WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT

WEST AFRICA TRADE AND

INVESTMENT HUB

FINAL REPORT

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

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.

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


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


ii

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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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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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.

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


4

$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.

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.


6

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

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.


4

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

Global Value Chains

9

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

Global Value Chains

11

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


12

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


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).


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

Global Value Chains

13

$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


14

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.


4

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.”


16

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

Global Value Chains

17

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.


18

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.

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.


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.


20

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.

Global Value Chains

21


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.


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.


22

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

Global Value Chains

23

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.


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.


24

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.


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.

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.

https://www.watradehub.com/wp-content/uploads/2017/09/AGOA-Guide-EN.pdf

https://www.watradehub.com/en/agoa-toolkit/

https://www.watradehub.com/en/agoa-toolkit/


26

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.

Global Value Chains

27

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


28

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.

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.


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

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.


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.


32

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.


33


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.


34

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.

http://www.cofenabvi.org/

http://www.cofenabvi.org/


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


36

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.


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.


38

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.


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.


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.


40

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.”


41


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.


42

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.


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.


44

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


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.


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.


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

http://www.resimao.net/?lang=en


46

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.


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.


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

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


50

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


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


52

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


53

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.


54

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


55

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).


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.


56

.

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.


57

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.


58

“ 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.

4 However, in West Africa, Oikocredit is mostly lending, and thus is more known as an impact lender.


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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.

WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT | 65

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.

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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.


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


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.


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.


72

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;


73

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.


74

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.


75

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.


76

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


77

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.


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

Capacity Building and Gender

79

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.


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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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.


82

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.


85

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

http://www.resimao.net/


87

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.


88

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


89

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


90

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


91

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.


92

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


93

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.


94

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.


95

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.


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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Côte d’Ivoire

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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.


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.


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.

Côte d’Ivoire

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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.


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.

For two shows, the West Africa Trade Hub collaborated with USAID’s East Africa and Southern

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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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107

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.


108

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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109

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


110

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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111

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.

Annexes

113

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


Trade show spotlights West African apparel

Contracts mean better business in cereals trade

Tools and trainings for women in agribusiness


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


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


114


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


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


Technical trainings prepare women entrepreneurs to export under AGOA

Tailored support bolsters region’s largest apparel exporter

Cashew cooperative lands commercial financing


Joint venture to tap huge mango industrial potential

Forging new partnerships to boost agricultural lending

Benin firm ships country’s first AGOA apparel export


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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120

Annexes

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122

Annexes

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124

Annexes

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126

Annexes

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Annexes

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Annexes

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Annexes

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Annexes

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136

Annexes

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Annexes

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140

Annexes

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Annexes

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144

Annexes

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146

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150

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

Annexes

151

INDICATORS AND


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



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


FTF/Non-FTF New disaggregation, no targets set, results available on request


152

INDICATORS AND


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



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


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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153

INDICATORS AND


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


Status of Linkage 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




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




154

INDICATORS AND


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



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



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


Annexes

155

INDICATORS AND


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


Maize

Tema-Ouaga 3.5 days

Bamako-

Abidjan 4.3 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


156

INDICATORS AND


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


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

Annexes

157

INDICATORS AND


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)


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


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%


158

INDICATORS AND


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


Women 33 38 2 35 40

Annexes

159

INDICATORS AND


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


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.


160

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 -

Annexes

161

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


162


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 -

Annexes

163

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 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


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


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


164


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 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 -

Annexes

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


166

Annex D: Regional vs. Global

Investments


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 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 -

Annexes

167


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 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 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


168

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 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 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 CABF RCI Cocoa 44 848,112 52 848,112 848,112 - 848,112




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 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

Annexes

169

FY17 Coumba Nor


FY17 Precision Farms &

Oils Ghana Cereals 60 203,552 68 203,552 203,552 203,552 -


FY17 Waka BF Fruits 62 392,090 70 392,090 392,090 392,090 -


FY17 Cajou Casamance Senegal Cashew 64 416,753 72 416,753 416,753 - 416,753


Oikocredit Benin Cashew 65 750,000 73 750,000 750,000 - 750,000


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


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 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


170

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 CABF RCI Cocoa 104 1,418,772 114 1,418,772 1,418,772 - 1,418,772


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 -

Annexes

171

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


172

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


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.


