ANNEX 1: DESCRIPTION OF THE ACTION GHANA COMPONENT 1_… · GHANA COMPONENT Building...

ANNEX 1: DESCRIPTION OF THE ACTION GHANA COMPONENT Building competitiveness for Exports

11th EDF WEST AFRICA

COMPETITIVENESS PROGRAMME

EUROPEAN UNION

2019 - 2022

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UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION

Project number: SAP ID 170220

Project title: West Africa Competitiveness Programme – Ghana Component

Thematic area code TCB

Starting date: 1 FEB 2019

Duration: 48 months

Project site: Ghana

Government

Co-ordinating agency: Ministry of Trade and Industry

Counterpart: MOTI, MOFA, GEPA, GSA, NBSSI, CSRI, AGI, FDA,

COCOBOD, Producers Associations, Laboratories.

DONOR European Union

Project Inputs EU

11TH

EDF incl.: 6,200,000 EUR

- UNIDO inputs: 150,000 EUR

- Support costs

(7 %): 415,421 EUR

- Counterpart inputs:

- Grand Total: 6,350,000 EUR

Brief description:

The overall Project objective is strengthening the export competitiveness of the Ghanaian

economy through enhanced value-added, low carbon, sustainable production and processing

and an increased access to regional and international markets. As a means, the Project aims to

improve the performance and growth of the following value chains: (i) Cassava, (ii) Fruits

(mango and pineapple) and (iii) Cosmetics and personal care products, by improving the

quality of their products, exports and its integration into regional and global value chains.

These sectors are in line with the priorities of the Ghanaian Government, and have a high

potential for industrialisation and job creation.

The programme is in line with the EPA Accompanying Measures Strategies and the

Government priorities. Furthermore, it aims to: develop value chains, improve

competitiveness of MSME’s, strengthen the supporting intermediate organisations and create

better linkages among the selected value chain actors.

It will build on past support of the European Union towards competitiveness related issues;

capitalize on lessons learnt and complement ongoing EU or development partners’

interventions.

In order to achieve the WACP objectives for Ghana: (i) Strategic diagnostic, coaching and

upgrading of value chains clustered MSMEs over the whole production and marketing

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process, and (ii) Supporting public agencies and intermediary organisations involved in the

value-chains the project will work on 5 interdependent but complementary axis of

intervention: the 5 Cs for competitiveness. Each axis will aim to address strategic problems

and constraints identified in its thematic area. In the 3 key axis: compete, conform and

connect, the project will address the constraints by building technical capacity in the

institutions mandated to support the MSMEs, it will also support the MSMEs with export

potential by directly -or through the upgraded intermediate institutions- providing technical

assistance.

To comply with the general and specific objectives and to contribute to the SDGs 8 and 9 this

programme will aim to achieve the following outcome: MSMEs and Intermediate

organizations (Fruits, Cassava and Cosmetics and Personal-Care Products value chain) have

increased capacity to produce quality products acceptable to the regional and international

markets and integrated into the global VCs.

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CONTENTS

A. CONTEXT ............................................................................................................................ 6

A.1 Socio-Economic Outlook ................................................................................................ 6

A.2 The West Africa Competitiveness Programme ............................................................... 8

A.3 Current policies/strategies/plans ..................................................................................... 8

B. REASONS FOR UNIDO ASSISTANCE ............................................................................. 9

B.1 Previous projects and lessons learned ........................................................................... 10

B.2 The UNIDO Approach .................................................................................................. 10

C. THE CASSAVA, FRUITS, AND COSMETICS VALUE CHAINS ................................. 11

C.1 Cassava .......................................................................................................................... 11

C.2 Fruits (Pineapple and Mango) ....................................................................................... 12

C.3 Cosmetics and personal care products .......................................................................... 13

D. THE PROJECT ................................................................................................................... 16

D.1. Objective, outcome, outputs and activities .................................................................. 16

D.2. Expected outcome, outputs and activities .................................................................... 17

D.3 Beneficiaries.................................................................................................................. 26

D.4 Coordination with WACP ............................................................................................. 29

D.5 Coordination with other ongoing activities ................................................................... 29

D.6 Sustainability strategy ................................................................................................... 30

D.7 Opportunities and Risk management ............................................................................ 31

D.8 Gender Perspective ....................................................................................................... 32

E. INPUTS ............................................................................................................................... 33

E.1 Counterpart Inputs ......................................................................................................... 33

E.2 UNIDO Inputs ............................................................................................................... 34

F. BUDGET ............................................................................................................................. 34

G. PROJECT MANAGEMENT .............................................................................................. 34

G.1 Project organization ...................................................................................................... 34

G.2 Implementation and technical execution....................................................................... 35

G.3 UNIDO sub-subcontracts .............................................................................................. 37

H. RBM code and thematic area code ..................................................................................... 38

I. VISIBILITY ......................................................................................................................... 38

J. INCEPTION PHASE ........................................................................................................... 38

K. MONITORING, REPORTING AND EVALUATION ...................................................... 39

L. LEGAL CONTEXT ............................................................................................................ 39

ANNEXES ............................................................................................................................... 40

Annex A: Logical Framework ......................................................................................... 40

Annex B: Timeline ........................................................................................................... 48

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List of abbreviations

AGI Association of Ghana Industries

AGOA African Growth and Opportunity Act

ATVET Agricultural Technical and Vocational Education and Training Project

BAC Business Advisory Center

BCI Business, Cluster and Innovation

BDS Business Development Services

CAB

C:AVA II

Conformity Assessment Body

Cassava: Adding Value for Africa Project. Second Phase

CBE Cocoa Butter Equivalents

CDA Cluster Development Agents

CET Common External Tariffs

COMANGA Ghana Commercial Mango Growers

CRI Crops Research Institute

CSIR Council for Sustainable and Industrial Research

CTA Chief Technical Advisor

ECOWAS Economic Community of West African States

EDAIF Export trade, Agricultural & Industrial Development Fund

EU European Union

EPA

FAO

Economic Partnership Agreement

Food and Agriculture Organisation

FASDEP Food and Agriculture Sector Development Policy

FDA Food and Drugs Administration

FMSL Farm Management Services Limited

FRI Food Research Institute

GAP Good Agricultural Practices

GASIP Ghana Agricultural Investment Programme

GDP Gross Domestic Product

GEPA Ghana Export Promotion Authority

GIPC Ghana Investment Promotion Centre

GIZ Gesellschaft für Internationale Zusammenarbeit (German Development

Cooperation)

GMP Good Manufacturing Practices

GS Ghana Standard

GSA

GSS

Ghana Standards Authority

Ghana Statistical Service

GRATIS Ghana Regional Appropriate Technological Industrial Service

HACCP Hazard Analysis and Critical Control Point

HQCF High Quality Cassava Flour

HS Harmonized System

ICT Information and Communication Technology

IDH Initiatief Duurzame Handel (The Sustainable Trade Initiative)

IQCF Industrial Quality Cassava Flour

ISO International Standard Organization

ISID

ISSP

Inclusive and Sustainable Industrial Development

Industrial Sector Support Programme

ITC

MOAP

International Trade Center

Market Oriented Agricultural Programme

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MoFA Ministry of Food and Agriculture of Ghana

MoTI Ministry of Trade and Industry of Ghana

MNC

MSCS

Multinational Corporation

Management Systems Certification Schemes

MSME Micro, Small and Medium Scale Enterprise

MT Metric Tonne

NBSSI National Board for Small Scale Industries

NE National Expert

NEDP National Export Development Programme

NEIP National Entrepreneurship and Innovation Plan

NES National Export Strategy

NIU National Implementation Unit

NIRP

NQI

National Industrial Revitalization Programme

National Quality Infrastructure

NQIS National Quality Infrastructure System

NQP

NQS

National Quality Policy

National Quality System

NPM National Project Management

NTE National Technical Expert

PA Project Assistant

PPRSD Plant Protection and Regulatory Services Directorate

QI Quality Infrastructure

QMS Quality Management System

R&D Research and Development

RBM Result-based Management

REP Rural Enterprise Project

SADA Savannah Accelerated Development Authority

SANAS South Africa National Accreditation System

S&T Science and Technology

SDG Sustainable Development Goals

SECO State Secretariat for Economic Affairs – Switzerland

SEMP Sector Export Marketing Plans

SME Small and Medium Enterprise

SPEG Sea-fright pineapple exporters of Ghana

SPS

SRI

Sanitary and Phytosanitary

Soil Research Institute

SQI Standards and Quality Infrastructure

TBT Technical Barriers to Trade

TCB Trade Capacity Building

TCC

TOR

Technical Coordination Committee

Terms of Reference

TII Trade Investment and Innovation

UNIDO United Nations Industrial Development Organisation

USA United States of America

USD US Dollars

VC Value Chain

VCSCs Value Chain Strategic Committees

WACP West Africa Competitiveness Programme

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A. CONTEXT

A.1 Socio-Economic Outlook

Over the last decades, Ghana has made important improvements regarding economic co-

operation, regional integration and trade. In line with the objective of harmonising trade

tariffs within the Economic Community of West African States (ECOWAS) and

strengthening the common market, Ghana has implemented the ECOWAS Common External

Tariffs (CET) since February 2016with its four basic tariff rates.

Furthermore, on the 3rd

of August 2016, Ghana ratified the Economic Partnership Agreement

(EPA) with Europe, which had been initiated in June 2014. The agreement is expected to lead

to tariff-free exports of goods between Ghana and Europe. The EPA will protect existing jobs

in the export sector and aim at bringing more investment to Ghana and the creation of new

jobs.

In 2016, a “Made in Ghana” policy was launched encouraging institutions, especially public

ones to procure locally made products and services. The 2017 budget of the new government

also includes a number of policy proposals and initiatives including a strengthened focus on

local content, a new National Industrial Revitalisation Programme with a stimulus package

for industry, a National Entrepreneurship and Innovation Plan (NEIP) and a “One District,

One Factory” proposal to promote industrialisation from the ground up. Quality

Infrastructure (QI)

QI is generally defined as the sum of the policy, legal, regulatory and administrative

frameworks and the respective public and/or private institutional arrangements necessary to

put standardisation, metrology (scientific, industrial and legal), accreditation and conformity

assessment services (inspection, testing and certification) in operation. In turn, these service

enterprises and consumers so as to ensure that products and services meet defined

requirements and as such facilitate international trade.

The Ghana Standard Authority (GSA) is the national statutory body responsible for the

management of the national quality infrastructure embracing the three pillars of Metrology,

Standardisation and Conformity Assessment (i.e. testing, inspection and certification). The

Metrology Division undertakes activities in Legal, Scientific and Industrial Metrology

towards the development of a national measurement scheme to support Science, Industry and

Commerce. Furthermore, the Standards Division responsibility is to develop and promulgate

Ghanaian Standards. The Authority also serves as an independent third party, undertaking

product certification which aims to provide confidence and assurance that a product complies

with particular national or international standard specifications.

In reference to the quality system, a series of stakeholder validation workshops led to a

finalized draft of the National Quality Policy (NQP), which is now ready and pending

submission to Cabinet for approval. Government is planning to establish a National Quality

Council (NQC) which will implement the NQP.

Micro, Small & Medium Enterprises (MSMEs) in Ghana

Small and Medium Enterprises (SMEs) are the backbone of the Ghanaian economy as they

represent about 85% of businesses, largely within the private sector, and contribute about

70% of Ghana’s Gross Domestic Product (GDP). In terms of formal sector employment, they

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account for just over half of all fulltime employment, with the percentage likely much higher

in the informal sector. Therefore, in order for the government to accomplish its goals it is

important to assist this group of companies/entrepreneurs to achieve growth.

The Ghana Statistical Service (GSS) considers firms with less than 10 employees as SEs and

their counterparts with more than 10 employees as Medium and Large-Sized Enterprises.

However, for The National Board of Small Scale Industries (NBSSI), Micro enterprises have

less than 5 employees and Small Enterprises have not more than 9 workers with plant and

machinery (excluding land, building and vehicles) not exceeding 10 million Ghanaian Cedis

(US$ 9506, using 1994 exchange rate).

The 2016 SME Competitiveness Survey conducted by the International Trade Center (ITC)

carried out on 200 agricultural and manufacturing firms’ shows the general challenges that

keep Ghanaian SMEs from being competitive in regional and global markets:

• Lack of unique products: low competitive advantage due to the production of common

and easily copied products;

• Insufficient electricity access: access to electricity is a bottleneck for medium- sized firms

to grow into large enterprises;

• High interest rates: many firms are deterred from applying for credits due to high interest

rates;

• Internationally recognized certification: approximately 90% of all firms reported adhering

to an official domestic certificate or standard. This percentage drops to around half for

those adhering to an internationally recognized certificate or standard;

• ICT access: large gap in connectivity between SMEs;

• Advertising: only 30% of small firms engaged in any type of advertising in the last fiscal

year, compared to 76% of medium-sized firms, potentially limiting the growth of their

client base.

NBSSI has also identified some key challenges for MSMEs that need to be addressed:

• Equipment needs: entrepreneurs are unable to access quality locally manufactured or

imported equipment for production. Cost of maintenance is also high;

• Poor road network: the transport of equipment, raw materials, goods & services is

hampered;

• Inadequate Management and Technical Skills: entrepreneurs lack the managerial and

technical skills required to promote their businesses;

• Unreliable supply and cost of utilities: supply of electricity and water is limited,

unavailable or irregular;

• Poor quality and inadequate raw materials for production: as a result of the dumping of

inferior goods in the market, the quality of raw materials used by local enterprises for

production is low;

• Competition with imported goods: entrepreneurs are experiencing unprecedented

dumping of inferior goods and are exposed to high level competition from companies

abroad;

• Regulatory Framework: access to and cooperation between regulatory agencies and

businesses has not been smooth. The activities of most of the regulatory agencies are

centralized; (Accra and Kumasi). Business registration, certification and licensing of

products is difficult;

• Copyright issues: ideas and innovations of entrepreneurs have been easily and freely

copied/ duplicated and marketed both locally and abroad.

