadlines will be met and the budget adhered to with the strongest discipline. The accumulated experience will be passed through the generations, but the organisation will be always looking forward for opportunities to innovate.
STRATEGIC PLAN 2019-2021
The Strategic Plan marks the culmination of a strategic review process that began at the end of 2017. This process began by gathering inputs from stakeholders via surveys and meetings with key individuals and the various ICAC Committees, analysing the activities of other International Commodity Bodies and conducting an internal SWOT analysis amongst members of the ICAC Staff. This information was presented to the Standing Committee at a dedicated Strategic Away Day held
on 12 July 2018. The Away Day was conducted by an independent consultant who started the day by reviewing key themes and shared comments that arose out of the surveys. From this, discussions took place around four key areas;
• Governance structure
• Revenue building activities
• Partnerships with member governments/international organisations
• ICAC membership structure
This was followed by a review of the organisational SWOT analysis and a discussion on how to build upon the strengths and opportunities and how to ensure sustained growth and value to members.
The Strategic Plan, attached, formed the basis of those discussions and reflected the priorities that the Standing Committee felt were important for the ICAC to achieve its aims. It should be noted that whilst many activities will necessarily need to start in year one in order to achieve completion by the end of the Strategic Plan, those requiring the highest priority are shown in red and lowest priority is shown in green.
Progress will be monitored annually against the Plan but the success of the Strategic Plan can only be judged by performance at term end. It is also important to revisit the Mission statement of the organisation as well as its Vision and Values and this will form the focus of next year’s Away Day as well as reviewing the ICAC’s progress in achieving its objectives.
The ICAC’s seven key objectives are summarised below;
Membership
ICAC will create a targeted approach for each identified potential member among producing and consuming countries by clearly demonstrating
the value of membership, leading to increased membership during the strategic plan period. ICAC will explore and improve services provided to current members in order to achieve a 100% retention rate of its members. ICAC will explore and implement a new membership structure that includes associate membership for national and international organisations, as well as allied-sector and private-sector firms, which will lead to increasing revenue.
Value Proposition
ICAC will research and analyse the most prudent ways to create a sustainable value proposition to cotton consuming countries. The cotton value chain will be the focus and target for improving the value proposition offered by ICAC to members throughout the course of this Strategic Plan.
Research
ICAC will develop a technical information strategy in order to strengthen its vast technical research network, increasing the capacity to produce even more objective data and statistics — including not just production, but textile processing as well. ICAC will make the quality of its data more accessible to members, partners, and the global community. ICAC will focus on developing and strengthening research networks, especially in Africa. ICAC will develop a holistic education plan and create a cotton innovation world conference.
Partnerships
ICAC will identify key partnership opportunities throughout the world that make the most sense and will strategically improve the ICAC. Partnerships will be identified within the UN, other international organisations, ICBs, national industry associations, private sector firms, and others.
Governance
ICAC will review its committee structure and
determine the most appropriate structure to serve the needs of the ICAC and address major challenges: the growth and sustainability of the ICAC. Organisational regulations will be reviewed in line with the best practices of other ICBs and international organisations. A review of ICAC’s mission, vision, and values will be conducted.
Technology
ICAC will explore ways to utilise technology to increase its value proposition and assist in the deployment of vital information to the global market and cotton supply chain. ICAC will create a plan to deploy its information and vast expertise to provide members and the global cotton community with timely and objective data and information. ICAC will utilise modern technology for training and publication distribution.
Finance
ICAC will increase and preserve value-added revenue streams that will support the growth of the ICAC and provide accessible research and education. ICAC will explore new policies for the acceptance of paid advertising in publications and on the website. Growth opportunities will be explored, including associate membership of the private sector and trade associations in all sectors of the value chain. Revenue increases during Plenary Meetings and research conferences will be explored to include sponsorships and trade fairs.
