RESTRICTED  ORGANIZACIÓN MUNDIAL  
DEL COMERCIO  WT/IFSC/6/Rev.2 
26 de noviembre de 2003 
 (03-6289) 
Comité Directivo del Marco Integrado  
  
 
 
INFORME FINAL DE LA EVALUACIÓN DEL MARCO INTEGRADO 
 
Revisión
 
 
 
 El presente documento es el informe final de la segunda evaluación del Marco Integrado para 
la Asistencia Técnica relacionada con el comercio  en apoyo de los países menos adelantados (MI).*  
Constituye una revisión de las versiones anterior es del informe, distribuidas con las signaturas 
WT/IFSC/6 y WT/IFSC/6/Rev.1, respectivamente, a las que sustituye. 
 
                                                      
* En inglés y francés solamente. WT/IFSC/6/Rev.2 
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Evaluation of the Revamped Integrated Framework 
For Trade-Related Technical Assistance 
to the Least-Developed Countries 
  
  
Project GLO/03/G01 
 
   
FINAL REPORT 
 
 
 
Presented to 
 
The Integrated Framework Steering Committee 
 
Prepared by 
 
Capra-TFOC Consortium 
(Capra International Inc. and 
Trade Facilitation Office Canada) 
 
  
29 August 2003  WT/IFSC/6/Rev.2 
 Página 3 
 
 
 Table of Contents  
 
          Page  
 
A c r o n y m s           5 
P r e f a c e            7 
E x e c u t i v e  S u m m a r y           8 
1.  Background         16 
2.  Evaluation Issues       18 
3.  Evaluation Approach and Findings     18 
3.1  Evaluation Methodology      18 
3.2  Evaluation Findings       23 
3.2.1  Status of the First IF Review      23 
3.2.1.1  Degree of Implementation of the Recommendations    o f  t h e  F i r s t  R e v i e w        2 3  
3.2.1.2  The Quality of the DTIS      25 
3.2.2  Status of the Five Round Table Countries    28 
3.2.2.1  Bangladesh        30 3 . 2 . 2 . 2   H a i t i          3 3  3.2.2.3  Uganda         35 3 . 2 . 2 . 4   T h e  G a m b i a         3 8  
3 . 2 . 2 . 5   T a n z a n i a         4 0  
3.2.3  Status of the Three Revamped IF Countries    43 
3.2.3.1  Cambodia        43 3.2.3.2  Mauritania        46 3.2.3.3  Madagascar        49 
3.2.4  Status of the Non-Pilot Countries     52 
3 . 2 . 4 . 1   G u i n e a          5 2  3 . 2 . 4 . 2   M a l a w i          5 5  3 . 2 . 4 . 3   M a l i          5 9  3 . 2 . 4 . 4   N e p a l          6 2  3.2.4.5  Senegal         64 
3.2.4.6  Burundi        66 
3.2.4.7  Djibouti        69 3.2.4.8  Ethiopia        72 3.2.4.9  Lesotho         74 3.2.4.10  Yemen         77 
3 . 2 . 4 . 1 1   E r i t r e a          8 0  
3.2.5  Perceptions of the Core Agencies     81 
3.2.5.1  World Trade Organization (WTO)     82 3.2.5.2  World Bank (WB)       82 3.2.5.3  International Monetary Fund (IMF)     83 3.2.5.4  International Trade Centre (ITC)     83 
3.2.5.5.  United Nations Conference for Trade and  
  Development (UNCTAD)      84 3.2.5.6  United Nations Devel opment Programme (UNDP)   84 
3.2.6  Perceptions of Bilateral Donors     85 
3.2.7  Perceptions of LDC Stakeholders     86 
3.2.7.1  LDC Government and National Steering Committee   89 
3.2.7.2  LDC Private Sectors       89 3.2.7.3  LDC Civil Society       89 WT/IFSC/6/Rev.2 
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 Table of Contents (continued)  
 