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In addition to these, other problems of SMEs that have been identified include the lack of

experts to assist them in the implementation of quality standards in their processes, inability

to access accredited testing laboratories, inadequate labelling of products, inadequate

packaging of finished goods and lack of guidance to the implementation of market standard

requirements.

A.2 The West Africa Competitiveness Programme

The 'Ghana Component' Project is part of the West Africa Competitiveness Programme

(WACP), which is implemented with a subsidiary approach through nine different

components covering ECOWAS and the following countries: Nigeria, Niger, Togo, Cape

Verde, Ghana, Côte d’Ivoire, Senegal and Sierra Leone.

The intervention is developed following the EU communication “A stronger role of the

Private Sector in Achieving Inclusive and Sustainable Growth in Developing Countries1",

which highlights that, in order to promote sustainable inclusive growth and create jobs to

fight poverty, the competitiveness of the local private sector and the business climate need to

be promoted. To this end, certain sectors and value chains were considered as a strategic

priority for the West African region (both at national and regional levels), among them: (i)

fruits and vegetables (mangoes, pineapple, onions, cassava, ginger, tomatoes, cashew and

rubber), (ii) textile/garments, (iii) leather, (iv) services (IT, communication, renewable

energy).

Given the fundamental synergies between the national and regional levels to support

structural transformation, the programme incorporates priorities at the national and regional

levels to reach the common aim to "Strengthen the competitiveness of West Africa and

enhance the countries' integration into the regional and international trading system".

In depth analysis and stakeholder consultations took place in 2017 at ECOWAS and country

levels (eight countries) and led to the selection of priority value chains and type of

interventions with the potential to deepen regional and global participation.

The Ghana national intervention was set to focus on improving the competitiveness of three

value chains, namely: Processed Fruits, Cassava and Cosmetics and Personal-Care

Products. The choice of value chains is in line with the regional industrialisation priority

setting which accords frontline roles to agro-industry and light manufacturing with emphasis

on value-added transformation of local raw materials, increasing the industrial sector’s

contribution to GDP, contributing to increasing the share of industrial products in regional

trade and increase of industrial products from West Africa to the world market.

A.3 Current policies/strategies/plans

The West Africa Competitiveness Programme – Ghana Component, is in line with the new

vision of the Government, and with the wide-ranging policy measures to stimulate economic

growth; prop up the private sector and generate new job opportunities especially for women

and youth. It reinforces the Government package of industrial upgrading with a value chain

approach as well as access to regional and global markets and fits within the technical

1 COM(2014) 263 final of 13.5.2014

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assistance and business development services component of the Stimulus Package for

industries of the National Industrial Revitalisation Programme (NIRP).

The NIRP is being implemented through the Ministry of Trade and Industry (MoTI). The

Stimulus Package for the companies mostly contains financing from a banking institution.

However, it has become clear that a few of the companies being assisted will need to

implement relevant market access standards such as quality management system standards.

The intervention is as well fully in line with the National EPA Accompanying Measures

Strategy2. With this project UNIDO will especially support Pillar II: Improving production,

competitiveness and exports.

Government initiatives

While focusing on the 3 VCs selected in the Ghana Component, the programme will

contribute the following actions included in the pillars of the government's industrial

transformational agenda:

Table 1: Government initiatives for industrial transformation

Government initiatives

One district One

Factory (1D1F)

(Decentralization

industrial

development) 3

Promotes agro-industrial enterprises and is geared towards decentralizing industrial

development. The government will facilitate and assist medium large-scale business

to set up. The state will only have an equity interest. It also promotes a demand

driven approach to agricultural development, focusing on quantity, quality and

timely delivery of products, while safeguarding food adequacy in short term, and

food security in the medium and long term.

National Export

Development

Programme (NEDP)

It is the implementation roadmap accompanying the National Export Strategy

(NES). This programme has 23 projects across 5 thematic areas: (i)Expansion of

production and supply base, (ii) Export market development, (iii) Manpower

development and institutional capacity building for exports, (iv) Incentives and

regulatory framework, and (v) Cross cutting issues.

MoTI will encourage and facility business to take advantage of AGOA and EPA.

Development of

SMEs

To achieve the Government’s objective of job creation to permeate all facets of the

economy, SMEs enterprises need to be given the needed support to succeed.

Industrial sub-

contracting exchange

This is intended to link SMEs to large companies in the country to ensure that the

large companies subcontract some of their businesses to the SMEs.

Planting for Food and

Jobs Programme

Provision of improved seeds, supply of fertilizers, provision of dedicated extension

services, a marketing strategy and the use of e-agriculture.

B. REASONS FOR UNIDO ASSISTANCE

UNIDO is the specialized agency of the United Nations that promotes industrial development

for poverty reduction, inclusive globalization and environmental sustainability. The

organization has a longstanding track record in Ghana since 1969 and direct experience with

the development of the priority value chains that have been targeted. UNIDO also has a

strong comparative advantage based on their mandate, expertise, and approach to

interventions with maximum local ownership, and proven experience and track record in the

area of industrial development for poverty reduction, inclusive globalisation and

environmental sustainability.

2 The EPA Accompanying Measures Strategy seeks to prepare Ghana to optimise the impact of implementation

of the EPA (Economic Partnership Agreement) by providing the roadmap and a coherent framework to guide

the country’s actions as it seeks to capitalize on the emerging opportunities that derive from the EPA. It also

provides a template and example for benefitting from other trade agreements, such as AGOA (African Growth

and Opportunity Act) 3 Ten point pillars of governments industrial transformational agenda (http://moti.gov.gh/programmes/the-ten-

10-point-pillars-of-government%E2%80%99s-industrial-transformational-agenda)

http://moti.gov.gh/programmes/the-ten-10-point-pillars-of-government%E2%80%99s-industrial-transformational-agenda

http://moti.gov.gh/programmes/the-ten-10-point-pillars-of-government%E2%80%99s-industrial-transformational-agenda

10

By supporting the selected agro-value chains in Ghana, UNIDO pursues three development

goals that can benefit all actors in the chain by: (i) increasing productivity and value added;

(ii) improving employment opportunities; and (iii) working to enhance market access and

higher export levels.

B.1 Previous projects and lessons learned

UNIDO implemented Phase I (2007-2012) and II (2013-2018) of the Trade Capacity

Building for Ghana Programme, funded by the Swiss government. Phase I improved both

technical and human capacity in the conformity assessment institutions. The support from

this programme went a long way to help develop Ghana’s economy to penetrate the

international markets with certified goods from accredited testing laboratories. Phase II aims

to support Ghana’s integration into world markets by developing a competitive and

sustainable export economy compliant with trade-related standards. The programme is

enhancing the export of cocoa, fruits, fish and wood.

UNIDO’s experience in the country has provided several lessons learned from previous

projects

• Access to Financing: even when ready to improve quality, SMEs did not have the

resources to implement the capabilities acquired through previous interventions. To avoid

this problematic, the project proposes to link MSMEs to financial institutions to access

appropriate and affordable financial services.

• Marketing: support to laboratories and quality infrastructure is a medium-term approach,

special focus needs to be provided in the marketing of improved services. The proposed

project includes activities to continue strengthening the quality infrastructure and the

Ghana Export Promotion Authority in order to increase the product visibility for the

selected value chains on the international market, as well as to promote the recently

launched GEPA Market Hub (Ghana’s trade information portal)

• Counterpart commitment: for the project to succeed, a strong commitment from all

stakeholders is essential before, during and after project implementation. With the aim of

promoting stakeholder’s commitment, this intervention proposes the establishment of

Value Chain Strategic Committees (VCSC) for each of the selected value chains to have a

strong involvement of stakeholders, sectorial dialogue and to promote synergies within

the value chains.

B.2 The UNIDO Approach

In response to the lessons learned from previous projects, UNIDO has developed a tailored

approach with 5 key axes: coordinate, compete, conform, connect and credit: “The 5 C’s for

competitiveness”. This approach aims to promote dialogue and synergies within the VCs

through the creation or strengthening of Value Chain Strategic Committees (VCSC) to be

used as a forum for discussion (Coordinate – Output 1), develop competitive manufacturing

capabilities by upgrading MSMEs capacities through the implementation of UNIDO clusters

methodology (Compete – Output 2), support quality infrastructure and MSMEs compliance

to prove conformity with market requirements (Conform – Output 3), promote efficient

connectivity to markets by strengthening marketing capacities (Connect – Output 4) and link

MSMEs to financial institutions to implement all the improvements required to enhance their

competitiveness by accessing appropriate and affordable credit schemes (Credit – Output 5).

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In sum, for MSMEs to be competitive in international markets it is important to ensure that

they: (i) have the technical capacities to produce quality and innovative products, (ii) comply

with international market regulations and standards, (iii) promote their products and connect

to potential markets. For them to achieve the above-mentioned, access to financing (credits,

agreements and/or sub-contracts or investments) and sector coordination and dialogue

between public and private stakeholders is pivotal.

C. THE CASSAVA, FRUITS, AND COSMETICS VALUE CHAINS

C.1 Cassava

Cassava is one of the most important foods in Ghana. Its production represents around 50%

of all roots and tubers production in the country and contributes to approximately 22% of the

agricultural GDP. Most cassava is produced by small-scale farmers with small landholdings.

At that scale, production, harvesting, and post-harvest handling are carried out with limited

chemical and technical inputs.

The majority of people employed in the agricultural sector in Ghana engage in cassava

production or intercrop with cassava. This contributes significantly to increasing income and

livelihoods for the rural communities as it serves as the basis for development of small

industries providing jobs and wealth in the rural communities. Cassava serves as a reserve

crop, rural staple food and convenient food for urban dwellers, industrial raw material, cash

crop and foreign exchange earner.

High Quality Cassava Flour (HQCF)

HQCF is simple unfermented cassava flour. It can be used as an alternative for starch and

other imported materials such as wheat flour in a variety of industries in many countries in

Africa. It is an attractive alternative to cassava starch that can form the starting point for a

cassava-based industry. HQCF production is less capital intensive and requires lower levels

of inputs for success, compared to cassava starch4. It is used in various industrial sectors such

as plywood, paperboard, bakery, confectionary and industrial and potable alcohol.

4 FAO. Production of high quality cassava flour. Available at http://teca.fao.org/technology/production-high-

quality-cassava-flour-ghana

COORDINATE

COMPETE

CONFORM

CONNECT

CREDIT

http://teca.fao.org/technology/production-high-quality-cassava-flour-ghana

http://teca.fao.org/technology/production-high-quality-cassava-flour-ghana

12

Cassava Chips

Global demand for chips is growing quickly, largely driven by Chinese imports for use in

bio-ethanol production. A few suppliers in Ghana have begun negotiating supply contracts,

mainly with Turkish and Chinese off-takers. Demand for shipments averages 1,000 MT or

higher. However, the high transport costs mean that the price ranges are very high and are

thus likely only profitable for large-scale commercial farmers who can produce at

significantly lower unit cost. Some processors also noted that chip export can be a good

substitute measure to build supply chains while factories are being constructed.

Cassava starch

Cassava offers a relatively cheap source of raw material containing a high concentration of

starch (dry matter basis) that can match or exceed the properties offered by other starches

(maize, wheat, sweet potatoes and rice). Cassava starch is easy to extract using a simple

process (when compared to other starches) that can be carried out on a small-scale with

limited capital. In addition, cassava starch has a high level of purity due to low levels of

proteins and lipids found in cassava roots. It is used in many food and non-food industries.

Ethanol5

Cassava is one of the richest fermentable substances for the production of alcohol. Ghana

imports over 60 million litres of ethanol annually. Efforts are currently being made to reduce

the imports with the production of ethanol from Cassava. So far, two attempts have been

made: The Ministry of Food and Agriculture (MoFA) has constructed an ethanol production

plant in Attebubu in the Brong Ahafo Region, and the second by a private company, Caltech

Ventures at Hodzo in the Volta Region.

The addressable domestic and regional demand for cassava ethanol is expected to reach ~30

million litres by 2020. This represents a 30% substitution for all domestic consumption and

17% for regional consumption. The domestic market for potable ethanol represents the

greatest opportunity, accounting for ~93% or 28 million litres of this projected demand6.

C.2 Fruits (Pineapple and Mango)

The development of the pineapple and mango sectors is a government priority due to their

weight in exports and potential for job creation. Ghana is a major producer of fruit and

vegetables and the European Union is a major destination market of Ghana's exports. Fruits

such as mango and pineapple are a focus crop in quality and safety terms. Pineapple has an

export value of USD 739k, whilst mango has an export value of USD 2.22 million7. Both

value chains are growing rapidly in importance as they become a direct avenue for

employment.

Pineapple

5 Idem

6 Market opportunities for commercial cassava in Ghana, Mozambique and Nigeria. Grow Africa. Dalberg,

2015. 7 ITC Trade Statistics: Cassava (HS 92 – 080430) (http://atlas.media.mit.edu/en/profile/country/gha/)

http://atlas.media.mit.edu/en/profile/country/gha/

13

Pineapple has been cultivated in Ghana for a long period of time and the two traditional

cultivars – Smooth Cayenne and Sugar Loaf are well established. With the change in market

dynamics in the international fresh pineapple market the new cultivar MD2 became

predominant erasing Ghana’s advantages in the fresh pineapple industry, whereby today it is

mainly dominated by the large-scale growers. These growers manage their own exports and

run integrated systems with their own pack-houses. In 2010, the value of Ghana’s fresh and

dried pineapple exports was USD 13.5 million. Around 40,000 MT of fruit was exported.

Additionally, another around 3,000 MT was exported as fresh cut fruit. Farm gate prices for

supply to local markets are around USD 0.05-0.25/kg compared with supplies to processors

and fresh fruit exporters at USD 0.12-0.25/kg. Exporters sell onwards for USD 0.31 to

0.47/kg.

Mango

The commercial mango production is rapidly growing. In 2015 Ghana exported 2,218 metric

tonnes of fresh cut and dried mangoes to countries in Europe, South Africa, Israel, USA,

China, Russia and Niger. Currently, 70 per cent of all mango production is traded on the local

market as fresh or processed, with a further 432 metric tonnes imported in 2015 to feed some

local processing industries mainly in the off-season period8. Although mangoes grow

naturally in Ghana, production is mostly driven towards a specific cultivar demanded by

export markets.