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artn
ers
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with
iden
tifie
d pa
rtne
rsM
OU w
ith id
entif
ied
part
ners
ED an
d SC
Mem
bers
Trav
el b
udge
t to
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ct tr
ips t
o vi
sit id
entif
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part
ners
Outr
each
and
prom
otio
nDe
velo
p ho
listic
com
mun
icat
ion
stra
tegy
. Li
nk st
rate
gy to
cr
itica
l ele
men
ts w
ithin
the s
trat
egic
pla
n ob
ject
ives
. Ide
ntify
ke
y mes
sage
s ann
ually
link
ed to
SP o
bjec
tives
KPIs
with
in C
omm
unic
atio
ns
Stra
tegy
reac
hed
Com
mun
icat
ions
St
rate
gy to
be
appr
oved
by b
egin
ning
of
201
9
Com
mun
icat
ions
Stra
tegy
an
d ke
y mes
sage
s re
view
ed
Com
mun
icat
ions
Stra
tegy
an
d ke
y mes
sage
s re
view
edM
ike M
cCue
Revi
ew re
leva
nce a
nd n
umbe
r of p
ublis
hing
freq
uenc
y of I
CAC
publ
icat
ions
. Cre
ate a
nd co
nduc
t a su
rvey
of r
ecei
ptan
ts to
de
term
ine v
alid
ity o
f pub
licat
ion,
bes
t met
hod
to re
ceiv
e in
form
atio
n.
Incr
ease
s in
num
ber o
f do
wlo
ads.
Incr
ease
in re
venu
e fro
m sa
les o
f pub
licat
ions
. In
crea
se in
num
ber o
f cita
tions
to
mea
sure
impa
ct.
Deve
lop
publ
icat
ions
su
rvey
for a
ll su
bscr
iber
s. Id
entif
y 'Fl
agsh
ip P
ublic
atio
ns'
Annu
al su
rvey
Annu
al su
rvey
Staf
f (M
ike M
cCue
)
Anal
yse s
urve
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ults
to d
eter
min
e cou
rse o
f act
ion
to cr
eate
st
ream
lined
appr
oach
to kn
owle
dge s
harin
g and
pub
licat
ions
.
Incr
ease
in n
umbe
r of
reci
pien
ts o
f pub
licat
ions
and
part
icip
ants
in kn
owle
dge
shar
ing p
rogr
anm
es
Deve
lop
web
inar
s and
fa
ctsh
eets
Deve
lop
Virt
ual R
ealit
y tr
aini
ng co
urse
Cond
uct w
orks
hops
and
incr
ease
num
ber o
f tr
aini
ng p
rogr
amm
esED
and
Staf
f
Cons
ider
em
ploy
men
t of
Trai
ning
De
velo
pmen
t Of
ficer
Rese
arch
Deve
lop
holis
tic IC
AC te
chni
cal i
nfor
mat
ion
stra
tegy
. Dev
elop
pr
ojec
ts, t
rain
ing p
rogr
amm
es, c
ount
ry au
dits
and
front
line
dem
onst
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ns.
Incr
ease
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mbe
r of p
roje
cts
and
prog
ram
mes
resu
lting
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an in
crea
se in
yiel
ds an
d su
stai
nabi
lity m
atrix
Deve
lop
Tech
nica
l In
form
atio
n St
rate
gy
for a
ppro
val
Impl
emen
atio
n of
st
rate
gy. P
rogr
amm
e of
coun
try a
udits
Impl
emen
atio
n of
st
rate
gyKe
shav
Kra
nthi
Recr
uitm
ent o
f ad
ditio
nal
mem
ber o
f sta
ff
Set u
p W
est A
frica
rese
arch
net
wor
kFi
rst r
esea
rch
netw
ork m
eetin
g to
be h
eld
by 2
020
Cons
ult w
ith ke
y pa
rtne
rs to
esta
blish
re
sear
ch n
etw
ork -
CI
RAD?
Recr
uit a
dmin
istra
tion
team
. Hol
d m
eetin
gKe
shav
Kra
nthi
Stre
ngth
en ex
istin
g res
earc
h ne
twor
ks. A
ssum
e gre
ater
le
ader
ship
role
inin
dent
ified
net
wor
ks to
assis
t in
over
site,
di
rect
ion
sett
ing a
s par
t of t
he st
rate
gy to
redu
ce m
yth
bust
ing
whi
le im
prov
ing t
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ositi
ve p
ersp
ectiv
e of c
otto
n an
d th
e ICA
C
Incr
ease
d at
tend
ance
and
spon
sors
hip
Iden
tify r
egio
nal
them
es. D
evel
op
com
mon
gove
rnan
ce
stru
ctur
es.
Deve
lop
3 ye
ar p
lans
for
each
regi
onal
net
wor
kto
incl
ude w
orks
hops
and
trai
ning
.
