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TRADE IMPACTFOR GOOD
Operational Plan 2016
OPERATIONAL PLAN 2016
Contents
FOREWORD iii
ABBREVIATIONS iv
1 Strategic background 1
2 Mission and goals 4
2.1 Mission 4
2.2 Corporate scorecard 2016 4
2.3 Corporate outcome targets 6
2.4 Corporate output targets 7
3 Delivery of technical assistance in 2016 9
3.1 Budget overview 9
3.2 Breakdown of ITC’s assistance 10
3.3 Strategic milestones for 2016: technical assistance 12
4 Increasing ITC’s effectiveness, strengthening partnerships and enhancing visibility 14
4.1 Strategic milestones for 2016: effectiveness and efficiency 14
4.2 Strengthening partnerships and enhancing visibility 15
4.3 Evaluation work plan for 2016 15
APPENDIX
2016 projects by focus area, programme and region 17
TABLES
Table 1: Corporate outcomes, indicators and targets 6
Table 2: Corporate outputs, indicators and targets 7
Table 3: ITC’s delivery of technical assistance by source of funding, 2006-2016 9
Table 4: Expected technical assistance delivery in 2016 by programme and level of certainty 11
FIGURES
Figure 1: ITC and the Sustainable Development Goals 3
Figure 2: ITC's approach for achieving SME international competitiveness 8
Figure 3: ITC's delivery of technical assistance by source of funding, 2006-2016 10
Figure 4: Distribution of ITC’s expected technical assistance delivery in 2016 by focus area 10
Figure 5: Regional distribution of ITC’s expected technical assistance delivery in 2016, excluding global projects
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FOREWORD Every year, the International Trade Centre (ITC) develops an Operational Plan that sets out what it intends to accomplish in the twelve months ahead. Measurable milestones contained in the plan help ITC assess how effective it is in empowering businesses in developing countries to become more competitive and connect to global markets. The plan is an essential part of ensuring that ITC delivers impact for its clients in developing countries particularly for small and medium-sized enterprises (SMEs) and trade and investment support institutions (TISIs), and that it provides value for money for its funders.
This document describes how ITC will continue to pursue its Strategic Plan 2015-2017 in an international policy context reshaped by the United Nations (UN) 2030 Agenda for Sustainable Development as well as the climate agreement reached in Paris in December 2015 (COP21). The trade policy arena is being guided by the outcome of the World Trade Organization’s (WTO) 10th Ministerial Conference in Nairobi as well as by the evolution of bilateral and regional trade negotiations. The development assistance landscape is being contextualized by the outcome of the Financing for Development conference in Addis Ababa, in July 2015, which emphasized that the future of development financing would rest on a combination of traditional assistance and South-South cooperation, domestic resource mobilization, and private investment.
The refugee and displaced persons crisis and high levels of instability, volatility and violence across the world are also having an impact on development assistance. Organizations such as ITC are not immune from the shift that is occurring in development aid envelopes, with some countries, for example, prioritizing their resources to address refugee issues or reducing their aid budget. At the same time, ITC’s focus on strengthening enterprises and economies is becoming more relevant than ever in light of these challenges. ITC is adjusting to this new reality keeping the interests of developing countries front and centre. ITC’s focus on building economic resilience and fostering inclusive growth will continue to be leveraged across countries and organizations in support of disadvantaged segments of the economy, such as women, youth, refugees and migrants.
The Sustainable Development Goals’ (SDGs) focus on inclusive, sustainable growth and poverty reduction chimes neatly with the objectives ITC pursues through trade inclusion. Trade opening and new international regulatory standards will need to be complemented by supply-side support if developing countries are to benefit fully from new trade opportunities. ITC will continue to leverage its unique role within the UN system to work with the private sector and for the private sector – that is, to build supportive links between large international companies and SMEs in developing countries. The corporate scorecard built into this Operational Plan places indicators for development results, effectiveness and efficiency alongside the ten SDGs to which ITC contributes most directly.
Doing more and better is only possible with careful planning and rigorous assessment. This Operational Plan is an indispensable accountability tool for ITC’s efforts to create trade impact for good.
Arancha González Executive Director
International Trade Centre
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ABBREVIATIONS
AIM Assess Improve Measure ASEAN Association of Southeast Asian Nations COP21 21st Conference of the Parties to the
United Nations Framework Convention on Climate Change
CEFTA Central European Free Trade Agreement
COMESA Common Market for Eastern and Southern Africa
EAC East African Community EIF Enhanced Integrated Framework IOM International Organization for Migration ITC International Trade Centre ITF ITC Trust Fund LDC Least developed country LLDC Landlocked developing country MDG Millennium Development Goal NRC Norwegian Refugee Council NTF III Netherlands Trust Fund Phase III NTM Non-tariff measure OECS Organisation of Eastern Caribbean
States OIOS United Nations Office for Internal
Oversight Services PIGA Partnership for Growth and Investment
in Africa PSC Programme support cost RB Regular budget from United Nations and
World Trade Organization SDG Sustainable Development Goal SIDS Small Island Developing State
SITA Supporting Indian Trade and Investment for Africa
SME Small or medium-sized enterprise SVEs Small and vulnerable economies STDF Standards and Trade Development
Facility TFA Trade Facilitation Agreement,
World Trade Organization TICAD Tokyo International Conference on
African Development TISI Trade and investment support
institution TPO Trade promotion organization TRTA Trade-related technical assistance UEMOA West African Economic and
Monetary Union UNCTAD United Nations Conference on
Trade and Development UNHCR United Nations High Commissioner
for Refugees UN-SWAP UN System-wide Action Plan on
Gender Equality and the Empowerment of Women
W1 Window 1 of the ITC Trust Fund W2 Window 2 of the ITC Trust Fund WEDF World Export Development Forum WTO World Trade Organization WVEF Women Vendors and Exhibition
Forum XB Extrabudgetary resources
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Strategic background 1
If 2015 was the year when a new package of development goals was agreed, 2016 will focus squarely on effective operationalization of the UN’s 2030 Agenda for Sustainable Development, the outcomes of the Financing for Development conference, the results from COP21 and the roadmap coming from the WTO's 10th Ministerial Conference.
