75 / 104
75
In order for Caribbean Export to effectively implement and manage trade
and export development programmes, the Agency must first ensure that its
institutional capacity is strengthened adequately. This involves the development
and implementation
of
a Strategic Plan for the Agency; the development and
operationalisation of core international processes in line with this strategic plan;
and adequate coordination with regional and international agencies, and donor
organisations.
Caribbean Export Strategic Plan
Following a series of consultations with internal and external stakeholders,
Caribbean Export completed the development of its Strategic Plan for 2015-2019.
The document sets the framework for work to be undertaken by the Agency,
and constitutes the basis against which performance will be monitored and
assessed. It also prioritises competing demands from clients, member countries,
and stakeholders for limited resources.
The five 5-year Strategic Plan also takes into account Caribbean Export’s
mandate, the needs of member countries, the role of partner organisations and
agencies, and acknowledges the necessity to engage clients to identify needs
and adapt solutions to secure impact and sustainability. The document describes
the risk and opportunities that the Agency may encounter, while outlining the
mechanisms required to take appropriate action, and outlines our four core
values, which are to be respected by all Agency staff, namely: high performing
teamwork, transparency, results driven, and commitment.
Elaborated in the Strategic Plan is Caribbean Export’s six strategic objectives for
the period 2015- 2019 are closely aligned to the Agency’s overarching objectives
as defined in the Inter- Governmental Agreement establishing the Agency. These
include increasing market intelligence and research capacity; fostering access to
finance for export-ready SMEs; strengthening regional investment promotion
capacity; facilitating export development and promotion; advocating for an
enabling environment; and ensuring sustainable corporate capacity building.
The Plan also provides a synopsis of the four priority target areas, namely: agro-
processing, services, creative industries, and the green economy. The key outputs
for these sectors during this period covers a range of areas from investment to
advocacy and include: advisory services, workshops, training programmes, trade
show participation, business to business meetings, investment support, market
intelligence and research, information services and networking.
Further, the document outlines the key outcomes to be derived based on the
identified outputs. These outcomes focus on the identification of high-potential
markets, the enhancement and development of export-ready firms as well as
the capacity of BSOs; increased market intelligence, research and access to
finance; the adoption of a regional investment promotion strategy; attracting
FDI and building capacity for CAIPA;
advocating policy reform, awareness
for traderelated
issues; collaboration
with new strategic partners;
and continued internal capacity
building.
Careful consideration was also given
to the critical success factors needed
to realise the Agency’s strategic goals.
These are: resource mobilisation,
human
resource
management,
information
and
communication
technologies
(ICT)
infrastructure,
public relations and communications,
finance, risk management, knowledge
management, and monitoring and
evaluation. Operational strategies
have also been developed for these
areas. The Strategic Plan ends with
a
comprehensive
catalogue
of
Appendices, which provides in-depth
details to support key elements of
the various sections that are broadly
captured herein.
Internal Restructuring and Process
Operationalisation
During the period under review,
Caribbean Export has recruited 42
staff members in a range of positions
includingmanagement,senioradvisory,
advisory and programme support
within its headquarters in Barbados,
sub-regional office in the Dominican
Republic, and bi-national office in Haiti.
Internal departments have also been
restructured to maximise the internal
capacities that currently exist and
enhance synergies in work programme
implementation. These departments
include the Executive Director’s Office,
Operations, Competitiveness and
STRENGTHENING CARIBBEAN EXPORT’S
INSTITUTIONAL CAPACITY