Kesh
av K
rant
hi
Crea
te th
e pla
n to
leve
rage
know
ledg
e & va
st ex
pert
ise to
pr
oduc
e tim
ely c
redi
ble f
acts
abou
t cot
ton.
Cont
inua
l inc
reas
e in
num
ber
of d
ownl
oads
Deve
lop
list o
f key
m
esss
ages
Deve
lop
fact
shee
ts
perio
dica
lly
Deve
lop
fact
shee
ets
perio
dica
lly
Mik
e McC
ue, K
esha
v Kr
anth
i
Deve
lop
cott
on in
nova
tion
conf
eren
ce. I
dent
ify ke
y par
tner
s to
host
the c
onfe
renc
eCo
nfer
ence
by 2
020
Iden
tify p
ossib
le
part
ners
Ho
ld In
nova
tion
conf
eren
ceED
Revi
ew th
e rel
atio
nshi
p &
role
s of I
CAC
& IC
RAAp
prov
al o
f new
stru
ctur
e and
co
nstit
utio
n by
202
0Re
view
ICRA
Co
nstit
utio
n
Deve
lop
acad
emic
m
embe
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p cr
iteria
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Deve
lop
ICRA
Stra
tegi
c Pl
anED
and
Kesh
av K
rant
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d IC
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Crea
te a
holis
tic ed
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orts
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P ob
ject
ives
an
d in
crea
ses v
alue
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embe
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loba
l net
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ks an
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ore
thro
ugh
the u
se o
f tec
hnol
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eliv
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f ed
ucat
iona
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orm
ativ
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tent
. Ass
ess a
nd an
alys
e way
s to
prov
ide l
earn
ing t
hrou
gh fe
es an
d su
bscr
iptio
ns.
ICAC
in h
ouse
expe
rtise
cove
rs
the w
hole
valu
e cha
in
Iden
tify g
aps i
n kn
owle
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n th
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satio
n in
co
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lue
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Recr
uit e
xper
tise a
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quire
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Recr
uitm
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w m
embe
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f
Fina
nce
Deve
lop
incr
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dget
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incr
ease
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ansp
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dget
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t tur
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- 5%
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udge
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udge
tED
To in
crea
se B
usin
ess P
lan
reve
nue s
trea
ms t
o $2
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$200
K by
202
1To
tal r
even
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Tota
l rev
enue
$15
0KTo
tal r
even
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ED
Crea
te th
e pol
icy
to in
crea
se re
venu
e for
Ple
nary
Mee
ting
thro
ugh
spon
sors
hips
, del
egat
e adm
issio
n an
d m
ore.
Rev
iew
20
18 co
ntra
ct/a
men
d as
nee
ded.
Rev
iew
Ple
nary
mee
ting
cont
ract
annu
ally
.
Incr
ease
in n
umbe
r of
dele
gate
s (an
d th
eref
ore
reve
nue)
atte
ndin
g the
Ple
nary
M
eetin
g
Deve
lop
spon
sors
hip
and
reve
nue p
olic
y for
Pl
enar
y Mee
tings
Carm
en Le
on, C
arol
ine
Taco
Tech
nolo
gy
Rese
arch
feas
ibili
ty o
f cre
atin
g App
that
will
brin
g in
sust
aine
d re
venu
e for
the f
ollo
win
g: So
il He
alth
, Env
ironm
enta
l Su
stai
nabi
lity a
nd P
est M
anag
emen
t. M
onito
r and
eval
uate
ef
fect
iven
ess o
f app
s, m
odify
and
mak
e im
prov
emen
ts
All A
pps l
aunc
hed
by 2
021
Soil
Heal
th A
pp
appr
oved
and
spon
sors
hip
obta
ined
Sust
aina
bilit
y and
Pes
t M
anag
emen
t App
ap
prov
ed an
d sp
onso
rshi
p ob
tain
ed
Kesh
av K
rant
hiSe
lf fin
anci
ng
Revi
ew an
d an
alyz
e dat
a bas
e opt
ions
. Det
erm
ine t
he vi
abili
ty to
cr
eate
por
tal b
ased
acce
ss o
f sta
tistic
s and
info
rmat
ion.
De
velo
p in
tern
al w
orki
ng gr
oup.