Development projects – governmental and non-governmental, have been at the forefront of

the advance of this sector and in linking producers to processors and exporters. In 2011,

around 900 MT of fresh whole and dried mangoes have been exported out of Ghana bringing

in export earnings of USD 2.2 million. The export volumes of fresh and dried mango are

equivalent to 2,400 MT of whole mangoes. The total volume of fresh cut exports from

Ghanaian produced mangoes is estimated at 1,400MT. Additionally, fresh cut exporters

import mangoes during the off season amounting to around 900 MT of fresh cuts. The total

volume of Ghanaian mango processed for export is approximately 4,900 MT. It is estimated

that at present the country has a little over 10,000 acres under mango production which

produce around 15,000 MT of mango at current average yields of 3.6MT per acre – an indeed

very low rate of productivity.

C.3 Cosmetics and personal care products

Ghana is very rich in ingredients for natural cosmetics and personal care products and has a

comparative advantage that can be further developed in shea butter, coconut oil and essential

oils. These products that have a high global demand have strong export potential but are

lacking quality, institutional capacities and marketing strategies.

Some of the final cosmetic products that Ghana can produce with these ingredients are: shea

butter soap, black soap, organic refined butter, butter body lotion, natural moisturizing shea

oil, liquid bathing soap, coconut oil hair food, massage oil (shea), baby skin cream (shea) and

Makola virgin coconut oil.

8 Ghana is assessing the mango value chain to promote quality exports

(http://www.freshplaza.com/article/184026/Ghana-is-assessing-the-mango-value-chain-to-promote-quality-

exports).

14

Shea Butter9

The shea tree grows in Northern West Africa, over about 77,670 square kilometers in Ghana

in the Western Dagomba, Southern Mamprusi, Western Gonja, Lawra, Tumu, Wa and

Nanumba with Eastern Gonja having the densest stands. There is sparse shea tree cover found

in Brong Ahafo, Ashanti, and the Eastern and Volta regions in the south of the country

(Ghana).

Many young people and 90% of rural women in the three Northern regions collect shea fruits

and/or nuts for sale. More and more women drive their livelihoods from production and

processing of nuts and shea butter. Private individuals and women’s groups have obtained

labour-saving technologies such as machines for grinding shea nuts. In the production of

good quality shea butter, income-generating activities of both individual and community-

based groups have been established, from collection of products to resale to traders, export

agents, processing industries, manufacturers of shea-based soap and cosmetics, etc.

Coconut oil

Coconut (Cocos Nucifera L.) is an important cash crop in the economy of the people living in

the coastal belt in Ghana. Apart from the coast, coconut also grows very well inland in the

forest zones. Although coconut was first introduced in the Volta region, the majority of its

production now comes from the Western Region, particularly the Jomoro District. Ghana’s

coconut oil exports increased drastically in the year 2010 and represented a value of USD

10.4 million10

.

The quality of coconut oil produced by SMEs cannot be precise, as quality control measures

and oil recovery cannot be strictly assured. The quality of the oil depends a lot on the method

of extraction. In addition, coconut oil that is produced from good quality copra is low in fatty

acid, clear and has a good aroma. According to Codex, contamination of oils may also occur

from residues of a previous material handled in the processing equipment (grater), dirt, rain,

sea water or though the accidental addition of a different product.

Other natural ingredients for cosmetics and personal care products

Moringa

Moringa is a multipurpose plant with significant nutritional and medicinal properties that

grows easily in almost any climate and soil conditions. India is currently the main global

supplier, but European buyers have concerns about the quality of Indian Moringa.

In Ghana there is an estimate of 25,000 farmers currently growing Moringa. Nonetheless,

little has been invested in Moringa oil extraction despite growing demand for the oil,

particularly in the cosmetics and skin-care industry.11

.

Citrus Oil

9 The Benefits of Shea to Rural Households, Communities and Nations, Mme Ladi Ziba and Mme Félicité

Yameogo http://www.fao.org/tempref/docrep/fao/010/y5952e/y5952e.pdf 10

ITC Trade Statistics: Coconut Oil (HS 92 – 1513) (http://atlas.media.mit.edu/en/profile/country/gha/) 11

https://www.cbi.eu/market-information/natural-ingredients-health-products/moringa/

http://atlas.media.mit.edu/en/profile/country/gha/

https://www.cbi.eu/market-information/natural-ingredients-health-products/moringa/

15

Citrus oils are extracts of grapefruit, lemons, limes, mandarins, oranges and tangerines. The

essential oils are extracted (cold-pressed) from the rind or skin of the fruit. . Citrus production

has risen steadily in the last two decades, and in 2013 the country produced 710,000 tonnes,

up from 671,000 tonnes in 2012, according to the FAO. In 2013, 24.3 HA of land were being

used for citrus farming.

Citrus oils are use in the cosmetic, food and pharmaceutical industry. Other common uses

include: industrial solvent and fragrance for cleaning products.

Key challenges for the Cassava, Fruits (Mango and Pineapple), and Cosmetics and

personal-Care products value chains.

After consultation with stakeholders UNIDO has identified the following major challenges

that the selected value chains are facing.

Table 2: Key challenges for the selected value chains

Key Challenges

Cassava Profitability: low income due to difficult harvesting during dry season

Limited access to cassava varieties: it could help to extend shelf life.

Processing12

: Lack of simple tools and equipment, long distance between production and

processing facilities, fragmented processing activities, lack of efficiency and insufficient resource

utilization, low quality, low value added, lack of good packaging and marketing, low by-product

recovery and utilization, environmental impact, low personal hygiene, supplies become critical

during dry season.

Quality and standards: Processors are unaware of standards, personal hygiene and food safety

are not always observed (processing and storage), national quality standards are all overdue for

revision.

Opportunity cost: The quality and starchy content of the roots diminishes with time, meaning that

a late harvest can entail high opportunity costs.

FDA requirements: Micro and small-scale industries producing gari, kokonte and fufu flour are

often not able to achieve the basic requirements for FDA registration. Meanwhile, other actors seek

suppliers with reliable quality and food safety practices to source their product.

Mango Quality: Difficulties to comply with GMP and food safety standards, need to adhere to the Global

GAP certification to export to EU market.

Productivity: Farm productivity is very low and does not allow for systemic efficiency of the VC,

Inadequate farm management practices, insufficient agronomy knowledge by many famers,

inadequate pest and diseases control (incl. fruit flies), very few mango cultivars being grown.

Processing: processing industry need to be strengthened and built up to support the required

markets for low-grade fruits so that the VC can efficiently compete.

Research: Little research available from agriculture research institutions.

Pineapple Unemployment: the economic and social consequences resulting from the high capital required

for running pineapple farms, has caused a huge unemployment rate in farmers (12.9% as witnessed

in 2005 and again in 2015)13

.

Lack of industrialization: smaller fruit processing companies are at a competitive disadvantage

compared to larger/stronger companies. These larger companies often prefer to import raw

materials as the local supply often proves to be more expensive or not as easily available, which

can be damaging to the sustainability of production and indeed very costly.

Adaptability: Beginning in the year 2003, the European market began to change its “taste” in

pineapples to variety type MD2, developed in Costa Rica. This switch caused a drastic reduction in

the GDP, with exports dropping from 71,000 to 35,000 tonnes/year. The climatic conditions and

soil required for pineapple type MD2 make it more difficult and certainly more expensive for

smallholders and commercial farmers in Ghana.

12

Data shows that up to 34% of the cassava which is produced in Ghana is lost along the chain (Analysis of

incentives and disincentives for Cassava in Ghana, January 2013.

https://agriknowledge.org/downloads/rr171x313 13

idem

https://agriknowledge.org/downloads/rr171x313

16

Shea

butter

Drying: Given the seasonal concurrence of the annual shea harvest / collection with the onset of

the long rains, attention and time invested in careful drying of shea nut is quite critical to the

quality of the final product. Any measure of neglect in the drying process can easily lead to rapid

and complete contamination of shea nut with fungus, in some cases leading to secondary infection

by bacteria.

Extraction: Traditional methods of shea butter extraction are highly arduous, requiring high inputs

of female time and labour, fuel wood and (head-carried) water. The productivity of traditional

processing methods is quite low, and product quality is highly variable, depending upon the skill

and attention of the processor.

Women and Shea: In spite of the role of women in the processing of shea butter, incomes which

they obtained are insignificant or unremunerated.

Standards: There is a lack of standards control. The government is currently exploring the need

for the Shea Nut Developed Board to develop the Shea industry since its recognition that Shea may

be able to contribute to poverty alleviation in the most deprived part of the country, notably for

women in the three Northern regions of Ghana.

Quality: Many rural processors are not aware of the critical technical issues affecting product

quality, extension training remains a long-term requirement across the shea zone. Shea butter

produced in Ghana has great difficulty in meeting the product quality criteria of the international

market place.

Coconut

oil

Price: Price of coconut oil is currently too high as it is being treated as a supplement in health

retailers resulting as inaccessible to the general public.

Pest and diseases: yellow lethal disease

Quality: Aging coconut plantation, insufficient and poor quality of raw material, poor and

inconsistent quality of the product, poorly trained personnel and lack of qualified food

technologist, lack of proper hygiene and sanitation practices, inappropriate packaging materials

and high packaging cost, lack of technical support.

Processing: absence of good management of the processing facilities, sub-optimal use of

processing facilities and equipment, inappropriate or obsolete processing and ancillary equipment,

high losses during transport from farm to factory, weak or non-existent market development.

Divergent strategies of stakeholders14

: Reorientation of this sector towards the export of peeled

nuts.

Moringa,

citrus oil

Lack of production technologies, oxidation and risks of chemical contamination by pesticides.

D. THE PROJECT

D.1. Objective, outcome, outputs and activities

The project overall objective is strengthening the export competitiveness of the Ghanaian

economy through enhanced value-added, low carbon, sustainable production and processing

and an increased access to regional and international markets.

The project is aware of the different compliance capacities and competitiveness of MSME’s.

Thus, when preparing the interventions, the project seeks to support (i) micro enterprises in

its contribution to industry development; and (ii) SME’s to attain more export potential.

Alignment with WACP objectives

The project will work on five interdependent but complementary axes of intervention, in line

with the 5 Cs for competitiveness. Each axis will aim to address key problems and constraints

identified in its thematic area. In the 3 key axes: compete, conform and connect, the project

will address the constraints by building technical capacity in the institutions mandated to

support the MSMEs, it will also support the MSMEs with export potential by directly -or

through the upgraded intermediate institutions- providing technical assistance.

14

Bene, S & Coubert, P & Dziwormu, A & Salinier, J & Mensah- Bonsu, A (2009). The coconut industry in

Ghana and Nigeria

17

D.2. Expected outcome, outputs and activities

The proposed project is expected to achieve one outcome through five outputs that represent

the 5’Cs Approach of UNIDO: Coordinate, Compete, Comply, Connect and Credit.

Outcome 1: MSMEs and Intermediate organizations (Fruits, Cassava and Cosmetics and

Personal-Care Products value chain) have increased capacity to produce quality products

acceptable to the regional and international markets and integrated into the global VCs.

Output 1: Sector dialogue improved and strategic advice provided to increase value chain

development. Axis: COORDINATE

Given the complexity of the programme, a strong sectorial dialogue is required. To promote

dialogue and synergies within the value chains, support will be provided to establish Value

Chain Strategic Committees (VCSCs). These public-private forums of discussion will be used

to communicate, exchange experiences, identify problems, present solutions and follow up

developments on each value chain. A value chain analysis required at the inception phase of

the project will use these forums to validate findings and define specific actions. The VCSC’s

will also be the platform for the development of VC diagnosis.

The purpose of the VCSCs is to ensure the alignment of the Ghana program with the socio-

economic and industrial policies of the country as well as to provide strategic guidance.

Therefore, the project will support the development and/or implementation of policies and

strategies for VC development. In addition, the VCSCs will ensure good coordination within

the value chains in accordance with the provisions of project framework by seeking linkages

between actors within the VCs (companies, training institutions, organisations, etc.).

The VCSCs will be tasked with ensuring that the project implementation stays focused and

beneficial to the respective industry. Regular meetings of the VCSCs are planned; which

further emphasize that the interactions within and between the different representatives of the

VCSCs create trust, cooperation and coordination between public and private entities.

Furthermore, these foster synergies and cooperation to promote efficient policy dialogue in

the specific value chains.

Each VCSC will be composed of relevant stakeholders to the particular value chain

including: associations (MSME’s), producers, support institutions, relevant ministry

departments, and academia. Key representatives of the VCSCs will be part of the main

project Technical Coordination Committee (TCC).

It is intended that these public-private forums continue working after the project ends and can

serve as a pilot experience to be replicated in other priority VC.

In order to conduct the technical activities described in this output it will be required to

account for design and printing of the strategic diagnostic per VC, cover hospitality costs for

VC regional committees. The estimates of these costs, under BL 51 amount to 4,000 EUR.

18

List of activities under Output 1

Indicator

Target

Y1 Y2 Y3 Y4

Output 1: Strategic advice and sector dialogue improved.

Strategic advice:

1.1 Build awareness and ownership to host

the VCSC in public or private sector 6 co-financed awareness sessions 6

1.2 In depth VC analysis and presentation

of results for each VC 3 strategic diagnostics developed

(1 per VC) 3

1.3 Development of strategic VC diagnosis

Sector Dialogue:

1.4

Establishment of VCSCs to support

development and implementation of

policies and strategies for VC

development.

3 VCSC established (1 per VC) 3

1.5

Improve regional linkages and

participation in the respective regional

VCs

8 participants per VC to regional

committees (per meeting) 2 2 2 2

1.6

Regular meetings to address VCs

challenges, monitor actions and

identify possible solutions

2 meetings per year (per VC) 2 2 2 2

Output 2: Intermediate organisations have greater capability for Value Chain cluster

development and clustered MSMEs are upgraded over the whole production process. Axis:

COMPETE

Key selected support institutions will be trained on the UNIDO cluster methodology and their

capacities in facilitating cluster support and their development will be enhanced. In addition,

a database of potential Cluster Development Agents (CDA’s) will be established.