The SDGs represent ITC’s compass for lasting development impact. They reflect the broad development context within which ITC operates and the long-term impact the organization aims to contribute to. Through the SDGs, the international community recognizes that international trade is an engine for inclusive economic growth, job creation and poverty reduction and contributes to the promotion of sustainable development. Sustainable international value chains can fuel inclusive growth, foster the economic empowerment of women and youth, reduce poverty and stimulate post-conflict economic recovery. ITC has fully embedded the SDGs into its programming and will continue contributing to inclusive and sustainable economic growth and development by linking SMEs to value chains. In doing so, ITC will emphasize the coordinated delivery of assistance through UN Development Assistance Frameworks (UNDAFs) and Delivering as One initiatives.
Underlying this new architecture is a global environment with many challenges. Trade has been growing slower than global gross domestic product (GDP) over the past years, a situation that will persist in 2016. Sluggish economic growth in 2016 highlights the importance of reducing the costs of trade, including by focusing on non-tariff measures (NTMs), which today represent important barriers to trade, especially for SMEs.
Humanitarian and refugee issues will continue to be high on the global agenda. The large number of conflicts will continue to undermine political stability and economic development around the world. This is likely to refocus development assistance toward addressing refugee issues in developed countries with potentially far-reaching consequences for development assistance overall. Innovative solutions will be necessary to bridge the divide between humanitarian assistance and building economic resilience to better support refugees and the displaced.
In this context, ITC’s core objective of helping enterprises reap the benefits of international markets becomes more relevant than ever: trade-related technical assistance can not only be geared towards re-building economies in post-conflict regions, but can also raise the international competitiveness of enterprises, improve the livelihoods of people and create opportunities for young women and men. This plays an important role in preventing conflicts in the long run.
ITC will therefore accelerate its programme on working with refugees and displaced communities in partnership with, for example, United Nations High Commissioner for Refugees (UNHCR) the Norwegian Refugee Council (NRC) and the International Organization for Migration (IOM), to build the resilience of affected economies, a key element of the World Humanitarian Summit in Turkey.
In 2016, ITC will continue to work with its partners in its main client base: least developed countries (LDCs), landlocked developing countries (LLDCs), small island developing states (SIDS), small and vulnerable economies (SVEs), post-conflict states and sub-Saharan Africa to increase the international competitiveness of SMEs for inclusive and sustainable growth. This work will continue to be demand driven and evidence-based, including through the second edition of ITC’s SME Competitiveness Outlook, which will include an expanded assessment of country indicators. ITC will continue to work with the G20 and the B20 as well as the World SME Forum to maintain this focus on SME competitiveness.
Investing in the 'third billion' (women) and ensuring support for women-owned enterprises will continue to be a focus of ITC's work. ITC will launch phase three of its successful Women and
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Trade Programme, seeking to connect 1 million female entrepreneurs to international business opportunities by 2020. The 2016 Women Vendors and Exhibition Forum (WVEF), which will be held in Istanbul from 1-2 September, will be an important occasion to assess progress made.
Supporting sustainable and inclusive value chains will be a growing focus in 2016. ITC will scale up initiatives related to traceability and voluntary standards. The organization will also work with partners to better integrate poor communities and smallholder farmers in international value chains.
The drive to use e-solutions to connect to markets and narrow the links in value chains is changing the landscape of how SMEs will be producing and trading in the future. ITC will respond by rolling out its innovations in e-platforms, supporting enterprises in adapting to climate change and connecting poor communities to international markets.
Across all regions, clients have demonstrated interest in ITC’s support to boost intra- and inter-regional trade. In 2016, ITC will roll out support to regional integration in the West African Economic and Monetary Union (UEMOA), the East African Community (EAC) and the Arab region. ITC will also expand its initiatives to support South-South trade and investment, for example, between India and Africa and between China and Africa.
In 2016, ITC plans to provide technical assistance with an expenditure forecast of US$ 50.4 million of extra-budgetary resources, less than its record delivery of US$ 55.3 million in 2015 and below the target set in the Strategic Plan 2015-2017. Due to the aforementioned shift in traditional development assistance, ITC’s expectations for unearmarked funds have been reduced and it had to adjust initial forecasts. However, ITC’s healthy pipeline of projects currently under discussion with prospective funders demonstrates the high demand for ITC’s services. Despite the unexpected reduction in income, and given the increase in client demand for its services, ITC will strive to deliver the ambitious performance targets that were set in line with ITC’s proven capacity to deliver.
Important steps have been taken in transforming ITC’s technical assistance portfolio by developing programme plans under each focus area. In 2016, ITC will complete the theories of change for its programmes and the organization will implement an ITC-wide results framework based on a three-tiered corporate scorecard.
The new catalogue of services will make ITC’s offer more transparent and accessible to its clients and partners. ITC will continue to place value for money at the centre of its strategy, especially against the backdrop of a reduction in its extrabudgetary resources. It expects to reap important efficiency gains by implementing the recommendations of the independent evaluation and the UN Office for Internal Oversight Services (OIOS) evaluation of ITC, which are aimed at improving strategic focus, streamlining internal processes including project cycle management, and increasing visibility. Moreover, ITC’s new integrated project management system will allow it to better manage for results while increasing productivity.
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Figure 1: ITC and the Sustainable Development Goals
The private sector is a partner in development, and a major driver of productivity, inclusive economic growth and job creation. Globally, SMEs represent more than 90% of all enterprises and over 70% of employment opportunities. Evidence shows that SMEs that are integrated in global markets are more productive than SMEs that do not participate in international trade.
ITC contributes to ten of the seventeen Sustainable Development Goals via its support to SME international competitiveness for inclusive and sustainable growth through value addition, trade, investment and global partnerships. It has systems in place to monitor its results and assists the global community to track advances towards achievement of the SDGs.