           Page
 
3.2.8  Defined Roles of Agencies, Donors, LDCs, Governance  89 
3.2.8.1  Defined Roles of Core Agencies      89 
3.2.8.1A International Monetary Fund World Trade Organization (IMF)  90 
3.2.8.1B International Trade Centre (ITC)     90 3.2.8.1C United Nations Conference for Trade and Development (UNCTAD) 90 3.2.8.1D United Nations Devel opment Programme (UNDP)   90 
3.2.8.1E World Bank (WB)       91 
3.2.8.1F World Trade Organization (WTO)     92 
3.2.8.2  Defined Roles of Donors      92 3.2.8.3  Defined Roles of LDCs       94 3.2.8.4  Governance (IFSC, IFWG, IF Secretariat)    95 3.2.8.5  UNDP:  IF Trust Fund       99 3.2.9  Linkages of the IF to Existi ng Development Architecture (PRSP, 
  Country Consultative Groups, Donor Round Tables)   102 
3.2.10  Processes and Procedures      103 
3.2.10.1  Process of Country Sel ection in the Re-vamped IF   104 
3.2.10.2  Procedures for Applying the IF to Selected Countries   105 3.2.10.3  Procedures and Processes fo r Preparing the Diagnostic Trade 
  Integration Studies, and the Quality of the DTIS    105 
3.2.10.4  Selection of Consultants       109 3.2.10.5  Processes and Procedures of  the Core Agencies (WB, UNDP, IMF, 
  WTO, UNCTAD, ITC)       109 3.2.10.6  Processes and Procedures within LDCs     110 
3.2.10.7  Processes and Procedures of Donors     110 
3.3  Integration of IF Evaluation Findings     110 
3.3.1  The Effectiveness of IF as a Model for Trade-Capacity Building 110 
3.3.2  The Need to Re-Focus Programmes and Work Plans of Core  
  Agencies, Donors       113 
3.3.3  IF Governance        113 
3.3.4  Coordinating and Synchronizing of Funding Cycles   116 
3.3.5  Degree of Niche  Identification for IF, and its acceptance by other 
  players         117 
3.3.6  The Need to Address Supply-side Constraints    119 
3.4  Integrated Framework Enhancement Tools    121 
3.4.1  A Coherent TRTA Approach      121 
3.4.2  The Need for a Results-Bas ed Management Approach   122 
3.4.3  A Stable and Predictable Mechanism for the Follow-up of the   Recommendations of the DTIS and for Follow-up in General  126 3.4.4  Performance Criteria, Benchmarks, Indicators and Data Sources for   On-going Evaluation       128 
4  Recommendations       130 
B i b l i o g r a p h y           132 
Annex A Logical Framework Analysis      136 
Annex B Agency and Bilateral Donors – Visits and Contacts   146 
Annex C Country Visits        147 
Annex D Preliminary Secondary Analysis – Understanding the  
  Assumptions and Setting the Context     148 
Annex E Survey Results        157 
Annex F Results-Based Checklist for Country Progress Tracking  176 
Annex G Coherent Trade-Related Technical Assistance Approach: 
  Technical Background       193  WT/IFSC/6/Rev.2 
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ACRONYMS 
 
Acronym Description 
ADB Asian Development Bank 
ADB African Development Bank 
ASEAN Association of Southeast Asian Nations  
BEST Business Environment Strengthening for Tanzania  
CCG Country Consultative Group 
CMAP Centre Mauitanien d’Analyse de Politique   
DFID Department for Internatio nal Development (United Kingdom) 
DOT Department of Trade 
DTIS Diagnostic Trade Integration Studies 
EU European Union 
FDI Foreign Direct Investment 
GDP Gross Domestic Product 
GoB Government of Bangladesh 
GoM Government of Mauritania 
GoU Government of Uganda 
GSM Growth Strategy for Malawi 
IDB Inter-American Development Bank 
IF Integrated Framework  
IFSC IF Steering Committee  
IFTF IF Trust Fund 
IFWG IF Working Group 
IITC Inter-institutional Trade Committee  
ILO International Labour Organization  
IMF International Monetary Fund 
ITC International Trade Centre 
JITAP Joint Integrated Technical Assistance Programme  
LDC Least Developed Countries  
LFA Logical Framework Analysis 
MCI Ministry of Commerce and Industry 
MoC Ministry of Commerce 
MoIT Ministry of Industry and Trade 
MoT Ministry of Trade 
MPMEC Direction de Commerce Extérieur (Senegal) 
MTI Minister of Trade and Industry 
MTS Multilateral Trading System  
MTTI Ministry of Tourism, Trade and Industry  
NCT National Core Team 
NES National Export Strategy 
NGO Non-Governmental Organization 
NORAD Norwegian Agency for Development Cooperation  
NSC National Steering Committee  
NTCS Nepal Trade Competitiveness Study  
PRSP Poverty Reduction Strategy Paper  
PSF Private Sector Forum WT/IFSC/6/Rev.2 
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 Acronym Description 
RBM Results-Based Management RTM Round Table Meeting 
SME Small and Medium sized Enterprises  
SOE State Owned Enterprises 
SWOT Strengths Weaknesses Opportunities and Threats 
TA Technical Assistance 
TFOC Trade Facilitation Office of Canada 
TG Technical Group 
TOR Terms of Reference 
TORS Terms of Reference 
TRTA Trade-Related Technical Assistance  
UEPB Uganda Export Promotion Board  
UN United Nations 
UNCTAD United Nations Conference for Trade and Development 
UNDP United Nations Development Programme 
UPTOP Uganda Programme for Trade Opportunities and Policy  
WB World Bank 
WTO World Trade Organization  WT/IFSC/6/Rev.2 
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 PREFACE 
 