Data
base
laun
ched
Deve
lop
data
base
sp
ecifi
catio
n.
Esta
blish
wor
king
gr
oup.
Cle
an th
e dat
a.
Deve
lop
data
base
Laun
ch n
ew d
atab
ase
Liha
n W
eiBu
dget
to re
flect
co
st o
f new
da
taba
se
Stra
tegi
c and
Ann
ual
Busin
ess P
lan
Crea
te th
e int
erna
l pro
cess
for a
nnua
l rev
iew
and
man
agem
ent
of st
rate
gic a
nd an
nual
pla
nsAn
nual
Rev
iew
Annu
al R
evie
wAn
nual
Rev
iew
ED an
d Lo
rena
Rui
z
Key
Obje
ctiv
es
Appr
oach
/pro
cess
2021
Suc
cess
Goa
ls20
19Pr
iorit
y 20
2020
21Ow
ner
Reso
urce
sCa
tego
ry
Inde
ntify
Mem
bers
Crea
te ta
rget
ed ap
proa
ch fo
r eac
h id
entif
ied
pote
ntia
l mem
ber.
Dra
w
up li
st o
f all
cott
on p
rodu
cing
and
cons
umin
g cou
ntrie
s; di
vide
into
th
ose w
ho h
ave b
een
mem
bers
and
have
resig
ned/
been
susp
ende
d.
Thos
e who
hav
e nev
er b
een
ICAC
mem
bers
. Prio
ritise
into
3 gr
oups
- go
od, p
ossib
le, n
o
Secu
re 5
new
mem
bers
12
2St
aff a
nd SC
Mem
bers
Mem
bers
hip
Rete
ntio
n Re
tent
ion;
crea
te th
e app
roac
h to
reta
in ea
ch co
untr
y; ex
plor
e wha
t ad
ditio
nal I
CAC
bene
fits w
ould
be b
enef
icia
l, cr
eate
stra
tegy
to
com
mun
icat
e, re
ach
out,
build
rela
tions
hips
and
mai
ntai
n.10
0% re
tent
ion
100%
rete
ntio
n10
0% re
tent
ion
100%
rete
ntio
nSt
aff a
nd SC
Mem
bers
Mem
bers
hip
Valu
e add
for m
embe
rsDe
term
ine a
ppro
pria
te as
sess
men
t to
iden
tify n
eeds
of m
embe
rs.
Expl
ore v
ario
us m
etho
ds to
util
ize ex
tern
al as
sista
nce/
guid
ance
to cr
aft
asse
ssm
ent a
nd re
sear
ch va
lue p
ropo
sitio
ns.
Cond
ucte
d 3
Proj
ects
in
mem
ber c
ount
ries
11
1Ke
shav
Kra
nthi
Mem
bers
hip
Deve
lope
d an
d co
nduc
ted
3 pr
oduc
tion
base
d w
orks
hops
11
1Ke
shav
Kra
nthi
Mem
bers
hip
Annu
al Q
uest
iona
irePr
oduc
e Ann
ual
ques
tiona
ire fo
r end
of
2018
-19
Staf
f and
SC M
embe
rsM
embe
rshi
p
Valu
e Pro
post
ition
Rese
arch
and
anal
yse w
ays t
o cr
eate
a va
lue p
ropo
sitio
n fo
r the
text
ile
valu
e cha
inIn
crea
sed
stat
ed va
lue t
o m
embe
rs
Enga
ge w
ith o
utsid
e co
nsul
tant
to cr
eate
and
depl
oy th
e res
earc
h st
udy
Reco
mm
enda
tions
an
d im
plem
enta
tion
of
prop
osal
s
Cons
ulta
nt's
fee
Valu
e Pr
opos
ition
Part
ners
hips
Iden
tify k
ey p
artn
ersh
ip o
ppor
tuni
ties t
hrou
gh th
e wor
ld th
at m
ake t
he
mos
t sen
se an
d w
ill st
rate
gica
lly im
prov
e the
ICAC
.Pa
rtne
rshi
ps
Iden
tify k
ey p
artn
ersh
ips w
ithin
the U
N or
gani
satio
ns. C
reat
e the
pla
n to
iden
tify p
artn
ersh
ip b
enef
its to
bot
h sid
es o
f the
rela
tions
hip.