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Mission and goals 22.1 Mission The ITC mission is to foster inclusive and sustainable economic development, and contribute to achieving the United Nations Global Goals for Sustainable Development. ITC works towards creating ‘trade impact for good’.
2.2 Corporate scorecard 2016 To further demonstrate its commitment to results, ITC has introduced a comprehensive corporate scorecard structured in three tiers. The first tier represents the Sustainable Development Goals to which the organization contributes. The second tier represents the ITC development results, that is, the outputs delivered and the outcomes achieved with clients through the projects and programmes ITC implements. The organization measures its achievements in the second tier through the corporate outcome and output indicators for the 2016-2017 biennium as approved by the UN and WTO. All projects and programmes contribute to ITC’s corporate outcome and output indicators. The third tier of ITC’s corporate scorecard commits the organization to a continuous focus on efficiency and effectiveness.
Tier 1: Development context ITC will contribute to the 2030 Agenda on Sustainable Development, with a focus on these ten goals.
Goal 1 End poverty in all its forms everywhere
Goal 2 End hunger, achieve food security and improved nutrition and promote sustainable agriculture
Goal 4 Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
Goal 5 Achieve gender equality and empower all women and girls
Goal 8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
Goal 9 Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Goal 10 Reduce inequality within and among countries
Goal 12 Ensure sustainable consumption and production patterns
Goal 16 Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
Goal 17 Strengthen the means of implementation and revitalize the global partnership for sustainable development
Tier 2: Development results (as specified in ITC’s Strategic Framework 2016-2017)
Outcomes Strengthened integration of the business sector into the global economy
Clients with improved awareness of international trade 87,500
Policies / strategies / regulations improved with business sector input
75
Improved performance of trade support institutions for the benefit of enterprises
TISIs with improved operational / managerial performance 200
Improved international competitiveness of enterprises
SMEs with improved international competitiveness 5,000
Percent share of SMEs with improved international competitiveness that are women-owned
40%
SMEs that have transacted international business 2,000
Percentage of SMEs that have transacted international business that are women-owned
40%
Outputs Advisory services provided 200
Training courses conducted 500
Participants trained 10,000
Publications produced or substantially updated 30
Newsletters produced 7
Technical material, including web-based tools, produced or substantially updated 15
Special events held (Baseline 2015: 2) 4
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Tier 3: Efficiency and effectiveness
Managing resources
Country ownership
US$ value of financial and in-kind contributions from local partners (Baseline 2015: $2 million) 1
$2.5 million
Client satisfaction
Percent of clients that positively rate ITC services 80%
Focus on priority countries
Percent of country-specific extrabudgetary expenditure dedicated to LDCs, LLDCs, SIDS, sub-Saharan Africa, SVEs and post conflict states (Target for 2016 in the Strategic Plan 2015-17: 64%)
70%
Budget
Regular budget (Baseline 2015: $40 million) $36 million
XB funds (Baseline 2015: $55 million) $50 million
Operating Reserve
Average quarterly Operating Reserve cash level $500,000
Fundraising
XB funds secured for 2017 and beyond $95 million
Total value of project plans under development and in discussion with funders
$175 million
Business development
Return on investment of ITC's Business Development Fund (BDF)
(Baseline 2012-2015: $1 of BDF $16 of XB funding)
$1 of BDF $20 of XB funding
Carbon footprint
Share of online learning in ITC’s training activities, including blended learning (Baseline 2015: 22%)
32%
Improving internal processes
Oversight and compliance
Unqualified financial statements Achieved
Number of audit recommendations to be closed in 2016 (as a percent of total outstanding audit recommendations with a target date in 2016 or earlier)
15 (100%)
Project cycle management
Percent of projects receiving project design quality rating 1-2 (Baseline 2015: 86%)
85%
Gender and diversity
Percent of UN System-wide Action Plan on Gender Equality and the Empowerment of Women (UN-SWAP) indicators met and exceeded (Baseline 2015: 87%)
93%
Percent of women in professional and senior-level positions (Baseline 2015: 40%)
42%
Building organizational capacity
Talent management
Number of staff members trained in technical skills (Baseline 2015: 75) 80
Staff engagement
Average engagement rating provided in the annual staff engagement survey (Baseline 2015: 3.5 of 5)
3.8 of 5
Innovation Number of innovation pilots 3
Outreach Growth in ITC audience through corporate events, public information products, websites and social media
10%
Number of ITC Market Analysis Tools registered accounts (Baseline 2015: 500,000)
530,000
1 Baselines are provided for indicators where the units of measure and measuring methodology are comparable to previous years.
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2.3 Corporate outcome targets With a view to operationalizing its programmatic approach and in alignment with its strategic growth targets, ITC has revised its corporate results and indicators for the 2016-2017 biennium. They now provide a better means for measuring ITC’s overall objective: to strengthen SME international competitiveness. The new set of indicators has been complemented with a corporate results measurement toolkit, which will be used across ITC’s trade-related technical assistance (TRTA) portfolio and which underpins its effort towards more accurate and standardized results data.
Table 1 shows the development outcomes that ITC will work towards in the 2016-2017 biennium. In the UN Strategic Framework for the biennium 2016-17, Programme 10, Subprogramme 6, the outcomes are referred to as ‘expected accomplishments’. Targets for each of the indicators of achievement have been set as presented in the table.