The project will facilitate the setup of efficient clusters and strengthen the capacities of

intermediary organisations to facilitate intra cluster exchanges and collective efficiency. As

well as, strengthen technical and managerial arrangements of institutions in line with national

programmes and policies. Focal points for public and private institutions will become

familiar with the tools available and activities to be carried out making clusters more efficient

and better performing.

The project will support institutions to improve their service delivery and promote collective

support upgrading schemes (e.g. models of contract farming, technologies, sharing,

packaging improving, use of recyclables, resource efficiency improvement, tooling and small

equipment/machinery modernisation, etc.) to comply with GMP.

Also, MSMEs and firms in the selected VCs will be supported to establish collaborative

networks and consortia (e.g. production, marketing and export consortia) to improve their

productive capacities, and better perform in the selected VCs to facilitate their integration in

regional and international VCs. The support of technical and managerial arrangements of

targeted clusters will be in line with national programmes and policies.

19

Depending on the maturity of the enterprises these formal organizations will aim to reach

collective efficiency in procuring inputs, joint advertising, shared equipment, packaging

facilities, access to technology, export promotion activities. This project will therefore

support networks of SMEs in the implementation of collective activities for their upgrading:

organisation and management systems, production systems, products design and

development, skills development, innovation, value addition, Intellectual Property Rights,

financial management and investment and technology transfer, process control, maintenance

of equipment and laboratories etc. through delivering training programmes, upgrading of

existing technologies through work with relevant industry associations, promotion of

innovative ideas with the aim to develop viable business models for targeted clusters, etc.

The intervention will work closely with associations and public agencies (i.e. GEPA, NBSSI,

Ministries and producers’ associations for the selected VCs) to ensure services to its members

include development and support of consortia and clusters support and facilitation. A pool of

national experts will be trained to be national cluster development agents that will support the

different activities and UNIDO methodology.

The proposed assistance can be described as: (i) groups and networks of producers structured

to better and more efficiently supply specific retailers and exporting companies or markets.

(ii) MSMEs will be grouped and assisted with relevant equipment and infrastructure

complying with Good Manufacturing Practices (GMPs), and (iii) training to improve Good

Agricultural Practices (GAP) for primary producers. The products from this group will be

marketed along the specific VC.

CDAs and networks coordinators belonging to private and public sector will be trained to

assist these groups to ensure the sustainability of their intervention even after the project has

ended.

The diverse costs linked to this output include: purchasing and distribution of technical

material, including cluster guides; marketing and media costs (such as: print, radio,

broadcast); to promote trainings and activities; design, printing and distribution of assessment

reports and hospitality costs for cluster coordination meetings. Estimated at 25,000 EUR

under BL 51.


Indicator

Target

Y1 Y2 Y3 Y4

Output 2: Support institutions are trained and coached for the establishment of clusters and MSMEs

networks are setup in order to increase competitiveness.

Intermediate Organisations (AGI, NBSSI, private producer associations and support institutions):

2.1

Diagnosis of intermediate organisations

to assess their technical capacity and

determine their capability and mandate

to support MSMEs.

1 gap assessment report(s)

finalized 1

2.2

Training on UNIDO cluster

methodology, establishment of a

database of potential Cluster

Development Agents (CDAs) and

20 brokers and CDAs trained on

UNIDO cluster and network

methodology

10 10

20

training a pool of NE to be national

CDAs

2.3

Strengthening the capacities of

intermediary organisations to facilitate

intra cluster exchanges and collective

efficiency) and facilitate the setup of

efficient clusters (e.g. production,

marketing, export consortia)

3 intermediary organizations of

groups (clusters, networks and

consortia) established for each

value chain

1 1 1

2.4

Support to institutions to improve their

service delivery and promote collective

support upgrading schemes (such as

models of contract farming,

technologies sharing, packaging

improving, use of recyclables, resource

efficiency improvement, tooling and

small equipment/machinery

modernisation to comply with GMP,

etc.).

2 supported institutions 2

3 successfully matched

agreements 1 1 1

2.5 Training to improve Good Agricultural

Practices (GAP) for primary producers 50 MSMEs trained 5 15 15 15

2.6

Provide training and capacity building

on technical and managerial

arrangements of targeted clusters

50 MSMEs trained 5 15 15 15

2.7

Improve and expand service delivery of

the business support organisations also

through agreement matching schemes


agreements 2 2 2 2

MSME's:

2.8

Support networks of MSME’s in the

implementation of activities for their

upgrading by delivering trainings,

upgrading existing technologies,

promoting innovative business ideas,

etc.

3 networks of MSMEs Trainings

delivered per topic 3

2.9 Identify and support the participation of

MSMEs in regional clusters

20 MSMEs participating in

regional clusters 4 8 8

Output 3: Quality and Innovation of Intermediate Organisations have strengthened and

MSME’s compliance with standards, quality management and innovation is enhanced. Axis:

COMPLY

The project will support the development and implementation of plans to improve the NQI

(standardisation, accreditation and certification) required by the targeted VCs.

The main result of this intervention is to strengthen the institutions that are required to ensure

the compliance and international acceptance of products produced in Ghana. Namely support

will be aimed towards the Ghana Standards Authority (GSA) to ensure relevant quality

standards are available and up to date (e.g. cassava) and those due for revision, will be

revised in consultation with the industry and the revised standards will be properly

disseminated into the industry to ensure processed cassava products are of the desired quality.

As a means, the project will support the development and dissemination of standards required

throughout the industry through workshops, direct training and technology transfer (ensuring

VC actors are implementing them correctly). In addition, it will train officers to assist

producers to implement the right standards.

21

Furthermore, laboratories with the right accredited test scopes, inspection and certification of

products will be made available to the industry. Support for accreditation (and enlarging of

existing accreditation) against international standards will be provided. For this the project

will support in the procurement and installation of laboratory equipment and metrology.

In addition, MSMEs will be strengthened to have the capacity to produce with higher and

improved quality. Their improved quality systems and processes will allow them to increase

their competitiveness and enter regional and international markets. Support will be

channelled directly and through organized private sector in coordination with government

initiatives to promote food safety systems, quality management systems, and specific market

required standards, (i.e. product, worker/labour, health and safety, organic production,

environmental and sustainability standards). To achieve this, trainings will be provided (food

safety, quality, ISO 9001, HACCP, ISO 22000, maintenance of equipment). In addition,

small industry players will be supported for FDA registration. MSME’s will be supported for

certification to Global Gap Eccocert, ISO, etc.

In parallel and to improve the technical sustainability of the intervention, the project aims to

increase the pool of specialist on relevant QMS. For this, a pool of national experts will be

selected and trained on the specific practices (i.e. quality management, product quality,

manufacturing, food safety, organic, ISO 9001, HACCP, ISO 22000) to support the different

actors of the VC. Said experts will accompany the different enterprises to improve practices.

To ensure that experts acquire the right competences, national and international trainings will

be organized, and certified training will be provided as well as, study tours to increase the

competences of the national experts. Furthermore, the project aims to build technological

capacity for MSME’s to upgrade their processing expertise. This will include bringing

experts, local or international to help improve processing techniques.


account for: printing and distribution of assessment reports of quality needs along the VCs;

marketing and media costs related to standards promotion (such as: print, radio, broadcast

and standard gazetting); translation of standards and training material in local language;

hospitality costs for meetings; purchasing of relevant technical material including

subscription and consumables required for technical activities; consumable material for

standards development (photocopying). The estimates of these costs, under BL 51 amount to

27,000 EUR.


Indicator

Target

Y1 Y2 Y3 Y4

Output 3: Quality and Innovation Intermediate Organisations are strengthened and MSME’s

compliance with standards, quality management and innovation is enhanced.

Intermediate Organisations (FRI, IAST, NBSSI, FDA, CAB's, GSA):

22

3.1

Development and implementation of

plans to improve the national quality

system and infrastructure (including

standardisation, accreditation,

certification) required by the targeted

VCs;

3 plans developed to improve NQ

system (1 per value chain) 3

3.2

Assessment of quality needs along the

VCs for enterprises and conformity

assessment bodies (CABs)

(laboratories, certification, calibration)

3 assessment report(s) of quality

needs along the VC 3

5 organizations assessed 5

3.3

Support to CABs to achieve

accreditation or expand scopes of

accreditation

3 laboratories (scopes) prepared

(ready for accreditation) 3

3.4

Development and dissemination of

standards required throughout the

industry through workshops, direct

training and technology transfer

(ensuring VC actors are implementing

them correctly); Including training to

extension officers to assist producers to

implement the right standards

15 standards revised/developed 5 5 5

15 standards promoted and

integrated into selected value

chains

5 5 5

5 relevant standards developed

for new products 5

3.5

Trainings (national or international) to

a pool of national experts on specific

practices (e.g. quality management,

product quality, manufacturing, food

safety, organic)

5 trainings delivered 2 2 1

30 national experts trained 10 10 10

3.6

Training of processors to work in

compliance to relevant quality and

market standards; assistance to primary

producers to produce according to GAP

10 trainings delivered 5 5

3.7

Training of producers and argic

extension officers to assist producers to


30 extension officers trained 10 10 10

3.8 Procurement and installation of

laboratory equipment and metrology

100% of Relevant laboratory

equipment procured 100

3.9



through agreement matching schemes.


agreements 1 1 1

MSME's:

3.10

Support certification such as Global

Gap Ecoccert and ISO, etc. and FDA

registration for small industry players

10 Certifications obtained 10

3.11

Training /coaching of VC actors and

experts in Food Safety, Quality, ISO

9001, HACCP, ISO 22000,

maintenance of equipment

12 trainings delivered (in Food

Safety, Quality, ISO 9001,

HACCP, ISO 22000, maintenance

of equipment)

5 5 2

3.12

Assistance to processors to implement

Good Manufacturing Practices (GMP)

and assistance to primary producers to

produce according to Good

Agricultural Practices (GAP)

30 MSMEs that have

implemented GMPs 5 15 10

3.13

Support to the selected sectors to

comply with regional and international

standards (e.g. relevant quality, market,

worker/labour, health & safety,

environmental, sustainability standards,

etc.)

20 MSMEs that have

implemented relevant QMS 5 15 10

3.14 Training a pool of specialists on 3 trainings delivered 1 2

23

relevant QMS and provide trainings

and study tours to increase the

competence of national experts

2 Study Tours conducted 1 1

3.15

Building technological capacity for

SMEs to upgrade their processing

expertise. This will include bringing

experts, local or international, to help

improve processing techniques

10 MSMEs supported on

Technology knowledge 5 5

Output 4: Intermediate organisations are strengthened and MSMEs have greater marketing

capacities to access regional and international VCs. AXIS: CONNECT

The Ghana Export Promotion Authority (GEPA) as the main public/private authority to

promote exports will be assisted to increase the product visibility for the selected value chains

on the international market. Particularly enriching and promoting the recently launched

GEPA Market Hub (its trade information portal) geared to selected target markets and

sectors, in line with targeted value chains and GEPA’s prioritized sectors and products.

The assistance to GEPA includes:

Support the design of information systems including trade advisors’ networks,

technological intelligence and market analysis systems, trade information portals and

online platforms with the aim of deploy de use of ICT tools;

Coaching and capacity building of GEPA staff in: Market Hub (content) management,

Setting-up and institutionalizing sustainable collaboration with sector associations in

Ghana aiming for collaboration in the areas of Market Hub promotion, exporter

directory, news items, sector profiles and sourcing in Ghana, development of video

strategy and scripts for promotional video’s on Ghana’s exportable offer, some export

companies, testimonials and advice by Ghana export ambassadors and Ghana’s quality

infrastructure facilities and enhancing promotion of the Hub, including social media

campaigns, awareness sessions in the country, collaboration with banks and service

providers, Search Engine Optimization and Advertisements;

Supporting GEPA and the stakeholders in developing three Sector Export Marketing

Plans (SEMP) for the fruits/vegs, cassava and cosmetics sectors. By means of coaching

GEPA in facilitating and developing three SEMPs. A SEMP aims to unite all the

stakeholders within a sector to jointly align efforts and initiatives towards export

development and promotion. Based on a profound research and value chain analysis

domestic supply and international demand are analysed and confronted, leading to an

embraced strategy;

Product Visibility through participation and organization of national and international

exhibitions, fairs, B2B events;

Supporting GEPA in streamlining its internal organization (as per its strategic plan) and

in enhancing its service portfolio targeted to the three value chains (and others), pending

the outcome of the SEMPs. By means of Leading and coordinating the development and

implementation of the SEMPs; improving service delivery to both (prospective) exporters

and international buyers in the area of market information and trade intelligence, export

coaching and training, marketing and promotion and business advocacy; optimizing the

Ghana Export School, including financial sustainability model, curriculum development,

training of trainers, knowledge exchange and best practices sharing; alignment with

initiatives of other (inter)national development partners such Embassies, Canada’s TFO,

as well the Dutch CBI and PUM programmes; and Building capacity within GEPA in the

area of Monitoring, Evaluation and Results management.

24

Assistance to MSMEs includes:

• The MSMEs being assisted and their products will be actively advertised / exposed on the

GEPA Market Hub in order to link MSME’s to processors linked to international markets.

In addition, key staff in the different companies will be assisted to access the GEPA

Market hub and access relevant markets;

• MSMEs will be sponsored to participate in relevant international fairs and the increase in

market share accrued due to the participation in these fairs will be monitored; and

• Assistance through workshops to introduce processors to international market

requirements: GEPA together with the GSA National Enquiry Point will organize a series

of workshops that will adequately inform processors of the requirements (new and old) on

the international market. The aim is to equip companies with the capacity to seek and

identify market requirements and process in accordance to these market requirements.

