Implementation of the 10th EDF Regional Provate Sector Programme

STRENGTHENING CARIBBEAN EXPORT’S INSTITUTIONAL CAPACITY

FDI and building capacity for CAIPA; advocating policy reform, awareness for traderelated issues; collaboration with new strategic partners; and continued internal capacity building. Careful consideration was also given to the critical success factors needed to realise the Agency’s strategic goals. These are: resource mobilisation, human resource management, information and communication technologies (ICT) infrastructure, public relations and communications, finance, risk management, knowledge management, and monitoring and evaluation. Operational strategies have also been developed for these areas. The Strategic Plan ends with a comprehensive catalogue of Appendices, which provides in-depth details to support key elements of the various sections that are broadly captured herein. Internal Restructuring and Process Operationalisation During the period under review, Caribbean Export has recruited 42 staff members in a range of positions includingmanagement,senioradvisory, advisory and programme support within its headquarters in Barbados, sub-regional office in the Dominican Republic, and bi-national office in Haiti. Internal departments have also been restructured to maximise the internal capacities that currently exist and enhance synergies in work programme implementation. These departments include the Executive Director’s Office, Operations, Competitiveness and

In order for Caribbean Export to effectively implement and manage trade and export development programmes, the Agency must first ensure that its institutional capacity is strengthened adequately. This involves the development and implementation of a Strategic Plan for the Agency; the development and operationalisation of core international processes in line with this strategic plan; and adequate coordination with regional and international agencies, and donor organisations. Caribbean Export Strategic Plan Following a series of consultations with internal and external stakeholders, Caribbean Export completed the development of its Strategic Plan for 2015-2019. The document sets the framework for work to be undertaken by the Agency, and constitutes the basis against which performance will be monitored and assessed. It also prioritises competing demands from clients, member countries, and stakeholders for limited resources. The five 5-year Strategic Plan also takes into account Caribbean Export’s mandate, the needs of member countries, the role of partner organisations and agencies, and acknowledges the necessity to engage clients to identify needs and adapt solutions to secure impact and sustainability. The document describes the risk and opportunities that the Agency may encounter, while outlining the mechanisms required to take appropriate action, and outlines our four core values, which are to be respected by all Agency staff, namely: high performing teamwork, transparency, results driven, and commitment. Elaborated in the Strategic Plan is Caribbean Export’s six strategic objectives for the period 2015- 2019 are closely aligned to the Agency’s overarching objectives as defined in the Inter- Governmental Agreement establishing the Agency. These include increasing market intelligence and research capacity; fostering access to finance for export-ready SMEs; strengthening regional investment promotion capacity; facilitating export development and promotion; advocating for an enabling environment; and ensuring sustainable corporate capacity building. The Plan also provides a synopsis of the four priority target areas, namely: agro- processing, services, creative industries, and the green economy. The key outputs for these sectors during this period covers a range of areas from investment to advocacy and include: advisory services, workshops, training programmes, trade show participation, business to business meetings, investment support, market intelligence and research, information services and networking. Further, the document outlines the key outcomes to be derived based on the identified outputs. These outcomes focus on the identification of high-potential markets, the enhancement and development of export-ready firms as well as the capacity of BSOs; increased market intelligence, research and access to finance; the adoption of a regional investment promotion strategy; attracting

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