Table 1: Corporate outcomes, indicators and targets
Corporate outcomes Outcome indicators
Biennium targets
2016-2017
Annual targets
2016
(a) Strengthened integration of the business sector into the global economy
(i) Number of male and female clients reporting greater awareness of international trade as a result of ITC support2
175,000 87,500
(ii) Number of cases in which trade-related policies and/or strategies and/or regulations have been improved with business sector input as a result of ITC support
150 75
(b) Improved performance of trade support institutions for the benefit of enterprises
(i) Number of institutions reporting improved operational and managerial performance as a result of ITC support
400 200
(c) Improved international competitiveness of enterprises
(i) Number of enterprises reporting improved international competitiveness as a result of ITC support
10,000 5,000
(ii) Percentage of enterprises that are owned, operated and controlled by women reporting improved international competitiveness as a result of ITC support
40% 40%
(iii) Number of enterprises having transacted international business as a result of ITC’s support
4,000 2,000
(iv) Percentage of enterprises that are owned, operated and controlled by women having transacted international business as result of ITC support
40% 40%
2 In the 2014-2015 biennium, ITC used two separate indicators on the number of users of trade intelligence tools (A1) and the number of clients with increased awareness of international trade (A2). During the target-setting process for the 2016-2017 biennium, it was decided to include the number of active users of ITC’s trade intelligence tools when measuring clients with greater awareness of international trade (indicator A1 in the table above). The annual target for the current indicator A1 thereby increases from 2,500 in ITC’s Strategic Plan 2015-2017 to 87,500.
The outcome and output targets below (Tables 1 and 2) have been set in 2015 during the UN planning process for the 2016-2017 biennium under certain budgetary assumptions. These budgetary expectations have not fully materialized, putting the full achievement of these targets at risk. ITC will nevertheless endeavour to reach these targets, including through the introduction of efficiency measures, and will regularly report to member states.
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2.4 Corporate output targets The table below summarizes ITC’s 2016 deliverables that will contribute toward achieving outcomes with clients. The output targets were specified in 2015 during the UN planning process for the 2016-2017 biennium.
Table 2: Corporate outputs, indicators and targets
Output categories Corporate outputs and indicators
Biennium targets
2016-2017
Annual targets
2016
Servicing of intergovernmental and expert bodies
Substantive servicing of meetings:3
Joint Advisory Group (annual) 4 2
Consultative Committee of the ITC Trust Fund (every six months)
4 2
Parliamentary documentation:
Annual report on the activities of the ITC 2 1
Reports of the Joint Advisory Group 2 1
Reports of the Consultative Committee of the ITC Trust Fund
4 2
Other substantive activities
Publications
Magazine issues 8 4 Books 14 6 Technical Papers 40 20
Newsletters 14 7
Special events
World Export Development Forum (annual)
Women Vendors Exhibition and Forum (annual)
World Trade Promotion Organization Conference and Awards (every two years)
Forum on Trade for Sustainable Development (annual)
7 4
Technical material for outside users 30 15
Technical cooperation
Advisory services 400 200
Training courses 1,000 500
Training course participants 20,000 10,000
3 This indicator counts sessions of three hours as one meeting as per UN planning requirements.
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Figure 2: ITC's approach for achieving SME international competitiveness
ITC assesses the trade-related needs of its three beneficiary groups (TISIs, SMEs and policymakers) through the lens of six focus areas. The programmes under each focus area represent ITC’s responses to address the needs of these beneficiary groups. Each of the programmes and the projects through which they are implemented is geared towards one main goal: Improving the international competitiveness of SMEs and thereby contributing to the SDGs.
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Delivery of technical assistance in 2016 33.1 Budget overview ITC plans to deliver trade-related technical assistance worth US$ 86.3 million in 2016.
ITC’s work is enabled by two sources of funding: the regular budget (RB) and extrabudgetary funding (XB), which includes programme support costs (PSC). The RB is approved on a biennial basis by the UN General Assembly and WTO General Council. Both, the UN and WTO contribute equal shares. Extrabudgetary funds are voluntary contributions to the ITC Trust Fund (ITF). This includes two categories of funds known as windows. Window 1 (W1) consists of unearmarked and soft-earmarked contributions, while Window 2 (W2) is composed of bilateral contributions for specific projects and programmes, as well as small amount of income earned through the sales of products and services. PSC is earned via a charge to all extrabudgetary expenditures.
The following countries have committed to contribute unearmarked and soft-earmarked funds to W1 of the ITF in 2016: Canada, China, Finland, Germany, India, Ireland and Sweden. Contributors to W2 are listed against each project in the appendix.
2016 will be the first full year for ITC to use the UN’s new Enterprise Resource Planning system Umoja in its internal operations. The ongoing roll-out of Umoja throughout 2016 is likely to have a negative impact on operational efficiency during this transition period.
Table 3: ITC’s delivery of technical assistance by source of funding, 2006-2016 (in US$ million, gross)
Source of funds 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
(planned)
Regular budget 26.4 28.2 29.1 32.9 31.9 40.2 36.3 40.0 37.4 40.2 35.9
Extrabudgetary resources4
28.3 32.7 33.3 34.6 39.2 47.8 39.8 39.1 53.0 55.3 50.4
Total 54.7 60.9 62.4 67.5 71.1 88.0 76.1 79.1 90.4 95.5 86.3
4 The values for extrabudgetary funds reflect gross expenditure. This includes PSC charged by ITC to XB-funded projects. While these figures are closely related to the actual PSC spending during the same year, actual PSC spending can vary from PSC charged.
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Figure 3: ITC's delivery of technical assistance by source of funding, 2006-2016 (in US$ million, gross)
3.2 Breakdown of ITC’s assistance In developing and implementing technical assistance initiatives, ITC is guided by the six focus areas that it has adopted with its Strategic Plan 2015-2017. Figure 4 illustrates the distribution of ITC’s technical assistance, including projects under development, by focus area.
Figure 4: Distribution of ITC’s planned technical assistance delivery in 2016 by focus area and level of certainty5 (in US$ million, gross)
ITC implements its technical assistance projects through a set of 15 programmes. Each programme translates the objective of one of ITC’s six focus areas into an integrated solution for a specific sub-set of ITC’s clients. For each project, the programmatic approaches are customized to
5 Definitions of the levels of certainty: Level 1 – Project funding confirmed or already disbursed to ITC; Level 2: Project idea or plan approved and funding committed; Level 3: Project idea or plan approved but funding not yet committed; Level 4: Project lead, funding not committed.