Id
entif
y and
prio
ritize
targ
et li
st o
f par
tner
ship
s. B
egin
pro
cess
of
build
ing p
artn
ersh
ip re
latio
nshi
ps
MOU
s with
all i
dent
ified
key
part
ners
Pape
r to
SC to
iden
tify
key p
artn
ers
MOU
with
id
entif
ied
part
ners
MOU
with
iden
tifie
d pa
rtne
rsED
and
SC M
embe
rsTr
avel
bud
get t
o re
flect
trip
s to
visit
iden
tifie
d pa
rtne
rsPa
rtne
rshi
ps
Outr
each
and
Prom
otio
n
Deve
lop
holis
tic co
mm
unic
atio
n st
rate
gy.
Link
stra
tegy
to cr
itica
l el
emen
ts w
ithin
the s
trat
egic
pla
n ob
ject
ives
. Ide
ntify
key m
essa
ges
annu
ally
link
ed to
SP o
bjec
tives
KPIs
with
in C
omm
unic
atio
ns
Stra
tegy
reac
hed
Com
mun
icat
ions
St
rate
gy to
be a
ppro
ved
by b
egin
ning
of 2
019
Com
mun
icat
ions
St
rate
gy an
d ke
y m
essa
ges r
evie
wed
Com
mun
icat
ions
St
rate
gy an
d ke
y m
essa
ges r
evie
wed
Mik
e McC
ueOu
trea
ch an
d Pr
omot
ion
Rese
arch
Deve
lop
holis
tic IC
AC te
chni
cal i
nfor
mat
ion
stra
tegy
. Dev
elop
pro
ject
s, tr
aini
ng p
rogr
amm
es, c
ount
ry au
dits
and
front
line d
emon
stra
tions
.
Incr
ease
d nu
mbe
r of p
roje
cts
and
prog
ram
mes
resu
lting
in an
in
crea
se in
yiel
ds an
d su
stai
nabi
lity m
atrix
Deve
lop
Tech
nica
l In
form
atio
n St
rate
gy fo
r ap
prov
al
Impl
emen
atio
n of
st
rate
gy.
Prog
ram
me o
f co
untr
y aud
its
Impl
emen
atio
n of
st
rate
gyKe
shav
Kra
nthi
Recr
uitm
ent o
f add
ition
al
mem
ber o
f sta
ff Re
sear
ch
Stre
ngth
en ex
istin
g res
earc
h ne
twor
ks. A
ssum
e gre
ater
lead
ersh
ip ro
le
inin
dent
ified
net
wor
ks to
assis
t in
over
site,
dire
ctio
n se
ttin
g as p
art o
f th
e str
ateg
y to
redu
ce m
yth
bust
ing w
hile
impr
ovin
g the
pos
itive
pe
rspe
ctiv
e of c
otto
n an
d th
e ICA
C
Incr
ease
d at
tend
ance
and
spon
sors
hip
Iden
tify r
egio
nal t
hem
es.
Deve
lop
com
mon
go
vern
ance
stru
ctur
es.
Deve
lop
3 ye
ar
plan
s for
each
re
gion
al n
etw
orkt
o in
clud
e wor
ksho
ps
and
trai
ning
.
Kesh
av K
rant
hi
Rese
arch
Crea
te th
e pla
n to
leve
rage
know
ledg
e & va
st ex
pert
ise to
pro
duce
tim
ely c
redi
ble f
acts
abou
t cot
ton.
Cont
inua
l inc
reas
e in
num
ber
of d
ownl
oads
Deve
lop
list o
f key
m
esss
ages
Deve
lop
fact
shee
ts
perio
dica
lly
Deve
lop
fact
shee
ets
perio
dica
lly
Mik
e McC
ue, K
esha
v Kr
anth
iRe
sear
ch
Fina
nce
Deve
lop
incr
ease
d bu
dget
per
form
ance
with
incr
ease
d tr
ansp
aren
cyBu
dget
per
form
ance
+/- 5
%Ou
t tur
n +/
- 10%
of
budg
etOu
t tur
n +/
- 5%
of
budg
etOu
t tur
n +/
- 5%
of
budg
etED
Fi
nanc
e
Stra
tegi
c and
Ann
ual B
usin
ess P
lan
Crea
te th
e int
erna
l pro
cess
for a
nnua
l rev
iew
and
man
agem
ent o
f st
rate
gic a
nd an
nual
pla
nsAn
nual
Rev
iew
Annu
al R
evie
wAn
nual
Rev
iew
ED an
d Lo
rena
Rui
zSt
rate
gic a
nd A
nnua
l Bus
ines
s Pl
an
Valu
e add
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embe
rsDe
term
ine a
ppro
pria
te as
sess
men
t to
iden
tify n
eeds
of m
embe
rs.