Informational materials (such as posters and brochures) will be produced

Considering UNIDO’s planned intervention with GEPA and the proposed sub-contract to be

awarded directly by the EU to said institution, UNIDO will ensure that both interventions are

aligned and coordinated. In line with this, UNIDO will work together with GEPA to include

the following points of action within their proposed activities:

• Enriching and promoting GEPA Market Hub in line with targeted value chains and

prioritized sectors and products;

• Supporting GEPA in the development of Sector Export Marketing Plans (SEMP) for

the three selected value chains.

In order to conduct the technical activities described in this output, it will be required to

account for: promotional material, banners in line with national and international exhibitions,

fairs, B2B events; printing/dissemination of promotional material in relation to Sector Export

Marketing Plans (SEMPT); costs related to distribution/promotion of streamlined

organizational plan; design, printing and distribution of technical

publications/brochures/leaflets; Hospitality costs for meetings. The estimates of these costs,

under BL 51 amount to 20,000 EUR.


Indicator

Target

Y1 Y2 Y3 Y4

Output 4: Export Promotion and MSME’s marketing capacities are enhanced to improve market access

to regional and international VCs

Ghana Export Promotion Authority (GEPA):

4.1

Support the design of information

systems including trade advisors’

networks, technological intelligence

and market analysis, trade information

portals and online platforms

3 relevant technical information

available online at GEPA for each

of the sectors (1 per VC)

3

4.2 Coaching and capacity building of

GEPA staff 3 trainings conducted 1 1 1

4.3

Support GEPA in product visibility

through participation and organisation

of national and international

exhibitions, fairs and B2B events

4 trade fairs facilitated for the

selected industries 1 2 1

25

4.4

Support GEPA and stakeholders in

developing Sector Export Marketing

Plans (SEMP) for the selected VCs

3 Sector Export Marketing Plans

(SEMP) developed (1 per VC) 3

4.5

Support GEPA in streamlining its

internal organisation (as per its

strategic plan) and in enhancing its

service portfolio targeted to the three

VCs (and others), pending the outcome

of the SEMPs

1 Internal organization plan

streamlined to strategic plan

available

1

4.6




1 successfully matched agreement 1

MSME's:

4.7

Link MSMEs to processors linked to

international markets by actively

advertising MSMEs and their products

on the GEPA Market Hub. Key staff in

different companies will be as well

assisted to access the GEPA Market

Hub and access relevant markets

12 selected products/producers

promoted through Export

Promotion Authority

4 4 4

4.8

MSMEs will be sponsored to

participate in relevant international

fairs and the increase in market share

accrued due to the participation in these

fairs will be monitored.

10 MSMEs selected for

participation 3 4 3

3 technical

publications/brochures/leaflets

developed (1 per VC)

3

4.9

Assistance through workshops to

introduce processors to international

marker requirements

3 workshops delivered (1 per VC) 3

Output 5: MSME’s are linked to financial institutions. Axis: CREDIT

In order for MSME’s to implement all the improvements required to enhance their

competitiveness, they will be linked to financial institutions and investment, and will be

supported to make efficient use of government credits and guarantee schemes.

An assessment of the current offer of financial institutions and instruments (including impact

investment) will be conducted to identify potential gaps and support the institutions to

evaluate requests that aim to increase competitiveness for exports. Financial institutions could

be accompanied to offer appropriate and affordable financial services to MSME’s, clusters

and networks of producers within the targeted VCs; e.g. product development, VC and

MSME’s financing, trade financing, and profitability checks of business models.

For practical reasons and ease of coordination, the agreements and/or sub-contracts will be

managed under Output 5.


account for cost related to: Marketing and media costs related to promotion of financial

services and procedures (such as: print, radio, broadcast); Development (and printing if

needed) of best practices; Dissemination (and printing if needed) of information with regards

to financial institution support; and Hospitality costs for meetings and awareness sessions on

financial instruments. The estimates of these costs, under BL 51 amount to 30,000 EUR.

26


Indicator

Target

Y1 Y2 Y3 Y4

Output 5: MSME’s are linked to financial institutions

5.1 Assessment of financial institutions and

instruments

1 Mapping of Financial institution

identified to provide support 1

5.2

Linking financial institutions to clusters

and support efficient use of the

government credits and guarantee

schemes

20 MSMEs linked to financial

institutions 5 5 5 5

5.3

Accompany Financial Institutions when

necessary to offer appropriate and

affordable financial services to

MSME’s and clusters of targeted VCs

3 specific collective financial or

support schemes developed and in

place

1 2

5.4 Benchmarking with international best

practices 2 best practices adopted 2

5.5

Awareness building of MSMEs on

financial instruments, promotion and

support of financing expos for MSMEs

4 awareness sessions on financial

instruments conducted 1 1 1 1

5.6

Management and coordination of

agreements through coordination unit

responsible for agreement evaluation,

monitoring, awarded and follow-up

2 exercises launched (per year)* 2 2 2 2

* Subject to funds available

D.3 Beneficiaries

The principal beneficiaries of this project are stakeholders of the Cassava, Fruits (mango and

pineapple) and Cosmetics and Personal-Care Products value chains in Ghana (i.e. producers,

cooperatives, enterprises, etc.). The role of women in Ghanaian agricultural production is

significant: 50% of women and 30% of female-headed households are employed in the

agricultural sector. The gender disparities witnessed in the agricultural sector account for

39% of female farmers who adopt improved crop varieties, compared with 59% of male

farmers. The project will take this into consideration and incorporate the participation of

women where possible15

.

Beneficiaries will be able to take advantage of an improved business support infrastructure

service to the sectors resulting in identification of high quality products, improved exports

and fewer rejections through products meeting international quality standards. They will also

benefit from technical assistance on GMP and an increased product visibility and promotion

for exports.

The value chains stakeholder will also benefit from the implementation of the Value Chain

Strategic Committees (VCSCs) were they will have a forum of discussion to identify

problems and present solutions.

The selection criteria for the beneficiary institutions and companies will be defined during the

inception phase taking into consideration, but not limited to the following:

15

http://www.statsghana.gov.gh/docfiles/Gender/FAO_GHANA_COUNTRY_PROFILE_FINAL2012.pdf

http://www.statsghana.gov.gh/docfiles/Gender/FAO_GHANA_COUNTRY_PROFILE_FINAL2012.pdf

27

• Guilds, associations, cooperatives, representing the productive sector of the value chain. • Institutions linked to the productive sector • Companies or producer organisations:

o Willingness to enter into or expand export activities o Willingness to follow quality standards o Degree of compliance with client demands (quantity, quality, schedule) o Leaders open for change and willing to participate actively in the project implementation o Transparent, non-discriminatory

The Ghanaian government will benefit directly through strengthened quality and marketing

institutions in particular GSA and GEPA. Other institutions of the QI will also benefit with

regard to its involvement as quality service providers such as selected laboratories.

Indirectly the Ghanaian economy is expected to benefit through improved export earning

which feeds back into the economy and can accelerate economic growth. Further indirect

beneficiaries are the Ghanaian consumers through a strengthened national quality

infrastructure able to ensure product quality and transfer experience to other sectors within

the country.

Table 3: Key actors and proposed project support

Institution Function Identified

Challenge Proposed Project support

Ministry of Trade and

Industry MoTI (3VCs)

Formulation, implementation

and monitoring of Ghana’s

internal and external trade.

Lack of

coordination

Ensure coordination with

stakeholders

Ghana Standards

Authority (3VCs)

GSA is the National Statutory

Body responsible for

Metrology, Standards,

Testing, Inspection and

Certification

Selected test

scopes need to be

accredited.

Relevant

standards need to

be developed and

disseminated in

the industry

Support to widen accreditation

scope to include the relevant

test scopes.

Support for the development

and promotion of relevant

standards

Food and Drugs

Authority (3VCs)

Ensure quality, safe and

efficacious/

effective/wholesome products

through registration,

inspections, licensing,

surveillance and clinical trials.

Selected test

scopes need to be

accredited.

Training

inspectors for

specific value

chain inspections

Support to widen accreditation

test scopes

Build capacity – train relevant

inspectors

MoFA- PPRSD

(Cassava, Fruits)

Provide services to safeguard

quality and plants of crops

from losses by pest and

diseases.

Capacity building

among inspectors

required

Upgrade Quarantine

inspections processes to be

accredited

Crops Research Institute

(CRI) (Cassava)

Develop and disseminate

demand driven technologies

and build capacity for

sustainable food and industrial

crops productivity.

Need to

disseminate clean

planting material

Build capacity in the

dissemination and promotion

of planting material.

Food Research Institute

(FRI) (Cassava)

Market oriented research

(food processing,

preservation, food safety,

storage, marketing,

distribution, food and

nutritional security)

To be confirmed

during Inception

Phase

To be confirmed during

Inception Phase

Soil Research Institute Inventory of the soil resources Laboratory not Support the accreditation of

28

(SRI) (3VCs) and scientific research for

effective planning, utilization

and management of the soil

resources.

accredited testing laboratory

National Board for

Small Scale Industries

(NBSSI) (3VCs)

Agency under MoTI. Its

function is the promotion and

development of micro and

small enterprises.

Need expertise to

assist companies

to implement

market

requirements

Build capacity/expertise in

relevant market requirements

Ghana Export

Promotion Authority

(GEPA) (3VCs)

Facilitation, development and

promotion of Ghanaian

exports

Experts to help

obtain market

access

Training of GEPA staff to

better assist with market

access processes

Association of

Ghanaian Industries

(AGI) (Cosmetics)

Voluntary business

association. It carries out

support services to industrial

sector to contribute to the

growth and development of

industry in Ghana

Need experts to

guide in product

formulation and

process

management

Build capacity of experts in

product formulation and

process management

Ghana Cocoa Board

(COCOBOD) – Shea

Unit (Cosmetics)

Assist in the development of

the shea-nut industry

(production, processing, pest

and diseases, scientific

research, internal marketing,

secure arrangements for

purchase, grading and sealing,

certification, sale and export)

To be confirmed

during Inception

Phase

To be confirmed during

Inception Phase

GRATIS Foundation

(Cassava, Fruits)

Leader in the designing,

manufacturing and selling of

precision agro, food

processing and sanitation

equipment.

Need technical

assistance

Technical Assistance to

develop machinery

Associations

Producers associations for the selected value chains will also be strengthened through

clusters, institutional technical upgrading and member support.

Table 4: Producers Associations for Cassava, Mango, Pineapple and Natural Ingredients

Associations Description

Cassava

Vanakpor Farmers

Association

Dzolokpuita, Volta Region, 15 members, received support from C:AVA (2009)

Farm Gate Cassava

Producers

Sekyere, Ashanti Region, 42 members, created in 2009

Ghana Industrial

Stakeholders Platform

(GICSP)

Mouth speaker and working group to accelerate the development of the commercial

cassava value chain. Brings together producer groups, processors, off-takers, financiers

and public sector.

Mango and Pineapple

Sea- Freight

Pineapple Exporter of

Ghana (SPEG)

Professional organized body with specialization in the export of high quality

pineapple. Brings together operations in the pineapple and the larger fruit industry,

promotes GAP and provides effective and economic logistic services.

Ghana Commercial

Mango Growers

Brong-Ahafo and Ashanti Region. Established in 2008. Creates collective marketing

opportunities, promotes GAP, value addition and marketing of quality.

Farm Management

Services Limited

(FMSL)

Somoya Region. Member of Yilo Krobo Farmers Association and Ghana Shippers

Council. Offers consultancy services (mango farm management, farmland acquisition,

and mango export). Promotes the Mango Plantation Sharing Scheme (FMSL initiative)

to enable investors own a well-manged mango farm.

Natural Ingredients

29

Ghana Citronella

Farmers Association

Nkawkaw distric.

D.4 Coordination with WACP

To streamline the results emanating at both the national and regional level, the programme

will seek to work closely and contribute when necessary to:

• Coordinate the proposed support towards the enhancement of the regional QI. As

such, the development and implementation of norms/standards and regulations in the

selected VCs will be carefully detailed to facilitate the flow of information between

the country component

• Promote quality and product certification (i.e ECOWAS Mark) for products to be

adopted at the regional level for the selected value chains;

• Harmonize the quality infrastructure of selected states as well as encourage the

networking between the national quality units and conformity assessment services.

In sum, the proposed project will work towards the main objectives delineated at the regional

level through strengthening the VC actors, the QI and harmonizing policy to improve

competitiveness.

Table 5: Link to regional programme

Project strategic

axis Envisaged link to regional programme

Coordinate Support the participation and contribution of local VC actors in discussions of

respective value chains and related committees

Compete Support the participation and preparation of national actors into regional clusters

Comply Promotion of ECOWAS certification Mark, encourage national participation in

regional networking of quality units.

Connect Support the participation in regional trade fairs

D.5 Coordination with other ongoing activities

The following ongoing projects in each of the value chains have been identified. The project

will not overlap in its activities but rather seeks to maximize complementarities where

possible. The following list does not claim to be complete, additional sector activities could

be identified during the project and analysed for its relevance and complementarity. It is

understood that the project intends to maximize impact by leveraging with all possible

partners.

Table 6: Ongoing activities and areas of potential synergies with UNIDO

ON GOING ACTIVITIES

Programme and Organisation Thematic intervention Areas of potential synergies

CASSAVA

Natural Resources Institute of the

University of Greenwich/FRI

(2014-2019)

-VC development (HQCF)

-Sale stimulation of Cassava and its

products

-Capacity Building and

knowledge sharing

FAO /EU (2016-2018) -Link small actor and buyers

(cassava)

Link MSME’s with potential

buyers

FRUITS

SECO/The Netherlands financed

through IDH

-Solutions to mitigate the pineapple

scarcity and oversupply of mango and

-Training

-Capacity Building

30

The HPW/IDH Smallholder Project

(2016-2019)

pineapple during peak season.

-Enables effective procurement and

acceptance of fruits produced by

smallholder farmers on a year –round

basis.

GIZ

Market Oriented Agricultural

Programme (MOAP)

(2017-2019)

-Policy advice to decision makers.

-Training of agricultural advisors to

develop the VC for mangoes, citrus

fruits, pineapples and vegetables.