0
20
40
60
80
100
120
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016(planned)
Regular budget Extrabudgetary
0
5
10
15
20
25
30
1. Providing trade and market intelligence
2. Building aconducivebusiness
environment
3. Strengtheningtrade and
investmentsupport
institutions
4. Connecting tointernational value
chains
5. Promoting andmainstreaminginclusive andgreen trade
6. Supportingregional economic
integration andSouth-South links
Level 1 Level 2 Level 3 Level 4
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meet the specific needs of the respective target beneficiaries. Table 4 below shows the distribution of ITC’s 2016 portfolio, including projects under development, among its 15 programmes.6
Table 4: Expected technical assistance delivery in 2016 by programme (in US$ thousand, gross)
Focus area and programme Budget 2016
1. Providing Trade and Market Intelligence 7,982
Transparency in Trade 5,175
Non-tariff Measures in Goods and Services 2,190
Competitive Intelligence 616
2. Building a Conducive Business Environment 2,628
Trade Development Strategies 898
Trade Facilitation 1,139
Supporting Trade Negotiations and Policy Reform 592
3. Strengthening Trade and Investment Support Institutions 1,605
Strengthening Trade and Investment Support Institutions 1,605
4. Connecting to International Value Chains 19,531
Value Added to Trade 18,431
E-Solutions: Enabling Trade Through Digital Channels 1,100
5. Promoting and Mainstreaming Inclusive and Green Trade 8,284
Empowering Women to Trade 5,104
Empowering Poor Communities to Trade 2,378
Youth and Trade 123
Trade and Environment 679
6. Supporting Regional Economic Integration and South-South Links 9,166
Boosting Regional Trade 3,829
South-South Trade and Investment 5,336
Corporate 1,192
Business Development 500
Other 692
Total 50,388
ITC has a universal mandate to foster sustainable development and growth through trade. In implementing its mandate, ITC focuses on those clients with the greatest need for its assistance. In 2016, 70% of ITC’s country-specific technical assistance will be provided to priority countries comprised of LDCs, LLDCs, SIDS, Sub-Saharan Africa, post-conflict and fragile stages and SVEs.
To maximize the delivery of assistance where it is needed, ITC collaborates with a large number of implementing partners at the local, national and regional levels. These partners range from TISIs to policymakers, private enterprises and other international organizations. Their country and domain expertise ensures the design and implementation of effective projects and contributes to country ownership. The coordination and development of projects and the development of new services and tools is led by a pool of experts on trade-related issues in ITC’s headquarters with support from two offices in Addis Ababa and New York.
6 In 2015, ITC, together with external stakeholders, worked on defining the theories of change for its programmes. In the process, some of the programme titles were modified to reflect the scope of the programmes more accurately. The names of the focus areas were also harmonized.
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Figure 5: Regional distribution of ITC’s planned technical assistance delivery in 2016, excluding global projects
3.3 Strategic milestones for 2016: technical assistance In its Strategic Plan 2015-2017, ITC specified the key deliverables that it has committed to implement in order to reach its strategic goals and provide solutions in each of its six focus areas. In 2016, ITC will reach the following strategic milestones as part of its effort towards realizing relevant key deliverables:
1. Providing trade and market intelligence
Extend outreach of its Market Analysis Tools to 530,000 registered users worldwide.
Develop a new market analysis tool: Export Potential Map.
Launch the EuroMed Trade and Investment Facilitation Mechanism, an online integrated regional trade analysis tool with a supporting problem-solving network of nine national focal point institutions.
Expand the NTM programme delivery to services trade.
Implement the trade obstacles alert mechanism in six countries and assist 10 additional countries in defining actions to overcome national and regional trade barriers for SMEs.
Implement competitive intelligence projects in five countries, including the creation of trade intelligence portals and launch an introductory online course on competitive intelligence on ITC’s SME Trade Academy.
Release the 2016 edition of ITC's SME Competitiveness Outlook focused on standards.
Increase the number of visitors of Standards Map to 250,000.
47%
17%
23%
7%
6%
Africa
Arab States
Asia Pacific
Eastern Europe and Central Asia
Latin America and Caribbean
MoroccoState of PalestineQatarTunisiaRegional projects
AfghanistanBangladeshCambodiaFijiLao PDRMyanmarNepalPakistanSri LankaRegional projects
BeninBurkina Faso ComorosChad EthiopiaGambia Ghana GuineaKenya Lesotho Liberia MalawiRwanda Senegal Tanzania, United Republic ofUgandaZambiaZimbabwe Regional projects
KyrgyzstanTajikistanUkraineRegional projects
EcuadorHaitiSaint LuciaRegional projects
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2. Building a conducive business environment
Assist eight countries to implement selected Trade Facilitation Agreement (TFA) measures.
Assist the Commission of the Organisation of Eastern Caribbean States (OECS) to develop a framework for ‘trade in services’ negotiations.
Develop a new generation of export strategy design and implementation management solutions, including on tourism, investment, and gender-sensitization.
Develop new trade development strategies in six countries and support implementation in three countries.
3. Strengthening trade and investment support institutions
Assist up to 15 TISIs to improve their managerial and operational performance under the ‘Strengthening TISIs’ programme.
Deliver the 11th Trade Promotion Organization (TPO) Network World Conference and Awards in Marrakesh, Morocco (first time in Africa).
Establish an advisory board of Chief Executive Officers from a representative range of TPOs to guide ITC’s institutional strengthening strategy.
4. Connecting to international value chains
Complete design and launch of the Value Added to Trade programme, including an enterprise competitiveness diagnostic framework, a quality for trade package as well as a methodology to enhance supplier competitiveness.
Complete design and rollout of the e-Solutions programme in two countries.
Roll out mobile applications for supply chain management, market information and support service coordination in at least two countries.
5. Promoting and mainstreaming inclusive and green trade
Secure and track commitments towards the call to action to bring one million women to market by 2020 and launch the Board of Champions to raise the profile of the SheTrades initiative and encourage engagement.
Deliver the Women Vendors Exhibition and Forum and the Trailblazers Summit in Istanbul, Turkey.
Launch Phase 3 of the Women and Trade Programme.