Expl
ore v
ario
us m
etho
ds to
util
ize ex
tern
al as
sista
nce/
guid
ance
to cr
aft
asse
ssm
ent a
nd re
sear
ch va
lue p
ropo
sitio
ns.
Com
plet
ed 6
coun
try a
udits
2
22
Kesh
av K
rant
hiM
embe
rshi
p
New
Mem
bers
hip
Stru
ctur
eRe
view
and
prop
ose v
arie
ty o
f mem
bers
hip
stru
ctur
es an
d be
nefit
s for
pr
ivat
e sec
tor,
asso
ciat
ions
etc.
New
mem
bers
hip
stru
ctur
e im
plem
ente
d re
sulti
ng in
in
crea
sing m
embe
rshi
p of
in
tern
atio
nal a
nd n
atio
nal
orga
nisa
tions
and
incr
easin
g re
venu
e str
eam
Crea
te a
Sub-
com
mitt
ee
on N
ew M
embe
rshi
p St
ruct
ure.
Pro
posa
l of
new
mem
bers
hip
stru
ctur
e to
incl
ude
Inte
rnat
iona
l and
Na
tiona
l Org
anisa
tions
Impl
emen
tatio
n of
ne
w st
ruct
ure
ED an
d SC
Mem
bers
Mem
bers
hip
Revi
ew IC
AC C
omm
ittee
Stru
ctur
eRe
view
ICAC
com
mitt
ee st
ruct
ure;
det
erm
ine w
hat i
s wor
king
/why
and
wha
t is n
ot w
orki
ng. D
eter
min
e bes
t com
mitt
ee st
ruct
ure t
o se
rve t
he
need
s of I
CAC
over
the n
ext t
hree
year
s of t
he SP
.
Com
mitt
ees c
over
maj
or
chal
leng
es in
the w
hole
valu
e ch
ain
Prop
osal
to th
e Ste
erin
g Co
mm
ittee
Impl
emen
tatio
n of
ne
w st
ruct
ure
ED an
d SC
Mem
bers
Gove
rnan
ce
Revi
ew st
aff s
truc
ture
New
staf
f str
uctu
re in
pla
ce to
re
flect
requ
irem
ents
of t
he
Stra
tegi
c Pla
n
Prop
osal
to th
e St
andi
ng
Com
mitt
ee.
Budg
et to
refe
lct
chan
ges
EDIn
crea
se in
bud
gete
d sa
lary
le
vel
Gove
rnan
ce
Revi
ew M
issio
n, V
ision
and
Valu
esSP
revi
ewed
annu
ally
Revi
ewed
at an
nual
re
view
of S
PAn
nual
revi
ew o
f SP
Annu
al re
view
of S
PSt
aff a
nd SC
Mem
bers
hip
Gove
rnan
ce
ICAC
Str
ateg
ic Pl
an b
y Pr
iorit
ies
Crea
te o
ne p
lan
from
the r
esea
rch
Iden
tify k
ey p
artn
ersh
ips w
ithin
Inte
rnat
iona
l org
anisa
tions
, com
mid
ity
ICBs
, priv
ate s
ecto
r and
mor
e. C
reat
e the
pla
n to
iden
tify p
artn
ersh
ip
bene
fits t
o bo
th si
des o
f the
rela
tions
hip.
Iden
tify a
nd p
riorit
ize ta
rget
lis
t of p
artn
ersh
ips.
Beg
in p
roce
ss o
f bui
ldin
g par
tner
ship
rela
tions
hips
.
MOU
s with
all i
dent
ified
key
part
ners
Pape
r to
SC to
iden
tify
key p
artn
ers
MOU
with
id
entif
ied
part
ners
MOU
with
iden
tifie
d pa
rtne
rsED
and
SC M
embe
rsTr
avel
bud
get t
o re
flect
trip
s to
visit
iden
tifie
d pa
rtne
rs
Part
ners
hips
Iden
tify k
ey p
artn
ersh
ps w
ith N
atio
nal A
ssoc
iatio
ns. C
reat
e the
pla
n to
id
entif
y par
tner
ship
ben
efits
to b
oth
sides
of t
he re
latio
nshi
p. Id
entif
y an
d pr
iorit
ize ta
rget
list
of p
artn
ersh
ips.
