annex 1: description of the action ghana component 1_… · ghana component building...
TRANSCRIPT
ANNEX 1: DESCRIPTION OF THE ACTION GHANA COMPONENT Building competitiveness for Exports
11th EDF WEST AFRICA
COMPETITIVENESS PROGRAMME
EUROPEAN UNION
2019 - 2022
1
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
2
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.
3
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
4
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
5
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
6
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
7
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.
8
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
9
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)
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).
11
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
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/)
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/
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
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.
List of activities under Output 2
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
8 successfully matched
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.
In order to conduct the technical activities described in this output it will be required to
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.
List of activities under Output 3
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
implement the right standards
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
Improve and expand service delivery of
the business support organisations also
through agreement matching schemes.
3 successfully matched
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.
List of activities under Output 4
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
Improve and expand service delivery of
the business support organisations also
through agreement matching schemes
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.
In order to conduct the technical activities described in this output it will be required to
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
List of activities under Output 5
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
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
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
Intervention logic Objectively verifiable indicators Sources of verification Assumptions
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
Intervention logic Objectively verifiable indicators Sources of verification Assumptions
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
50 MSMEs (including women owned)
trained
2.7 Improve and expand service
delivery of the business support
organisations also through
agreement matching schemes
8 successfully matched agreements
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
20 MSMEs (including women owned)
participating in regional clusters
Intervention logic Objectively verifiable indicators Sources of verification Assumptions
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
10 MSMEs (including women owned)
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
certificates awarded
- 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.
- There is absorption capacity of the selected
beneficiaries.
- Producers, exporters, other stakeholders from the
selected VCs are committed to comply with standards.
- Intermediate organisations already providing
training and extension services have the capacity to
participate in the activities of the project for additional
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
Intervention logic Objectively verifiable indicators Sources of verification Assumptions
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
implement the right standards
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;
10 trainings delivered (including women)
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
3.9 Improve and expand service
delivery of the business support
organisations also through
agreement matching schemes.
3 successfully matched agreements
3.10 Support certification such as
Global Gap Ecoccert and ISO, etc.
and FDA registration for small
industry players;
10 Certifications obtained
Intervention logic Objectively verifiable indicators Sources of verification Assumptions
45
3.11 Training /coaching of VC
actors and experts in Food Safety,
Quality, ISO 9001, HACCP, ISO
22000, maintenance of equipment
12 trainings delivered (including women)
(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)
30 MSMEs (including women owned) that
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.)
20 MSMEs (including women owned) that
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
3 trainings delivered (including women)
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
10 MSMEs (including women owned)
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
certificates awarded
- Intermediate organisations contribute to the planned
activities
- There is absorption capacity of the selected
beneficiaries
- Intermediate organisations already providing
training and extension services have the capacity to
participate in the activities of the project for additional
capacity building.
Intervention logic Objectively verifiable indicators Sources of verification Assumptions
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)
developed (1 per VC)
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
4.6 Improve and expand service
delivery of the business support
organisations also through
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
Intervention logic Objectively verifiable indicators Sources of verification Assumptions
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.
10 MSMEs (including women owned)
selected for participation
3 technical publications/brochures/leaflets
developed (1 per VC)
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
20 MSMEs (including women owned)
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.
20 MSMEs (including women owned)
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.
* Subject to funds available
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
through agreement matching schemes
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
implement the right standards
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
* Subject to funds available