Extend the biodiversity and carbon mitigation and adaptation initiatives to two new countries.
Hold the annual Forum on Trade for Sustainable Development.
Increase the number of voluntary standards, codes of conduct and audit protocols addressing sustainability in international value chains covered by Standards Map to 220.
Launch two new trade accelerators supporting youth entrepreneurs.
Launch two new projects that help migrants and refugees benefit from income opportunities in international markets.
Finalize the impact assessment methodology ‘Respect Invest Sustain Empower’ (RISE) allowing the socio-economic impact assessment of production orders on micro-enterprises and providing customers with information on the individual producers; and launch collaboration on RISE with at least two international companies.
6. Supporting regional economic integration and South-South links
Launch the UEMOA: Export development and regional integration project.
Launch the first phase of the Partnership for Growth and Investment in Africa (PIGA) project supporting sustainable trade and investment between China and Africa.
Launch Arab Region: Coordinating a regional approach to overcoming trade obstacles related to non-tariff measures project.
Facilitate trade and investment transactions of US$10 million between India and East Africa.
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Increasing ITC’s effectiveness, strengthening 4partnerships and enhancing visibility
In 2016, ITC will continue to improve its operational efficiency and sharpen its portfolio of TRTA services for greater impact. In so doing, ITC will remain guided, inter alia, by: the independent evaluation of ITC concluded in 2014 and the subsequent evaluation of ITC by the Office of Internal Oversight Services (OIOS), ITC’s management response to both evaluation recommendations, audits, advisory services, the findings of project and function-based evaluations conducted by ITC’s Evaluation Unit as well as the long-term goals laid out in its Strategic Plan 2015-2017. The key deliverables below represent the milestones ITC plans to reach in 2016 towards implementation of the organization’s Strategic Plan commitments.
4.1 Strategic milestones for 2016: impact, effectiveness and efficiency
Towards a more impact-driven organization
Ensure alignment of projects and programmes with corporate results indicators for 2016-2017 in ITC's New Project Portal.
Programme Development Taskforce: Complete programme plans for each of ITC’s 15 programmes.
Implement the Donor Committee for Enterprise Development Standard for Performance Measurement.
Prepare a corporate-level development results analysis report including the findings of evaluations, assessments, client surveys and other studies.
Finalize guidelines and tools for self-evaluation of TRTA projects.
Towards a more effective and efficient organization
BETTER PROJECT CYCLE MANAGEMENT
Roll out Phases 2 and 3 of ITC's New Project Portal.
Ensure projects prepare project closure reports in line with ITC's new evaluation policy, and that lessons learnt feed into knowledge management.
BETTER FINANCIAL MANAGEMENT AND STREAMLINED ADMINISTRATION
Refine costing methodology and prepare complete cost analysis at the project output level.
Define new workflow and steps for implementation for an integrated online Travel and Event Management System.
Work with funders to improve cash flow management.
Identify opportunities to further streamline administrative processes as a result of Umoja implementation.
INVESTMENT IN E-LEARNING
Increase the share of online training participants in ITC’s training activities to 32%.
Develop 25 new online courses.
Train 22 subject-matter experts on e-learning.
Form two new strategic alliances for content development and/or delivery.
Towards a more expertise-driven organization
Train 80 staff members in technical areas, including project management and areas related to SME competitiveness.
Conduct 360 degree feedback surveys at senior management level.
15
4.2 Strengthening partnerships and enhancing visibility Towards an organization based on strategic partnerships
ITC draws on partners around the world to create synergies and multiply the impact it has on sustainable development. In 2016, the organization will deepen its collaboration with networks of TPOs and other TISIs. ITC will continue its efforts to build stable and diversified funding arrangements including partnerships with the private sector. Capitalizing on a fast-growing community of online learners, ITC will collaborate with quality partners from the academic, private and public worlds to broaden the reach and impact of its e-learning services. Furthermore, the organization will intensify its exchange with academic institutions and international organisations on topics related to SME competitiveness, trade and environment, trade in services and non-tariff measures. ITC will build on existing and new partnerships with other UN organizations and development actors to coordinate implementation plans around the 2030 Agenda for Sustainable Development, ensuring complementarity.
Towards a more visible and accessible organization
In 2016, ITC will make effective use of various channels of communication to highlight the importance of SME competitiveness for sustainable and inclusive growth and development and to facilitate access to its services for all clients. The organization will deliver events and press briefings, provide information products such as publications, technical papers, press releases, web news and videos and will effectively use social media platforms to raise awareness of international competitiveness issues and development. ITC will produce its Trade Forum magazine, its flagship publication, the SME Competitiveness Outlook, and write op-eds to maintain its thought leadership position in the area of SME international competitiveness. The organization will track the effectiveness of its communications efforts by analysing web visits, media mentions and social media activity.
ITC key events to be held in 2016:
Women Vendors Exhibition and Forum, Turkey (September)
World Export Development Forum, Sri Lanka (October)
Trade for Sustainable Development Forum, Switzerland (October)
World Trade Promotion Organization Awards and Conference, Morocco (November)
4.3 Evaluation work plan for 2016 In line with ITC’s Evaluation Policy, the Evaluation Unit’s strategic independent evaluations take the form of (a) a corporate-level evaluation on selected themes and (b) an evaluation of programmes or large projects. Corporate level evaluations are identified based on ITC’s Strategic Plan 2015-2017 and recent evaluations and audits that identify key areas of interest to the organization. Programme and project evaluations are selected on the basis of various criteria, including an emphasis on programmes and projects funded through ITF Window 1. The Evaluation Unit also undertakes evaluations of Enhanced Integrated Framework (EIF) Tier 2 projects, where agreed with the EIF Secretariat.