Beg
in p
roce
ss o
f bui
ldin
g pa
rtne
rshi
p re
latio
nshi
ps.
MOU
s with
all i
dent
ified
key
part
ners
Pape
r to
SC to
iden
tify
key p
artn
ers
MOU
with
id
entif
ied
part
ners
MOU
with
iden
tifie
d pa
rtne
rsED
and
SC M
embe
rsTr
avel
bud
get t
o re
flect
trip
s to
visit
iden
tifie
d pa
rtne
rsPa
rtne
rshi
ps
Outr
each
and
Prom
otio
n
Revi
ew re
leva
nce a
nd n
umbe
r of p
ublis
hing
freq
uenc
y of I
CAC
publ
icat
ions
. Cre
ate a
nd co
nduc
t a su
rvey
of r
ecei
ptan
ts to
det
erm
ine
valid
ity o
f pub
licat
ion,
bes
t met
hod
to re
ceiv
e inf
orm
atio
n.
Incr
ease
s in
num
ber o
f do
wlo
ads.
Incr
ease
in re
venu
e fro
m sa
les o
f pub
licat
ions
. In
crea
se in
num
ber o
f cita
tions
to
mea
sure
impa
ct.
Deve
lop
publ
icat
ions
su
rvey
for a
ll su
bscr
iber
s. Id
entif
y 'Fl
agsh
ip P
ublic
atio
ns'
Annu
al su
rvey
Annu
al su
rvey
Staf
f (M
ike M
cCue
)
Outr
each
and
Prom
otio
n
Anal
yze s
urve
y res
ults
to d
eter
min
e cou
rse o
f act
ion
to cr
eate
st
ream
lined
appr
oach
to kn
owle
dge s
harin
g and
pub
licat
ions
.
Incr
ease
in n
umbe
r of
reci
pien
ts o
f pub
licat
ions
and
part
icip
ants
in kn
owle
dge
shar
ing p
rogr
anm
es
Deve
lop
web
inar
s and
fa
ctsh
eets
Deve
lop
Virt
ual
Real
ity tr
aini
ng
cour
se
Cond
uct w
orks
hops
an
d in
crea
se n
umbe
r of
trai
ning
pr
ogra
mm
es
ED a
nd St
aff
Cons
ider
empl
oym
ent o
f Tr
aini
ng D
evel
opm
ent O
ffice
rOu
trea
ch an
d Pr
omot
ion
Rese
arch
Revi
ew th
e rel
atio
nshi
p &
role
s of I
CAC
& IC
RAAp
prov
al o
f new
stru
ctur
e and
co
nstit
utio
n by
202
0Re
view
ICRA
Co
nstit
utio
n
Deve
lop
acad
emic
m
embe
rshi
p cr
iteria
for I
CRA
Deve
lop
ICRA
Stra
tegi
c Pl
anED
and
Kesh
av K
rant
hi
and
ICRA
Rese
arch
Crea
te a
holis
tic ed
ucat
ion
plan
that
supp
orts
the S
P ob
ject
ives
and
incr
ease
s val
ue to
mem
bers
, glo
bal n
etw
orks
and
mor
e thr
ough
the u
se
of te
chno
logi
cal d
eliv
ery o
f edu
catio
nal/i
nfor
mat
ive c
onte
nt. A
sses
s an
d an
alys
e way
s to
prov
ide l
earn
ing t
hrou
gh fe
es an
d su
bscr
iptio
ns.