-Increase productivity by

establishment of Good Agricultural

Practices. (Tree pruning, integrated

plant protection and preserving soil

fertility)

-Capacity building

-Policy advises

-Training

-Institutional development as

well as introduction of technical

innovations

CAADO/GIZ

Agricultural Technical and

Vocational Education and Training

Project (ATVET)

(2017-2019)

-Covers Pineapples and citrus fruits.

-Skills development

-Professionalise and expand

agricultural production, processing

and marketing

-Increasing investment and

productivity in the agricultural sector.

-Agricultural growth to promote food

security and economic development

-Training

-Capacity building

COSMETICS AND PERSONAL-CARE PRODUCTS

Rural Enterprise Project (REP) -Assist rural processors to boost their

income (including shea butter and

cassava)

Assist processors to integrate

quality standards into their

processes

OM4D Organic Markets for

Development

Implemented by IFOAM Organics

International and Agro Eco

(launched in March 2018)

(financed by Danish Ministry of

foreign affairs)

Energizing the organic movement

- Bringing healthy food to local

consumers

- Smallholder farming with value

addition

- Policy development, lobbying, and

advocacy

Capacity building in food safety

processes

Assistance for market access

Organic Certification processes

in the Cassava Value Chain

USAID

Feed the Future Ghana Agriculture

and Natural Resource Management

Project (AgNRM)

- Alleviate poverty in rural

communities through increased

incomes from natural resource

products such as shea and moringa;

- Improve food and nutrition security;

- Increased farmer and community

security/access to land and natural

resources;

- Strengthen environmental

stewardship.

Assist processors to integrate

quality standards into their

processes

D.6 Sustainability strategy

The project aims to ensure financial and technical sustainability at the end of the project

through a number of approaches:

Transfer knowledge and technical expertise to existing local institutions and experts by

supporting the export competitiveness infrastructure;

Upgrade local capacities and build a pool of local expertise to provide relevant services

(train the trainers approach);

Promote and implement quality management systems by the beneficiary organisations

and respective support organisations to improve financial and operational performance;

31

Promote adequate and affordable credit schemes by the financial institutions to allow

MSMEs to access financial services during and after the project that allow them to

upgrade;

Ensure the functioning of the VCSC (private sector led) as discussion forums that

promote stakeholder’s participation and involvement;

Support GEPA in the implementation of the Strategic Plan ensuring their self-financing

and positioning the GEPA Market Hub as the main trade information portal to connect

MSMEs to international markets.

The Technical Coordination Committee (TCC)16

will act as guardian of results oriented

project implementation and assess project progress regularly and counterpart delivery and

make corrective measures if required. Regular TCC meetings (minimum of twice a year) will

be conducted to assess progress, identify potential risks and determine the strategic direction

of the project. The absorption capacity of the counterparts will be periodically evaluated, in

case of significant delay; strategic decision should be taken to evaluate the continuity of

activities. At the end of the project, capital goods will be part of the supported institution(s).

All equipment will become property of the supported institutions upon presentation of a

sustainable maintenance plan prepared for the equipment.

D.7 Opportunities and Risk management

Opportunities

The project complements Ghana’s efforts to boost the agro-industrial sector and to

increase exports. It matches Ghana’s effort to improve its public quality infrastructure

system and its export promotion activities. This project will enhance the Government’s

capacity to establish, maintain and continuously improve its National Quality System.

Furthermore, through the establishment of the Value Chain Strategic Committee dialogue

and synergies will be promoted within the value chains. The intervention will improve the

market access opportunities of targeted value chains in particular and the private sector in

general by strengthening their capacity to comply with market requirements and

international standards.

The project will raise awareness regarding voluntary sustainable standards as additional

incentives to improve sustainability, innovation and export competitiveness, showcasing

their benefits in the selected value chains.

The programme fits with the EPA Accompanying Measures Strategy

Table 7: Risk Management

Risk /Assumption Level Mitigation Strategy

Ownership, capacity and

commitment and/or interest

to objectives and outputs by

project owners and

stakeholders (beneficiaries)

Medium-

Low

The TCC will oversee the work and performance of the sector tier

stakeholders. Additionally, regular thematic/output focused sub-

committee meetings will be held; encouraging participation of

such stakeholders by providing specific support to find ad play

their role in the NQS. Sensitisation on ownership, commitment

and leadership as well as capacity building in view of expected

outputs are imbedded in the programme.

Lack of coordination and

good communication

channels among the

stakeholders, technical

Medium-

Low

A National Project Manager with proven record on managing

similar projects will be recruited. He/she will ensure

communication and coordination with stakeholders. Regular

result-based monitoring (RBM) will ensure timely identification

16

TCC will only function during project implementation

32

capacities of project

management staff.

of possible implementation challenges and provide support in

addressing them.

Poor security situation and

infrastructure in the area

where the selected value

chains interventions will be

undertaken

Low The geographical areas for implementation will be defined during

the inception phase in order not to concentrate activities where

impact cannot be observed at the end of the intervention.

Low retention (or turn-over)

of skill and competent staff

trained by the project.

Competent and skilled staff

might leave the supported

institutions

High Continuous trainings and skill upgrading will focus young experts

and professionals in order to achieve a sustainable critical mass of

resources. Alternative ways of retaining professionals will be

discussed with counterpart institutions (e.g. national recognition,

financial reward, etc)

Weak coordination with

similar activities at national

and regional levels

Medium The programme has built in mechanism to ensure that overlap and

duplication is minimised, and that effective communication with

all stakeholders is maintained.

Changes in governmental

administration, policies and

regulations affecting the

NQI, Promotion Authority

and the three selected

sectors

Low Maintain strong coordination with the respective Government

entities at national and regional levels.

Project activities will not

achieve set targets

Medium-

Low

Baseline studies and detailed needs assessment will be carried out

during the inception phase to ensure: realistic targets. Revise

linkages between project activities and objectives. Adjust project

activities as necessary during implementation. Detailed action

plans with monitoring and evaluation systems in place. Careful

selection of project staff and consultants based on detailed terms

of reference. Well defined deliverables and conduction of regular

performance evaluations

Misuse of financial

resources

Low Transparent financial and administrative procedures. Financial

book keeping based on UNIDO financial regulations and

accountability practices.

Limited Social impact Medium- Interventions will target value chains where a poverty reduction

impact is to be expected. International standards that ensure

social responsibility of producers and processor will be promoted.

Project staff and

management conduct

against development ethics

and principles

Low Careful selection of technical and managerial staff considering

integrity and ethics. Enabling working environment will be

provided.

D.8 Gender Perspective

Gender, youth and environment will be considered as crosscutting issues and addressed in the

activities.

The project will bring benefits to support institutions and other actors along the VC in which

both men and women staff will have a chance to improve their skills and knowledge. All

required efforts will be made by the project to enroll as much as possible women and youth to

give equal opportunity in its planned training activities, both at management and technical

levels, and encourage them to participate in all relevant project’s and regional component’s

activities, including decision-making activities.

UNIDO’s policy on gender equality and the empowerment of women provides the overall

guidelines for establishing a gender mainstreaming strategy that:

Ensures that a gender perspective is reflected in its programmes, policies and organiza

tional practices;

33

Advances the overall goal of gender equality and the empowerment of women,

particularly the economic empowerment of women;

Benefits from the diversity of experiences and expertise within the United Nations sys

tem to advance the internationally agreed development goals related to gender

equality;

Accelerates the Organization’s efforts to achieve the goal of gender balance, in particu

lar at decision-making levels;

The project will follow the gender mainstreaming strategy and gender equality and

empowerment of women objectives developed by UNIDO in its Gender Mainstreaming

guide for Trade Capacity-Building projects (2015). This strategy and GEEW objectives are

based on the following three dimensions:

• Resource: equal access to resources and training opportunities;

• Rights: quality infrastructure-related policy and legislative environments and service

delivery are not conducive to discrimination against women;

• Voice: promotion of gender-balance within the work environment.

The project foresees the collection of information in a sex-disaggregated manner. For

instance, male/female participation at trainings, staff involved at institutions, participation

during study tours and SMEs ownership will be considered by sex. Similarly, data will be

compiled to assess the gender baseline (in the respective VCs) during the inception phase.

This, in cooperation with the respective focal points and associations, which will then serve

to better identify targets related to gender.

The project’s staff will complete a basic online course: I Know Gender Course on UN

Women’s eLearning17

for gender sensitization referring to the modification of

behavior by raising awareness of gender equality concerns.

E. INPUTS

E.1 Counterpart Inputs

The contribution of the counterpart institutions will cover the following specific items:

Ensure that sufficient staff of an appropriate professional level and seniority within their

organizations is made available for project activities and consultations where appropriate;

ensure continuity of personnel during the project. Any change in the staff assigned to the

project should be promptly notified to UNIDO

• The respective counterpart agencies involved in the project will nominate participants to

meetings, workshops and other events held inside the country as part of the normal

functioning of its organisation

• Local government officials or counterpart organization should provide local

administrative support for organizing meetings and training programmes

• Provide support and facilitate the processing of any legal documents or decrees to be

produced under the project

17

https://trainingcentre.unwomen.org

https://en.wikipedia.org/wiki/Behavior_modification

https://en.wikipedia.org/wiki/Behavior_modification

https://en.wikipedia.org/wiki/Consciousness_raising

https://en.wikipedia.org/wiki/Gender_equality

34

E.2 UNIDO Inputs

UNIDO will provide know-how, expertise, facilities and staff time, in general terms:

• A team of experts will be available for the identification and recruitment of staff and

procurements required by the project at national and international level

• Identification, preparation of Job Description(s) of all the international and/or

regional/national experts and consultants required for the project. These would include,

but not limited to, cluster, metrology and accreditation experts, product testing experts,

experts with a sound background in NQI development (i.e. standardization, quality

assurance, metrology, accreditation, conformity assessment), trainers with a proven track

record, sector-specific experts (food, cosmetics and health), and technical-regulation-type

policy and legislation/policy development

• Identification of suppliers (national/international), preparation of Terms of Reference(s)

and Technical Specification(s), and procurement of services and equipment (e.g.

metrology and test equipment as envisaged)

• Preparation and arrangement for training(s) outside Ghana.

F. BUDGET

Indicative budget: 6,350,000 EUR

UNIDO Contribution: 150,000EUR

G. PROJECT MANAGEMENT

G.1 Project organization

A Technical Coordination Committee (TCC) will be established and will be tasked with the

overall oversight and strategic direction of the UNIDO action of the Ghana component of the

WACP. The TCC will be responsible for the review and endorsement of: annual work plans,

operational budget plans, the visibility plan and the annual implementation report. It will be

composed of relevant national and international stakeholders, including private sector,

relevant ministries (MoTI, MoFA, GEPA, GSA, GRATIS, CSIR-CRI, the Ghana Investment

Promotion Centre (GIPC), NBSSI, the representatives of institutions and other business

support organizations, the VCSCs (see below), EU, UNIDO and other institutions identified

as relevant for the project implementation. The TCC will meet twice a year in Ghana.

Graphic 1: Proposed Model for project governance

Technical Coordination Committee (TCC)

VCSC for Cassava

Representative of this committee will serve on the

main SC

Focal Points

VCSC for Fruits

Representative of this committee will serve on the

main SC

Focal Points

VCSC for Cosmetics and Personal-Care Products

Representative of this committee will serve on the main SC

Focal Points

35

G.2 Implementation and technical execution

UNIDO – as the implementing agency will be responsible for the overall implementation,

monitoring and reporting of this project according to EU procedures and established UNIDO

rules and regulations. The department of Trade, Innovation and Investment (TII) of UNIDO

through the Standards and Quality Infrastructure (SQI) division of UNIDO will fulfil this

responsibility by appointing an Industrial Development Officer (IDO) as Project Manager

(PM) who will be in charge of overseeing the overall implementation of the project, as well

as by mobilizing the required services of the related technical, administrative and financial

departments at UNIDO Headquarters and the UNIDO field offices.

The project, led by the PM from the SQI division (and funded 20% from the project) will

work in coordination with a Senior Industrial Development Officer (IDO) from the Business,

Cluster and Innovation Division (BCI) to coordinate Output 2. The PM will be supported by

an Associate Industrial Development Officer and a project administrative assistant (both fully

funded by the project).

Additionally, a National Implementation Unit (NIU) will be set up in Accra which will be

composed of the following:

• National Project Officer as Chief Technical Advisor

• National Technical Experts (assigned to their respective thematic technical Output)

• National Project Assistant

• National Logistics Assistant

International and technical experts including a national marketing and communication expert

will be recruited based on the technical requirements of the activities. See table below for

detail description of the staff directly dedicated to the implementation of this project.

Staff (% of

working time,

duration)

Tasks and responsibilities Location

UNIDO PM (P4)

20%, 4 years

Responsible for the overall strategic steering and managerial supervision of

the project, including contract management with the European Commission

and implementing partners. The project manager also provides alignment

of technical inputs with international best practices and UNIDO quality

standards. Clearance of technical reports. His/her input will be charged as

direct cost to the project at 20% of his/her working time.

UNIDO

HQ, Vienna

UNIDO Senior

Project Manager

(P5)

5%, 4 years

A UNIDO staff member from the Business, Cluster and Innovation (BCI)

division, responsible for the coordination and implementation of Output 2.

Their input will be charged as direct cost to the project at 5% of his/her

working time.

UNIDO

HQ, Vienna

Associate

Industrial

Development

Officer (L2)

100%, 4 years

Support the PMs in the coordination and efficient implementation of the

project; being responsible for technical follow up on work plans,

expenditures, and reports; perform project related tasks in the enterprise

resource planning (ERP) system; review reports, support the preparation of

technical and financial reports, liaise with all centralized support services

for organization of activities; facilitating interactions with internal and

external services.

UNIDO

HQ, Vienna

Project

Administrative

Assistant (G4)

100%, 4 years

Assist in all matters related to project management, organization of

regional events, international procurement of goods and services, maintain

up to date filing system and project data base.