Type of evaluation Evaluation subject
Corporate-level evaluation Client relationship and networks (2016/17)
Programme evaluation Non-tariff measures programme Phases 1 and 2 (Funder: United Kingdom)
Large project evaluation Netherlands Trust Fund Phase 2 (Funder: Netherlands)
Large project evaluation Promoting Intra-regional trade in Eastern Africa (Funder: ITF Window 1)
Mid-term project evaluation Nepal: Pashmina enhancement and trade support (Funder: EIF)
Final project evaluation Lesotho: Horticulture productivity and trade development (Funder: EIF)
16
In addition, the Evaluation Unit will provide focal point services for the UN’s Joint Inspection Unit (JIU), and will support evaluations that OIOS and ITC project funders decide to carry out.
As part of its 2016 work plan, ITC’s independent Evaluation Unit will also provide training and advisory services on evaluation at programme and project level, support self-evaluations, carry out an impact assessment, and liaise with external evaluation bodies and networks.
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Appendix – 2016 projects by focus area, programme and region
Project title Funder7
Su
b-S
aharan
Africa
Asia
-Pacific
Arab
Sta
tes
Eastern
Eu
rop
e an
dC
entral
Asia
Latin
Am
erica and
th
eC
aribb
ean
Glo
bal / M
ulti-
regio
n
Co
rpo
rate
Annual budget 2016
(US$ thd.)
1. Providing Trade and Market Intelligence
Transparency in Trade
Euro-Med Trade and Investment Facilitation Mechanism - An online tool and problem-solving network
European Union 743
Export Potential Map ITF Window 1 200
Global Public Good: Market Access Map European Union,
Russia 1,308
Malawi: Improving trade statistics and trade information systems
European Union 90
SME Competitiveness Outlook ITF Window 1 50
Trade for Sustainable Development
Germany, Hivos, ITF Window 1,
PepsiCo, Switzerland
1,918
Non-tariff Measures in Goods and Services
Arab Region: Coordinating a regional approach to overcoming trade obstacles related to NTMs
United States 750
European Union: Non-tariff measures survey of exporters and importers
European Union 37
Methodology for non-tariff measures facing services ITF Window 1 142
Non-tariff measures (Phase II) United Kingdom 1,262
Competitive Intelligence
Competitive intelligence ITF Window 1 40
Market Insider ITF Window 1 96
Myanmar: Roadmap for setting up a national trade information network
United Kingdom 56
Trade Information Services Revolving Fund Revolving Fund 300
2. Building a Conducive Business Environment
Trade Development Strategies
Export Strategy Design and Management ITF Window 1 622
Liberia: Tourism and furniture export strategies Enhanced Integrated
Framework (EIF)
199
Tajikistan: National Food Safety Strategy 45
Trade Facilitation
Improving the business environment for exporting SMEs through trade facilitation
ITF Window 1, Qatar, UNCTAD
1,139
Supporting Trade Negotiations and Policy Reform
Associate expert: Trade facilitation and policy for business France 100
Central European Free Trade Agreement: Addressing market access barriers
Germany 45
Pakistan: Assistance for the design and implementation of trade policy and regulatory reform to improve export possibilities
European Union 50
7 Contributors to the ITC Trust Fund W1 in 2016: Canada, China, Finland, Germany, India, Ireland and Sweden.
18
Project title Funder7
Su
b-S
aharan
Africa
Asia
-Pacific
Arab
Sta
tes
Eastern
Eu
rop
e an
dC
entral
Asia
Latin
Am
erica and
th
eC
aribb
ean
Glo
bal / M
ulti-
regio
n
Co
rpo
rate
Annual budget 2016
(US$ thd.)
Supporting trade negotiations ITF Window 1 200
Tajikistan: WTO accession negotiations - Policy advice and capacity building (Component One)
Switzerland 99
3. Strengthening Trade and Investment Support Institutions
Strengthening trade and investment support institutions
AIM for Results: Improving TISI performance and measurement (Phase I)
ITF Window 1 600
Saint Lucia: Strengthening the institutional infrastructure for export promotion
ITF Window 1,
Saint Lucia
464
TSI Strengthening Revolving Fund Revolving Fund 40
Zambia: Green Jobs Programme using pass-through fund management
One UN 100
4. Connecting to International Value Chains
Value Added to Trade
Afghanistan: Trade-related assistance European Union 650
Associate expert: Office for Asia and the Pacific Japan 150
Bangladesh: Information technology and information technology enabled services export competitiveness (NTF III)
Netherlands 439
Benin: Strengthening production and trade capacities EIF 226
Caribbean Region: Development of value added products and intra-regional trade to enhance livelihoods from coconuts
European Union 1,200
Chad: Improving the competitiveness of the gum arabic industry
EIF 120
Comoros: Improving the competitiveness of vanilla, ylang-ylang and clove exports
EIF 380
Ecuador: Developing exports of services
Corporación de Promoción de
Exportaciones e Inversiones (CORPEI)
81
Enterprise Competitiveness Revolving Fund Revolving Fund 100
Export competitiveness programme management (NTF III) Netherlands 555
Fiji: Improvement of key services for agriculture European Union 580
Fiji: Improvement of key services for livestock and livestock products
European Union 1,215
Gambia: Sector competitiveness and export diversification EIF 16
Guinea: Strengthening the competitiveness of the mango sector
EIF 202
Kenya: Enhancing export competitiveness of the information technology and information technology enabled services industry (NTF III)
Netherlands 455
Kenya: Enhancing the export competitiveness of the avocado industry (NTF III)
Netherlands 386
Kyrgyzstan: Strengthening export competitiveness of SMEs in the textile and clothing sector and enhancing trade support institutional capacity
Switzerland 453
Lesotho: Horticulture productivity and trade development EIF 901
Morocco: Export development for employment creation Canada 1,100
Myanmar: Inclusive tourism – focusing on Kayah State (NTF III)
Netherlands 760
Myanmar: Improving food safety and compliance with Sanitary and Phytosanitary measures to increase export revenues in the oilseeds value chain
WTO - Standards and Trade
Development Facility (STDF)
400
Rwanda: Boosting the international competitiveness of SME clusters
One UN 350
19
Project title Funder7
Su
b-S
aharan
Africa
Asia
-Pacific
Arab
Sta
tes
Eastern
Eu
rop
e an
dC
entral
Asia
Latin
Am
erica and
th
eC
aribb
ean
Glo
bal / M
ulti-
regio
n
Co
rpo
rate
Annual budget 2016
(US$ thd.)