ICAC
in h
ouse
expe
rtise
cove
rs
the w
hole
valu
e cha
in
Iden
tify g
aps i
n kn
owle
dge i
n th
e or
gani
satio
n in
co
mpa
risio
n to
the
need
s of t
he va
lue c
hain
Recr
uit e
xper
tise a
s re
quire
dED
Recr
uitm
ent o
f new
mem
ber
of st
aff
Rese
arch
Fina
nce
To in
crea
se B
usin
ess P
lan
reve
nue s
trea
ms t
o $2
00K
$200
K by
202
1To
tal r
even
ue $
100K
Tota
l rev
enue
$15
0KTo
tal r
even
ue $
200K
EDFi
ncan
ce
Gove
rnan
ce
Revi
ew IC
AC R
egul
atio
ns in
line
with
curr
ent b
est p
ract
ice w
ith o
ther
IC
Bs an
d In
tern
atio
nal O
rgan
isatio
nsRe
vise
d IC
AC R
egul
atio
ns in
pl
ace
Prop
osal
to th
e St
eerin
g Co
mm
ittee
Impl
emen
tatio
n of
ne
w st
ruct
ure
ED an
d SC
Mem
bers
Gove
rnan
ce
Revi
ew St
aff R
egul
atio
ns in
line
with
curr
ent b
est p
ract
ice w
ith o
ther
IC
B's a
nd In
tern
atio
nal O
rgan
isatio
ns an
d be
st le
gal p
ract
ice
Revi
sed
Staf
f Reg
ulat
ions
in
plac
e
Prop
osal
to th
e St
eerin
g Co
mm
ittee
Impl
emen
tatio
n of
ne
w st
ruct
ure
ED an
d SC
Mem
bers
Gove
rnan
ce
Rese
arch
Set u
p W
est A
frica
rese
arch
net
wor
kFi
rst r
esea
rch
netw
ork m
eetin
g to
be h
eld
by 2
020
Cons
ult w
ith ke
y pa
rtne
rs to
esta
blish
re
sear
ch n
etw
ork -
CI
RAD?
Recr
uit
adm
inist
ratio
n te
am. H
old
mee
ting
Kesh
av K
rant
hi
Rese
arch
Deve
lop
cott
on in
nova
tion
conf
eren
ce. I
dent
ify ke
y par
tner
s to
host
the
conf
eren
ceCo
nfer
ence
by 2
020
Iden
tify p
ossib
le
part
ners
Ho
ld In
nova
tion
conf
eren
ceED
Rese
ach
Fina
nce
Crea
te th
e pol
icy
to in
crea
se re
venu
e for
Ple
nary
Mee
ting t
hrou
gh
spon
sors
hips
, del
egat
e adm
issio
n an
d m
ore.
Rev
iew
201
8 co
ntra
ct/a
men
d as
nee
ded.
Rev
iew
Ple
nary
mee
ting c
ontr
act a
nnua
lly.
Incr
ease
in n
umbe
r of d
eleg
ates
(a
nd th
eref
ore r
even
ue)
atte
ndin
g the
Ple
nary
Mee
ting
Deve
lop
spon
sors
hip
and
reve
nue p
olic
y for
Pl
enar
y Mee
tings
Carm
en Le
on, C
arol
ine
Taco
Fina
nce
Tech
nolo
gy
Rese
arch
feas
ibili
ty o
f cre
atin
g App
that
will
brin
g in
sust
aine
d re
venu
e fo
r the
follo
win
g: So
il He
alth
, Env
ironm
enta
l Sus
tain
abili
ty an
d Pe
st
Man
agem
ent.
Mon
itor a
nd ev
alua
te ef
fect
iven
ess o
f app
s, m
odify
and
mak
e im
prov
emen
ts
All A
pps l
aunc
hed
by 2
021
Soil
Heal
th A
pp
appr
oved
and
spon
sors
hip
obta
ined
Sust
aina
bilit
y and
Pe
st M
anag
emen
t Ap
p ap
prov
ed an
d sp
onso
rshi
p ob
tain
ed
Kesh
av K
rant
hiSe
lf fin
anci
ng
Tech
nolo
gy
Revi
ew an
d an
alyz
e dat
a bas
e opt
ions
. Det
erm
ine t
he vi
abili
ty to
crea
te
port
al b
ased
acce
ss o
f sta
tistic
s and
info
rmat
ion.
Dev
elop
inte
rnal
w
orki
ng gr
oup.
Data
base
laun
ched
Deve
lop
data
base
sp
ecifi
catio
n. E
stab
lish
wor
king
grou
p. C
lean
th
e dat
a.
Deve
lop
data
base
Laun
ch n
ew d
atab
ase
Liha
n W
eiBu
dget
to re
flect
cost
of n
ew
data
base
Tech
nolo
gy