UNIDO

HQ, Vienna

36

National Project

Officer as Chief

Technical

Advisor (CTA)

100%, 4 years

International/national senior project advisor; coordination of activities for

the entire UNIDO component; supervision and management of the NIU,

day-to-day implementation of this Action; ensure the technical

coordination of the components . The CTA will be the main point of

contact between the NIU and the Project office at UNIDO HQ.

NIU

Accra

National

Technical

Experts (assigned

to respective

thematic technical

Outputs)

Support the CTA in the effective technical coordination of the project, per

Output. Facilitate the coordination of operations from the various technical

sides, assist with the drafting of technical specifications and terms of

reference; facilitate the monitoring of the performance of technical outputs

during committee meetings; assist the CTA on partnership and synergy

matters.

NIU

Accra

National Project

Assistant

100%, 4 years

Staff contracted for assisting in all matters related to office management at

field office level, organization of national events, local procurement of

goods and services.

NIU*

Accra

National

Logistics

Assistant

100%, 4 years

A National Logistics Assistant will be hired to carry out office errands

when required as well assist in the NIU orderly tasks, and perform driving

duty for the field operations of the project wherever assigned.

NIU

Accra

Short-term

Experts

National and International

Technical Experts

National and International experts

will be identified to support in

achieving the technical project

activities. UNIDO will seek to hire

national experts where possible.

Missions to

Ghana

and/or

region

Monitoring and Evaluation UNIDO will rely on external experts

for short term missions when

required (see K below).

Missions to

Ghana

and/or

region

Communication and Visibility External experts supporting the

implementation of the

Communication and visibility plan

(Annex 6).

Missions to

Ghana

and/or

region

Administrative support services Directly attributable administrative

support services that are required for

the implementation of the project

such as; Finance, Human Resources,

Procurement and Logistics

Provided by

headquarters

and field

office

personnel

The national unit will communicate and coordinate regularly at both the National level

through the established TCC and with the WACP - Regional component.

In order to house the dedicated National Implementation Unit, a project office will be set up

ensuring the required facilities, equipment and services for the implementation of the

activities. The estimates of these costs are depicted under Output 6 Project Management and

Monitoring, and can be broken down as follows:

Premises (BL 43) amounts to 160,000 EUR covering the cost of the rent/premises wherein

the project office will be housed, this amount is calculated over a period of 48 months;

Miscellaneous (BL 51) is estimated at 70,000 EUR and includes, an estimate of 830 EUR for

monthly utilities (security guard fees and insurance, maintenance, repair and cleaning of

premises, consumables - water, electricity, telephone, internet and office supplies – IT

equipment, office furniture and services), and a monthly estimate of 630 EUR for vehicle

maintenance, repair, fuel, tyre replacement (when necessary). See table below based on

similar project office costs in Accra in the last 4 years.

37

Item

Estimate

average per

month

Estimate

per year

Total

p/project

duration

4 years

Security guards 324 3,888 15,552

Electricity, Water 127 1,524 6,096

Office stationary, Comm.

(internet, IT, phone) 380 4,564 18,256

Vehicle, fuel, maintenance &

repairs 627 7,524 30,096

Total: 1,458 17,500 70,000

G.3 UNIDO sub-subcontracts18

The project will allow UNIDO to engage in appropriate sub-contracts and/or agreements

allowing third party institutions to offer the provision of services, supplies or works.

The supplier institutions/business support organizations (BSO) or professional associations

will be selected based on their area of competence. An appropriate sub-contract or agreement

will be made detailing the services, supplies or works to be executed (and the respective

timing).

Such institutions can include (but are not limited to): Association of Ghanaian Industries

(AGI), National Board for Small Scale Industries (NBSSI), Ghana Regional Appropriate

Technology Industrial Service (GRATIS), Ghana Export Promotion Authority (GEPA) and

Cassava Center of Excellence among others.

The objective of the agreements is to provide services, related, but not limited, to:

• Opening new markets; increasing Ghana exports to regional and International Markets;

(related to output 4) • Increasing the quality of products; (related to output 3) • Increasing productivity through training and personnel development; (related to output

2) • Fostering intra-regional coop. to enhance productivity and capitalise on economies of

scale; (related to output 1) • Encouraging cluster development and upgrade of MSME capacity; (related to output 2) • Promoting programmes which will impact on underdeveloped areas or disadvantage

sectors within the region (e.g. rural area development and gender). (related to output 2)

Before an agreement is awarded, UNIDO will ensure that due diligence of the selected

institutions/BSO is thoroughly carried out. The criteria for selection will be based on:

• Legally established Ghanaian institution; • Alignment of the proposal with expected results in project log-frame; • Ensuring use of learned capabilities;

The exact application requirements and procedure will be fully developed during the

Inception Phase. UNIDO will clearly indicate the rules and procedures and expectations of

18

UNIDO’s procurement rules and conditions for the provision of said agreements (and/or sub-contracts) shall

be applied. No grants are envisaged under this project.

38

results for accessing said agreements. UNIDO will conduct a formal offering process

whereby proposals received will be extensively evaluated. Once an application is deemed

acceptable, it will be submitted to the TCC for final approval. Two processes will be

launched per year or until the budget is exhausted; the proposed threshold is estimated to be

between 25,000 and 50,000 EUR per agreement, the agreement can finance up to 80% of the

total proposal. A limit of 800,000 EUR is considered for this purpose.

The management and coordination of said agreements will be carried out under Output 5 with

full involvement of the procurement department (CMO/OSS/PRO). The project will form an

evaluation committee responsible for the review of all applications received under the

agreement-matching scheme, as well as subsequent monitoring and evaluation after an

agreement has been awarded.

H. RBM CODE AND THEMATIC AREA CODE

RBM codes:

GC2 Advanced Economic Competitiveness

GC21 Investment, Technology and SME Development

GC22 Competitive Trade Capacities and Corporate Responsibility

Thematic area code: TCB

I. VISIBILITY

See ANNEX 6: Communication and Visibility Plan

J. INCEPTION PHASE

At the onset of the project, an inception phase of 6 months is envisaged which aims at

recording the current status of the key indicators, detailing project preparation and

establishing a work plan. The expected results of the inception phase include:

• Establish the Value Chain Strategic Committees (VCSCs);

• Conduct value chain analysis of remaining sectors and fill in template as per Annex 5.

• Review the identified value chains and conduct an analysis of current baselines quality

and competitiveness issues in each value chain;

• Identify standards required along each of selected value chains;

• Review identified stakeholders and assign corresponding roles;

• Identify new technologies to be assisted, particular attention will be given to new

products with existing companies;

• Assess and define demand of existing quality services;

• Collect and confirm available data with regards to existing MSMEs targeted as potential

trainees for clusters and networks; as well as geographical concentration of

producers/processors;

• Evaluate existing support schemes and target beneficiaries;

• Assess and evaluate beneficiary institutions selected to be upgraded and mapping to value

chains: Gap assessment and Identification of focal points for each counterpart.

• Conduct a mapping of enterprises (to be supported) as well as assessment of current level;

• Review and upgrade the activities and targets including the logical framework (to include

baseline data for each indicator);

• Define TCC membership, governance and management structure/procedures;

39

• Set up the national implementation unit and equipment required, recruitment of

programme staff and set up of office;

• Detail criteria and procedure for the agreement and/or sub-contract matching scheme.

During this phase, data will be compiled to assess the gender baseline in the respective VCs.

This will be done in cooperation with the respective focal points and associations, which will

then serve to better identify targets related to gender.

K. MONITORING, REPORTING AND EVALUATION

The purpose of monitoring, reporting and evaluation is to provide the main stakeholders in

the project and the UNIDO management with early indications of progress towards the

achievement of project outcomes, outputs and objectives, as well as any problem areas that

need to be addressed.

Monitoring

The project will be regularly monitored through result-based monitoring (RBM) missions to

ensure timely identification of possible implementation challenges and provide opportune

support in addressing them. Annual Monitoring is conducted by an external consultant.

The day to day monitoring will be done by the National Project Manager (NPM)/Chief

Technical Advisor (CTA) and the National Technical Expert (NTE) in the field. Based on the

reports from the field, HQ will monitor project activities on a continual basis to ensure that

activities occur as planned and remedial steps are taken as necessary. For this reason,

feedback from the field is of fundamental importance for the review of the status of

implementation.

Reporting

Progress Reports will be prepared annually, and a final report once the project has ended, as

determined by the terms of the delegation agreement. Annual work plans, budget planning,

operational work plans, previous monitoring reports and back-to-office-mission reports

support the monitoring activities at the project level. Progress will be reported twice a year at

the Technical Coordination Committee (TCC) meeting.

Independent evaluation

An independent mid-term and a final evaluation will be conducted according to UNIDO

evaluation policy. The independent evaluations will attempt to determine, as systematically

and as objectively as possible, the relevance, efficiency, effectiveness, impact and

sustainability of the project.

L. LEGAL CONTEXT

The present project is governed by the provisions of the Standard Basic Cooperation

Agreement between the Government of the Republic of Ghana and UNIDO, signed on 2

December 1999.

Intervention logic Objectively verifiable indicators Sources of verification Assumptions

40

ANNEXES

Annex A: Logical Framework

Dev

elo

pm

ent

go

al/i

mp

act

To enhance Ghana’s trade capacity

and export performance in Cassava,

Fruit (mangoes and pineapple) and

Cosmetics and Personal-Care

Products and drive employment

generation and socio economic

development.

Quantity (tonnage) increase in export per

sector

- Reports and statistics

- Project monitoring and

evaluation reports

- Project report

- Sector’s competitiveness

analysis

- Global competitiveness

report/ World Economic

Indicators

Quantity (tonnage) reduction in products

rejected by External market

No. of products accessing new (

international) market

No. of SMEs accessing new (international)

markets

Ou

tco

me(

s) /

imm

edia

te

ob

ject

ive(

s)

MSMEs and Intermediate

organizations (Fruits, Cassava and

Cosmetics and Personal-Care

Products value chain) have

increased capacity to produce

quality products acceptable to the

regional and international markets

and integrated into the global VCs.

No. of clusters, networks consortia

exporting supported

- CAB records of clients;

- Clusters export reports;

- Project reports

- Government is committed to enhancing quality and

providing necessary resources (human and financial)

for achieving objectives and sustainability of the

beneficiary institutions;

- Effective participation of the target beneficiaries in

the planned project activities and in accordance to the

set timeline;

- Participating beneficiaries keeping good business

record and welling to make them available to the

project team.

% Increase of quality infrastructure

services;

% increase sales of products from the

selected VCs;

No. of MSMEs with greater access to

finance

Ou

tpu

ts (

resu

lts)

Output 1: Sector dialogue improved

and strategic advice provided to

increase value chain development

VCSC established to improve sector

dialogue, provide strategic advice and

increase VC development

- Minutes of meetings

- No. of agreements or

policies created

- VC reports

- Government is committed to enhancing quality and

providing necessary resources (human and financial)

for achieving objectives and sustainability of the

beneficiary institutions.

- Effective participation of VCSC members

Act

ivit

ies:

Ou

tpu

t 1

1.1 Build awareness and ownership

to host the VCSC in public or

private sector

6 co-financed awareness sessions

1.2 In depth VC analysis and

presentation of results for each VC 3 strategic diagnostics developed (1 per

VC) 1.3 Development of strategic VC

diagnosis


41

1.4 Establishment of VCSCs to

support development and

implementation of policies and

strategies for VC development.

3 VCSC established (1 per VC)

1.5 Improve regional linkages and

participation in the respective

regional VCs

8 participants (including women) per VC to

regional committees (per meeting)

1.6 Regular meetings to address

VCs challenges, monitor actions

and identify possible solutions

2 meetings per year (per VC)

Ou

tpu

ts (

resu

lts)

Output 2: Intermediate

organisations have greater

capability for Value Chain cluster

development and clustered MSMEs

upgraded over the whole production

process

3 intermediary organizations of groups

established (including women) per VC

20 brokers (including women) and CDA

trained on the UNIDO cluster and networks

methodology

Participation of 20 MSMEs (including

women owned) in regional clusters

supported

3 networks of MSMEs Trainings (including

women) delivered per topic

- Project reports

- Training material

- List of participants and

certificates awarded

- Expert reports

- Participating MSMEs are committed to

improvement and will make available the required

resources to maintain the improved operational

practices and process/management systems.

- Stakeholders and beneficiaries support the activities

- Intermediate organisations already providing

training and extension services have the capacity to

participate in the activities of the project for additional

capacity building.

- There is absorption capacity of the selected

beneficiaries.

Act

ivit

ies:

Ou

tpu

t 2

2.1 Diagnosis of intermediate

organisations to assess their

technical capacity and determine

their capability and mandate to

support MSMEs

1 gap assessment report(s) finalized

2.2 Training on UNIDO cluster

methodology, establishment of a

database of potential Cluster

Development Agents (CDAs) and

training a pool of NE to be national

CDAs

20 brokers (including women) and CDAs

trained on UNIDO cluster and network

methodology

2.3 Strengthening the capacities of

intermediary organisations to

facilitate intra cluster exchanges

and collective efficiency) and

facilitate the setup of efficient

3 intermediary organizations of groups

(clusters, networks and consortia)

established for each value chain


42

clusters (e.g. production, marketing,

export consortia)

2.4 Support to institutions to

improve their service delivery and

promote collective support

upgrading schemes (such as models

of contract farming, technologies

sharing, packaging improving, use

of recyclables, resource efficiency

improvement, tooling and small

equipment/machinery

modernisation to comply with

GMP, etc.)

2 supported institutions

3 successfully matched agreements

2.5 Training to improve Good

Agricultural Practices (GAP) for

primary producers

50 MSMEs (including women owned)

trained

2.6 Provide training and capacity

building on technical and

managerial arrangements of

targeted clusters


trained

2.7 Improve and expand service

delivery of the business support

organisations also through

agreement matching schemes


2.8 Support networks of MSME’s

in the implementation of activities

for their upgrading by delivering

trainings, upgrading existing

technologies, promoting innovative

business ideas, etc.