Secondee: Office for Asia and the Pacific South Korea 306
Senegal: Improving the competitiveness of the mango industry EIF 300
Sri Lanka: Improving the safety and quality of fruits and vegetables
WTO-STDF 51
Sri Lanka: Trade related assistance European Union 650
Tajikistan: Strengthening export competitiveness of SMEs in the textile and clothing sector and enhancing trade support institutional capacities
Switzerland 752
United Republic of Tanzania: Integration of horticulture value chains into the tourism industry
One UN, Switzerland
527
Trade in services: Trade intelligence, partnership development and technical assistance
China, ITF Window 1
280
Tunisia: Strengthening the competitiveness of the textile and garments value chain
Switzerland 1,000
Uganda: Enhancing the export competitiveness of the coffee industry (NTF III)
Netherlands 105
Uganda: Enhancing export competitiveness of the information technology and information technology enabled services industry (NTF III)
Netherlands 327
Ukraine: Linking SMEs in the fruit and vegetables industry to global and domestic value chains
ITF Window 1, Sweden
725
Value-added to trade initiatives ITF Window 1 200
Zimbabwe: Strengthening the national sanitary and phytosanitary institutional framework
European Union 650
Zimbabwe: Support to trade and private sector development European Union 614
E-Solutions: Enabling Trade Through Digital Channels
E-Solutions ITF Window 1 100
Arab Region: Development of SME exports through virtual market places
World Bank 1,000
5. Promoting and Mainstreaming Inclusive and Green Trade
Empowering Women to Trade
Africa: Improving economic benefits for women in the coffee sector (Women and Trade Phase II)
ITF Window 1, United Kingdom
461
East African Community: Trade facilitation for women informal cross-border traders and micro-, small- and medium-sized enterprises (phase II)
United Kingdom
40
Economic Empowerment of Women in the Indian Ocean Rim Association (IORA) Countries (Women and Trade)
Australia
432
Ethiopia and Mongolia: Supporting women business enterprises in the textile and garments sector (Women and Trade Phase II)
ITF Window 1 228
Ghana: Improving competitiveness of women in the yam value chain (Women and Trade Phase II)
ITF Window 1, United Kingdom
154
Pacific Region: Economic Empowerment of Women (Women and Trade Phase II)
Australia 907
State of Palestine: Enhancing the development of women-owned SMEs (Women and Trade Phase II)
ITF Window 1, United Kingdom
37
State of Palestine: Creating a One-Stop-Shop for Sustainable Business
SDG Fund 197
The Global Platform for Action on sourcing from women vendors (Women and Trade Phase II)
United Kingdom 798
Women and Trade Phase II - Programme Management Australia, United
Kingdom 1,813
Zambia: Empowering women in the cotton sector (Women and Trade Phase II)
United Kingdom 37
20
Project title Funder7
Su
b-S
aharan
Africa
Asia
-Pacific
Arab
Sta
tes
Eastern
Eu
rop
e an
dC
entral
Asia
Latin
Am
erica and
th
eC
aribb
ean
Glo
bal / M
ulti-
regio
n
Co
rpo
rate
Annual budget 2016
(US$ thd.)
Empowering Poor Communities to Trade
Cambodia: Export diversification and expansion - high value silk
EIF 67
Ethical Fashion Initiative: Private label ITF Window 1 150
Ghana: Establishing sustainable export-market links and supply chain for ethical fashion and lifestyle products
Switzerland 71
Haiti: Ethical Fashion Initiative United States 200
Lao PDR: Enhancing sustainable tourism, clean production and export capacity
Switzerland-EIF 73
Nepal: Pashmina enhancement and trade support EIF 467
Poor Communities and Trade Programme ITF Window 1 1,123
Refugee Employment and Skills Initiative (RESI): Linking Refugees in Dadaab, Kenya to IT-Enabled Market Opportunities - Pilot Phase
ITF Window 1
147
Youth and Trade
Youth and trade acceleration programme for Morocco ITF Window 1 23
Youth and Trade Initiative ITF Window 1 100
Trade and Environment
Associate expert: Sector competitiveness Germany 159
Supporting Trade Competitiveness for SMEs in Namibia ITF Window 1 20
Trade and Environment Programme (Phase II) ITF Window 1 500
6. Supporting Regional Economic Integration and South-South Links
Boosting Regional Trade
Africa: Regional cotton sector strategies European Union 11
Arab States: Aid for Trade initiative
International Islamic Trade
Finance Corporation
1,000
Associate expert: Office for Africa Finland 92
East African Community: Trade Regional Integration Project ITF Window 1 552
Kenya: Promoting Intra-regional trade in East Africa ITF Window 1 397
United Republic of Tanzania: Promoting Intra-regional trade in East Africa
ITF Window 1 523
Trade promotion and value addition for African cotton European Union 350
UEMOA: Export development and regional integration European Union 400
Zambia: Promoting Intra-regional trade in East Africa ITF Window 1 503
South-South Trade and Investment
Asian LDCs: Enhancing export capacity for intra-regional trade China 300
Partnership for Investment-led Growth in Africa (Scoping and design phase)
United Kingdom 1,136
Supporting Indian trade and investment for Africa (SITA) United Kingdom 3,900
Corporate
Business Development
Business Development Fund ITF Window 1 500
Other
Enhanced information systems ITF Window 1 130
Fellowship Mo Ibrahim Foundation
100
Results-based management ITF Window 1 40
Visibility and partnerships ITF Window 1 422
The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations.
P: +41 22 730 0111F: +41 22 733 4439E: itcreg@intracen.orgwww.intracen.org
Postal addressInternational Trade CentrePalais des Nations1211 Geneva 10, Switzerland
Street addressInternational Trade Centre54-56 Rue de Montbrillant1202 Geneva, Switzerland
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