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


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.

Annexes

173

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


174

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

Annexes

175

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.

=


176

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

Annexes

177

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


178

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

Annexes

179

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


Mr. Bertrand EVEGNI

Customs officer, AGOA stamp signatory

Tel: +229 97 14 19 95


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

mailto:[email protected]



180

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


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


AGOA Export

Year 2014 2015 2016 2017 YTD

In 1,000 Dollars

Export

data

10 3 167 493



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.




Annexes

181

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


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



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.


http://www.cvtradeinvest.cv/


182

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



Unclear

Workshops

The ATRC conducted one workshop. One STTA visit was completed in 2016.

Annexes

183

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


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.


Mr. Kaladji FADIGA

Director General of Foreign Trade

Tel: +225 20 22 59 25


Mrs. Nan Jacqueline KOUADIO

Customs Officer

Tel: +225 07 65 52 53


AGOA Export

Year 2014 2015 2016 2017 YTD

In 1,000 Dollars

Export

data

555 530 120 406



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.




184

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.


Mrs. ACHTA AHMAT BREME

Deputy Director of Commerce

Tel: +235 66 09 47 48


Mr. KHASSIM LOL

Export and Investment Promotion Agency

Tel: +235 66 27 02 32


Mr. AL-HASSANA I. OUTMAN

Director General of Chamber of Commerce

Tel: +235 66 14 05 07


AGOA Export

Year 2014 2015 2016 2017 YTD

In 1,000 Dollars

Export

data

1,632,682 1,478,697 775,178 402,972



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.




Annexes

185

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 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



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.




186

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


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.


Mrs. Fanta CISSE

Secretary General of Ministry of Commerce

Tel: +224 626 94 69 73


Mr. Ibrahima Izi BAH

Customs Officer and AGOA focal point

Tel: +224 664 27 00 55


AGOA Export

Year 2014 2015 2016 2017 YTD

In 1,000 Dollars

Export

data

0 4 7 5



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.



Annexes

187

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.


Mr. Bibiano TUNDE

Export Services Chief at Ministry of Commerce

Tel: 966 82 82 46


AGOA Export

Year 2014 2015 2016 2017 YTD

In 1,000 Dollars

Export

data

0 0 0 0



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.



188

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



The country does not have an AGOA strategy.

Workshops

One workshop completed and two STTA visits..

Annexes

189

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.


Mrs. Tabara KEITA

Technical Advisor at Ministry of Commerce

Tel: +223 66 75 34 75


Mr. Moussa KONE

Customs Officer, Signatory of Visa Stamp

Tel: +223 66729725


AGOA Export

Year 2014 2015 2016 2017 YTD

In 1,000 Dollars

Export

data

6 14 13 20



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.






190

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


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



The country does not have an AGOA strategy.

Workshops

One workshop completed with the ATRC and Trade Hub STTA

.


Annexes

191

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


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.


Mr. Mounkaila Hassane

Director General of Commerce Email: [email protected]

Col. Younoussa Moumouni

Customs Officer

Tel: +227 96 96 24 75/90 9024 75


AGOA Export

Year 2014 2015 2016 2017 YTD

In 1,000 Dollars

Export

data

2 0 3 0



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.




192

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


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

E: [email protected]

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



The country begun to prepare national AGOA Strategy

Workshops

The ATRC has completed six workshops and two STTA visits have taken place.




http://goog_1487918908/

http://goog_1487918908/

http://igerianamericanchamber.com/

Annexes

193

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


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.


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



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.



194

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


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


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



The country now is working to develop a National AGOA Strategy.

Workshops

The ATRC has completed four workshops and visits have been completed.



http://www.sliepa.org/

Annexes

195

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.


Mrs. Christine ADOVON

Technical Advisor at Ministry of Commerce

Tel: +228 91 72 47 07


Mr. KONZI Tei

Customs Officer, Signatory of the visa stamp

Tel: +228 90046317


AGOA Export

Year 2014 2015 2016 2017 YTD

In 1,000 Dollars

Export

data

3 11 20 59



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.





196

Annex H: Directory

Directory

TRADEHUBINVESTMENT

WEST AFRICA

&

2

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

3

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.