3 networks of MSMEs Trainings delivered

per topic

2.9 Identify and support the

participation of MSMEs in regional

clusters


participating in regional clusters


43

Ou

tpu

ts (

resu

lts)

Output 3: Quality and Innovation of

Intermediate Organisations

strengthened and MSME’s

compliance with standards, quality

management and innovation is

enhanced

Intermediate Organisations:

No. of institutions upgraded to implement

international best practices (QI)

5 organizations assessed on quality needs

along the VCs

Assessment report(s) of quality along the

VC produced (1 per VC)

MSMEs:

30 MSMEs (including women owned) that

have implemented GMPs

20 MSMEs (including women owned) have

implemented relevant QMS


supported on technology knowledge

No. of industry stakeholders (including

women) trained to understand the

requirements of GMPs and relevant QMS

No. of staff (including women) of MSMEs

trained to understand and implement

relevant Good Manufacturing Practices and

Quality Management Systems

No. of new products designed and

developed in the selected value chains

No. of new markets obtained for the new

products

- Project progress reports

- Official publication of new

standards

- Progress reports from

participating laboratories

- Internal audit reports

- Application for

accreditation submitted

- Agreement with MSMEs

and other VC members

which receive technical

support

- Expert reports

- Reports on activities

organized

- Presentation material

- Attendance records and


- Test reports

- Calibration certificates

- Quality management system

certificates

- Targeted beneficiaries have technical personnel

available, commit and effectively participate in the

planned project activities in accordance to the set

timelines.


beneficiaries.

- Producers, exporters, other stakeholders from the

selected VCs are committed to comply with standards.




capacity building.

- Stakeholders and beneficiaries support the activities

Act

ivit

ies:

Ou

tpu

t 3

3.1 Development and

implementation of plans to improve

the national quality system and

infrastructure (including

standardisation, accreditation,

certification) required by the

targeted VCs

3 plans developed to improve NQ system (1

per value chain)

3.2 Assessment of quality needs

along the VCs for enterprises and

conformity assessment bodies

(CABs) (laboratories, certification,

calibration)

3 assessment report(s) of quality needs

along the VC

5 organizations assessed


44

3.3 Support to CABs to achieve

accreditation or expand scopes of

accreditation

3 laboratories (scopes) prepared (ready for

accreditation)

3.4 Development and dissemination

of standards required throughout the

industry through workshops, direct

training and technology transfer

(ensuring VC actors are

implementing them correctly);

Including training to extension

officers to assist producers to


15 standards revised/developed

15 standards promoted and integrated into

selected value chains

5 relevant standards developed for new

products

3.5 Trainings (national or

international) to a pool of national

experts on specific practices (e.g.

quality management, product

quality, manufacturing, food safety,

organic)

5 trainings delivered (including women)

30 national experts trained (including

women)

3.6 Training of processors to work

in compliance to relevant quality

and market standards; assistance to

primary producers to produce

according to GAP;


3.7 Training of producers and argic

extension officers to assist

producers to implement the right

standards;

30 extension officers trained (including

women)

3.8 Procurement and installation of

laboratory equipment and

metrology;

100% of Relevant laboratory equipment

procured




agreement matching schemes.


3.10 Support certification such as

Global Gap Ecoccert and ISO, etc.

and FDA registration for small

industry players;

10 Certifications obtained


45

3.11 Training /coaching of VC

actors and experts in Food Safety,

Quality, ISO 9001, HACCP, ISO

22000, maintenance of equipment


(in Food Safety, Quality, ISO 9001,

HACCP, ISO 22000, maintenance of

equipment)

3.12 Assistance to processors to

implement Good Manufacturing

Practices (GMP) and assistance to

primary producers to produce

according to Good Agricultural

Practices (GAP)


have implemented GMPs

3.13 Support to the selected sectors

to comply with regional and

international standards (e.g. relevant

quality, market, worker/labour,

health & safety, environmental,

sustainability standards, etc.)


have implemented relevant QMS

3.14 Training a pool of specialists

on relevant QMS and provide

trainings and study tours to increase

the competence of national experts


2 Study Tours conducted (including women

participants if applicable)

3.15 Building technological

capacity for SMEs to upgrade their

processing expertise. This will

include bringing experts, local or

international, to help improve

processing techniques


supported on Technology knowledge

Ou

tpu

ts (

resu

lts)

Output 4: Intermediate

organisations are strengthened and

MSMEs have greater marketing

capacities to access regional and

international VCs

Development of Sector Export Marketing

Plans (1 per VC)

Streamlining of 1 internal organization

strategic plan (to include gender strategy if

applicable) for intermediary organization

Delivery of workshops (including women)

to introduce MSMEs (including women

owned) to international market

requirements (1 per VC)

- No. of MSMEs branded

tools and publications

produced

- Agreements with MSMEs

and other VC members to

receive technical support

- Reports on activities

organized

- Presentation material

- Attendance records and


- Intermediate organisations contribute to the planned

activities


beneficiaries




capacity building.


46

Act

ivit

ies:

Ou

tpu

t 4

4.1 Support the design of

information systems including trade

advisors’ networks, technological

intelligence and market analysis,

trade information portals and online

platforms

(3x) Relevant technical information

available online at GEPA for each of the

sectors (1 per VC)

4.2 Coaching and capacity building

of GEPA staff 3 trainings conducted (including women)

4.3 Support GEPA in product

visibility through participation and

organisation of national and

international exhibitions, fairs and

B2B events

4 trade fairs facilitated for the selected

industries

4.4 Support GEPA and stakeholders

in developing Sector Export

Marketing Plans (SEMP) for the

selected VCs

3 Sector Export Marketing Plans (SEMP)


4.5 Support GEPA in streamlining

its internal organisation (as per its

strategic plan) and in enhancing its

service portfolio targeted to the

three VCs (and others), pending the

outcome of the SEMPs

1 internal organization plan (to include

gender strategy if applicable) streamlined to

strategic plan available




agreement matching schemes

1 successfully matched agreement

4.7 Link MSMEs to processors

linked to international markets by

actively advertising MSMEs and

their products on the GEPA Market

Hub. Key staff in different

companies will be as well assisted

to access the GEPA Market Hub

and access relevant markets

12 selected products/producers promoted

through Export Promotion Authority


47

4.8 MSMEs will be sponsored to

participate in relevant international

fairs and the increase in market

share accrued due to the

participation in these fairs will be

monitored.


selected for participation

3 technical publications/brochures/leaflets


4.9 Assistance through workshops

to introduce processors to

international market requirements

3 workshops delivered (1 per VC)

(including women)

Ou

tpu

ts

(res

ult

s) Output 5: MSME’s are linked to

financial institutions


linked to financial institutions

3 Financial or support schemes developed

and in place

- Brochures or advertising

material of financial schemes

developed

- List of participants

- Financial institutions offer appropriate and

affordable financial services to MSMEs and clusters

of targeted VC

- MSMEs are interested in accessing credits

Act

ivit

ies:

Ou

tpu

t 5

5.1 Assessment of financial

institutions and instruments

1 mapping of Financial institution identified

to provide support

5.2 Linking financial institutions to

clusters and support efficient use of

the government credits and

guarantee schemes.


linked to financial institutions

5.3 Accompany Financial

Institutions when necessary to offer

appropriate and affordable financial

services to MSME’s and clusters of

targeted VCs;

3 specific collective financial or support

schemes developed and in place

5.4 Benchmarking with

international best practices 2 best practices adopted

5.5 Awareness building of MSMEs

on financial instruments, promotion

and support of financing expos for

MSMEs

4 awareness sessions on financial

instruments conducted (including women)

5.6 Management and coordination

of Agrements/sub-contracts through

coordination unit responsible for

agreement evaluation, monitoring,

awarded and follow-up.

2 bid requests (per year)*

All data will be sex-disaggregated where applicable.


48

Annex B: Timeline

Implementation

Y1 Y2 Y3 Y4

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Act. # Outcome 1: The MSME’s and Intermediate Organisations of Fruits, Cassava and Cosmetic value chains are upgraded. The quality of MSME’s products is

improved; their exports to the regional and international markets increased and are better integrated into the regional and global Value Chains.

Output 1: Strategic advice and sector dialogue improved.

Strategic advice:

1.1 Build awareness and ownership to host the VCSC in public or private sector

1.2 In depth VC analysis and presentation of results for each VC

1.3 Development of strategic VC diagnosis

Sector Dialogue:

1.4 Establishment of VCSCs to support development and implementation of

policies and strategies for VC development.

1.5 Improve regional linkages and participation in the respective regional VCs

1.6 Regular meetings to address VCs challenges, monitor actions and identify

possible solutions

Output 2: Support institutions are trained and coached for the establishment of clusters and MSMEs networks are setup in order to increase competitiveness.

Intermediate Organisations (AGI, NBSSI, private producer associations and support institutions):

2.1 Diagnosis of intermediate organisations to assess their technical capacity and

determine their capability and mandate to support MSMEs.

2.2

Training on UNIDO cluster methodology, establishment of a database of

potential Cluster Development Agents (CDAs) and training a pool of NE to

be national CDAs

49

2.3

Strengthening the capacities of intermediary organisations to facilitate intra

cluster exchanges and collective efficiency) and facilitate the setup of efficient

clusters (e.g. production, marketing, export consortia)

2.4

Support to institutions to improve their service delivery and promote collective

support upgrading schemes (such as models of contract farming, technologies

sharing, packaging improving, use of recyclables, resource efficiency

improvement, tooling and small equipment/machinery modernisation to comply

with GMP, etc.).

2.5 Training to improve Good Agricultural Practices (GAP) for primary producers

2.6 Provide training and capacity building on technical and managerial arrangements

of targeted clusters

2.7 Improve and expand service delivery of the business support organisations also


MSME's:

2.8

Support networks of MSME’s in the implementation of activities for their

upgrading by delivering trainings, upgrading existing technologies,

promoting innovative business ideas, etc.

2.9 Identify and support the participation of MSMEs in regional clusters

Output 3: Quality and Innovation Intermediate Organisations are strengthened and MSME’s compliance with standards, quality management and innovation is

enhanced.

Intermediate Organisations (FRI, IAST, NBSSI, FDA, CAB's, GSA):

3.1

Development and implementation of plans to improve the national quality

system and infrastructure (including standardisation, accreditation,

certification) required by the targeted VCs;

3.2 Assessment of quality needs along the VCs for enterprises and conformity

assessment bodies (CABs) (laboratories, certification, calibration)

3.3 Support to CABs to achieve accreditation or expand scopes of accreditation

50

3.4

Development and dissemination of standards required throughout the

industry through workshops, direct training and technology transfer

(ensuring VC actors are implementing them correctly); Including training to

extension officers to assist producers to implement the right standards

3.5

Trainings (national or international) to a pool of national experts on specific

practices (e.g. quality management, product quality, manufacturing, food

safety, organic)

3.6 Training of processors to work in compliance to relevant quality and market

standards; assistance to primary producers to produce according to GAP

3.7 Training of producers and argic extension officers to assist producers to


3.8 Procurement and installation of laboratory equipment and metrology

3.9 Improve and expand service delivery of the business support organisations

also through agreement matching schemes.

MSME's:

3.10 Support certification such as Global Gap Ecoccert and ISO, etc. and FDA

registration for small industry players

3.11 Training /coaching of VC actors and experts in Food Safety, Quality, ISO

9001, HACCP, ISO 22000, maintenance of equipment

3.12

Assistance to processors to implement Good Manufacturing Practices (GMP)

and assistance to primary producers to produce according to Good

Agricultural Practices (GAP)

3.13

Support to the selected sectors to comply with regional and international

standards (e.g. relevant quality, market, worker/labour, health & safety,

environmental, sustainability standards, etc.)

3.14 Training a pool of specialists on relevant QMS and provide trainings and

study tours to increase the competence of national experts

3.15

Building technological capacity for SMEs to upgrade their processing

expertise. This will include bringing experts, local or international, to help

improve processing techniques

51

Output 4: Export Promotion and MSME’s marketing capacities are enhanced to improve market access to regional and international VCs

Ghana Export Promotion Authority (GEPA):

4.1

Support the design of information systems including trade advisors’

networks, technological intelligence and market analysis, trade information

portals and online platforms

4.2 Coaching and capacity building of GEPA staff

4.3 Support GEPA in product visibility through participation and organisation of

national and international exhibitions, fairs and B2B events

4.4 Support GEPA and stakeholders in developing Sector Export Marketing

Plans (SEMP) for the selected VCs

4.5

Support GEPA in streamlining its internal organisation (as per its strategic

plan) and in enhancing its service portfolio targeted to the three VCs (and

others), pending the outcome of the SEMPs

4.6 Improve and expand service delivery of the business support organisations

also through agreement matching schemes

MSME's:

4.7

Link MSMEs to processors linked to international markets by actively

advertising MSMEs and their products on the GEPA Market Hub. Key staff

in different companies will be as well assisted to access the GEPA Market

Hub and access relevant markets

4.8

MSMEs will be sponsored to participate in relevant international fairs and

the increase in market share accrued due to the participation in these fairs

will be monitored.

4.9 Assistance through workshops to introduce processors to international

marker requirements

Output 5: MSME’s are linked to financial institutions

5.1 Assessment of financial institutions and instruments

5.2 Linking financial institutions to clusters and support efficient use of the

government credits and guarantee schemes

52

5.3 Accompany Financial Institutions when necessary to offer appropriate and

affordable financial services to MSME’s and clusters of targeted VCs

5.4 Benchmarking with international best practices

5.5 Awareness building of MSMEs on financial instruments, promotion and

support of financing expos for MSMEs

5.6

Management and coordination of agreements/ sub-contracts through

coordination unit responsible for agreement evaluation, monitoring, awarded

and follow-up

Output 6: Project Management, monitoring and evaluation.

6.1 Project management

6.2 Project monitoring

6.3 Visibility international

6.4 Steering Committee Meeting (2/year)

6.5 Project Final Evaluation


ANNEX 1: DESCRIPTION OF THE ACTION GHANA COMPONENT 1_… · GHANA COMPONENT Building...

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Transcript of ANNEX 1: DESCRIPTION OF THE ACTION GHANA COMPONENT 1_… · GHANA COMPONENT Building...