4

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


CABO VERDE

Cabo Verde TradeInvest: Leida Santos, [email protected] | (238) 260 4110/11 or 333 6470 ~www.cvinvest.cv


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


CÔTE D'IVOIRE

Association pour la Promotion des Exportations de Côte d'Ivoire (APEX-CI): Euloge Camara, [email protected] | (225) 078 478 20


GHANA

Ghana National Chamber of Commerce: Julius Bradford Lamptey, [email protected] / [email protected] | (233) 302 662 860/ 501 576 251 ~www.ghanachamber.org


GUINEA

Chambre de Commerce, d'Industrie et d'Artisanat de Guinee (CCIAG): Ismael Nabe, [email protected] | (224) 628 630 202


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


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


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


NIGERIA

Nigerian-American Chamber of Commerce: Anthony. A. Adesina, [email protected] | (234) 080 829 777 06 ~www.nigerianamericanchamber.com


5

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


SIERRA LEONE

Sierra Leone Chamber of Commerce, Industry & Agriculture: Ayodele Wak-Williams, [email protected] / [email protected] | (232) 88629122 ~chamberofcommerce.sl


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


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


CHAD

Ministere du Commerce: Achta Ahmat Breme, [email protected] | (235) 66 09 47 48


Other

MALI

Chambre de Commerce et d'Industrie du Mali: Hamadou Traore, [email protected] | (223) 202 250 36 / 76130236 ~www.cci.ml


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


6

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.

7

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


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


Union Textile et Industrielle de Côte d'Ivoire (UTEXI): Vassiliki Konaté, [email protected] | (225) 20 22 91 29/07 09 84 09


GHANA

Ghana Export Promotion Authority: Agnes Adjei-Sam, [email protected] | (233) 244 679 191 ~www.gepaghana.org


Ghana Free Zones Board: Kate Abbeo, [email protected] ~www.gfzb.gov.gh Export promotion services

8

NIGERIA

Nigeria Export Promotion Council (NEPC): Babatunde Faleke, [email protected] | (234) 803 398 1821 ~www.nepc.gov.ng


TOGO

Présidence de la République : Dede EKOUE - Ministre Conseillère du Président), [email protected] | (228) 93 56 63 58


Ministère de L’industrie et du Tourisme : Luciano FEOU - Directeur, [email protected] | (228) 92 31 47 27


Ministère de Commerce et de la Promotion du Secteur Prive: Timothy BAMANA BAROMA – Secretaire General, [email protected] | (228) 90 04 69 89


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


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

9

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

10

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.

11

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

12

Private Business

SENEGAL

Cajou Casamance: Robert Weathington, [email protected] | (221) 77 571 3878 / 77 761 4284 / (1) 703 282 4862 ~cajoucasamance.com

Processor

13

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.

14

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


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


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


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

15

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


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


NIGERIA

Mayor Farms and Agro: Ahmed Alli, [email protected] / [email protected] | (234) 802 536 9640 / 805 542 7388 ~www.mayorfarms.com

Animal feed processing

16

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


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

17

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


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


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

18


SENEGAL

Cooperative PANALE: Fatoumata Diop, cooperative [email protected] | (221) 70 203 35 81/77 553 9542


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


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


Union des Coopératives du Vivrier des Savanes (UCOVISA): Jeanne Sekongo - Coulibaly, [email protected] | (225) 47190007


GHANA

Ghana Grains Council (GGC): Aboagye Gideon, [email protected]; [email protected] | (233) 244171217 / 307 021091 / 30254526 / 203 700700 ~www.ghanagrainscouncil.org


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


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


19

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

20

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.

21

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

22

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

23

FInAnCe & InvesTmenT


Agrigrowth Management: Abdoul Nasser Zongo, [email protected] / [email protected] | (226) 20 95 59 22 / 70 76 57 87 / 76 42 71 05


CÔTE D'IVOIRE

Emmanuel Consulting: Emmanuel Diabaté, [email protected] | (225) 2001 1020 ~www.emconsulting.ci


African Investors Management Services Limited (AIMS Ltd.): Charles Polet, [email protected] | (225) 479 733 99


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


Growth Mosaic Ltd.: Wayne Miranda, [email protected] | (233) 24 099 4967 ~www.growthmosaic.com


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


GHANA / BURKINA FASO

IMEXTRA: Ali Saïb Diallo, [email protected] | (233) 264 414 862 / (226) 75 83 97 58 ~imextra-co.com


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


Georges Davidson & Associates: Dr. Bola Onasayna, [email protected] / [email protected] | (234) 803 305 8847 ~www.gdanigeria.com


Highnet Resources: Vivian Ani, [email protected]/ [email protected] | (234) 803 517 9897 / 815 830 0437 ~www.highnetresources.biz


Lighthouse Investments: Bode Oladapo, [email protected] | (234) 803 429 5964


Pearl Mutual Consulting Ltd.: Olufunmi Adepoju, [email protected]/ [email protected] | (234) 816 578 9484 ~www.pearlmutual.com


Zebra Multiservices: Sola Bayowa, [email protected] | (234) 803 331 0686


24


SENEGAL

La Financière Africaine: Abdoulaye Dieng, [email protected]/ [email protected] | (221) 776 742 958


25

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.

26

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


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


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


27

lIvesTOCk


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


GHANA

Ghana Federation of Livestock Interprofessionals (GHAFLIP): El Hadj Moro Akakade, [email protected] | (233) 244 670 117


MALI

Fédération Nationale Groupements interprofessionnels de la Filière Bétail Viande au Mali (FEBEVIM): Boubacar Ba, [email protected] | (223) 667 151 36


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


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


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


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


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


GHANA

African Women Enterpreneurship Program (AWEP - Ghana): Comfort Adjahoe, [email protected] | (233) 264 227 371 / 244 152 263 ~www.awepghana


TOGO

African Women Enterpreneurship Program (AWEP - Togo): Sylvie Dédé Bénissan-Messan, [email protected] | (228) 226 139 53 / 900 430 93


28

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 .

29

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


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Private Business

Tensya Guampri: Christiane Coulibaly, [email protected] | (226) 76 64 48 14 / 72 50 96 64


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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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.

34

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.

35


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

36

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


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)

37



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


Coop Wopinninwognon: ARDJOUMA Ouattara, [email protected] | (225) 01520680


Coopérative de transformation de mangue séchées: Laciné Kourouma, N/A | (225) 08080789


Coopérative de transformation de mangue séchées: Bamba Mamadou, N/A | (225) 07267754


Copromasi: Couibaly Souleymane, [email protected] | (225) 03361510


SCOOPS C.D.F.L. /C.I: COULIBALY Sigakota /PCA, [email protected] | (225) 48910950


USMO (UNITE DE SECHAGE DE MANGUE DE OUANGOLODOUGOU: Ouattara Bazoumana, [email protected] | (225)7706922


38


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


39



Techiman Mango Farmers Association (TMFA): Nana Kwao Adams, [email protected] | (233) 200967575


Volta Value Chain Cooperative Union (VVCCU): Dr. William Kpesese, [email protected] / [email protected] | (233) 244661126


Wenchi Cooperative Mango & Citrus Farming & Marketing Society (WMFA): Edward Tetteh, [email protected] | (233) 205342000 / 243539326


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.

40


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

41


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.

42

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

43

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


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


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

45

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

46

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


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

47



GUINEA

ECOWAS Commission: Moussa-Gros Hamadou, [email protected] | (224) 96 972 625 ~www.ecowas.int


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


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

48


ECOWAS Commission: Ken Ukaoha, [email protected]; [email protected] | (234) 9 7812124/ (234) 803 300 2001, 805 600 7788, 708 355 6633 ~www.ecowas.int


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


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

49


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.

50

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


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


Directeur Régional de l'Agriculture

51

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


Directeur Régional de l'Agriculture de Korhogo

CÔTE D'IVOIRE

Ministry of Agriculture: Powa Max, [email protected] | (225) 09920402 ~www.gouv.ci


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


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


Other Private Business

CÔTE D'IVOIRE

Cooca Trade Ivoire: Albert Diadhiou, [email protected] | (225) 217 569 10

Cocoa Trader

52

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)

Produced by

USAID West Africa Trade and Investment Hubwww.watradehub.com

november 2017

Documents

WEST AFRICA TRADE AND INVESTMENT HUB FINAL REPORT