 
Capra International Inc . and the Trade Facilitation Office Canada  thank the governing authorities 
of the Integrated Framework for Technical Assistance to Least Developed Countries  (IF) for the 
opportunity to undertake this evaluation.  
 The Evaluation Team executed this task in an ex traordinarily short timeframe from mid-May to the 
end of August, visiting seventeen least developed countries, the offices of the six core agencies in 
Geneva, Washington and New York, as well as don or representatives in London and Brussels. The 
Team was in itself international , in that half of the members live or were born in de veloping countries 
(Morocco, Indonesia and Colombia). The country vi sits were conducted in English, French and 
Arabic. The successful completion of this activity would not have been possible without the extraordinary effort of the Evaluation Team, in particular.  
The Evaluation Team  comprised the following members: Mr. Guy Bird (Team Leader and Trade 
Specialist, Canada); Mr. Alan C. H. Smith (Donor Specialist, Canada); Mr. Youssef Ouadi (Private 
Sector Specialist, Canada, with extensive trad e experience in Morocco and Spain); Dr. Kenneth 
Hidayat (Developing Country Trade Specialist, Indonesia); Mr. Jean-Louis de Quimper (Trade Specialist, Canada, and Advisor to a number of Afri can Missions in Ottawa); and Mr. César Guerrero 
(Economist and Evaluation Specialist, Canada, a native of Colombia).  
 
The Evaluation Team was supported by the C apra-TFOC Consortium Panel of Experts in planning 
and overall quality assurance. It comprised the fo llowing members: Mr. Gunter Rochow, President, 
Capra International Inc . and Co-chairperson of the Panel of Experts; Mr. Anthony Halliday, 
representative of the Trade Facilitation Office of Canada  and Co-chairperson of the Panel of Experts; 
Dr. Mary Lynch, Evaluation and Private Sector Expert; Mr. René-Paul Allard, Donor Expert; Dr. 
Gerry Ewert, Expert in Statistical Analysis; Mr . Pierre Morin, Functional Analysis Expert; Mr. 
Stephen Kiar, Primary Research Expert.  Logistics  and research support  were provided by Miss Yousra El Boukili, MBA student at Ottawa 
University  and Mr. Waldo Rochow, Executive Assistant, Capra International Inc . The electronic 
survey was administered by Voxco (Montreal and Halifax, Canada). 
    
Gunter Rochow 
President 
Capra International Inc. Dwayne Wright 
Executive Director 
Trade Facilitation Office Canada 
.  Ottawa, Ontario, Canada 
August 29, 2003 WT/IFSC/6/Rev.2 
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 EXECUTIVE SUMMARY 
 
 
The Integrated Framework is a relatively recen t addition to trade-related and poverty reduction 
mechanisms and a precedent-setting approach to th e development of Least Developed Countries 
(LDC). IF is endeavouring to inspire greater coordination between the “Trade” and “Development” 
communities to assist LDCs in becoming active and effective participants in the international market 
place and the global economy, and to utilize the bene fits to contribute to economic growth and the 
reduction of poverty.  
  
Background 
 
This report presents the findings of the Evaluation of the Revamped Integrated Framework for Trade 
Related Technical Assistance to the Least Developed Countries . The timing of the Report was 
designed to coincide with the Fifth Ministerial Meeting of the World Trade Organization  (WTO) in 
Cancún, Mexico in September 2003.  The purpose of the Evaluation is to assess the effectiveness of the Integrated Framework , (1) as a 
mechanism to mainstream trade into development plans and/or poverty reduction strategies and (2) as 
a tool for using the Integrated Framework  to deliver trade-related technical assistance. In general, the 
evaluation of the Integrated Framework (IF)  focuses on the usefulness of  the overall concept, the 
extent of implementation of previous recomme ndations, as well as governance and funding issues. 
 In specific terms, the fundamental objectives of the redesigned IF are: (1) to use the IF as a 
mechanism to mainstream trade into development pl ans and/or poverty reduction strategies; and (2) to 
use the IF as a mechanism to deliv er trade-related technical assistance. To achieve these fundamental 
objectives, the implementation and follow-up to th e Diagnostic Trade Integration Studies (DTIS) is 
critical, involving human, institutional and infrastructure capacity building, as well as policy recommendations to enable the Least Developed Count ries (LDC) to integrate into the world trading 
system and economy. In particular, the evaluation needs to assess and clarify the linkages  of the IF to 
the Poverty Reduction Strategy Paper (PRSP) pr ocess, development plans, Country Consultative 
Group meetings and Round Tables.  
 
The Integrated Framework Theory is Sound 
 
The theory and operational appro ach envisaged for the Integrated  Framework has been carefully 
crafted, is entirely appropriate and is a sound a pproach capable of achieving positive results. This 
success is due to: (1) the partnership  between the beneficiary countries, the agencies and the donor 
community; (2) the ownership  and leadership  by the beneficiaries, i.e. the LDC countries; (3) the 
integrated support  to LDCs offered by The World Bank,  the IMF, the WTO, the UNDP, UNCTAD 
and the ITC; (4) the mentoring from bilateral and multilateral donors, with special reference to the 
Lead Donor/Facilitator; (5) the IF management stru cture, ensuring that the various perspectives are 
accounted for in the development, implementation and approval of policies, procedures and actions; 
(6) the IF Secretariat, in a support role; and (7) the establishment of the IF Trust Fund(s).  
 The Integrated Framework is, however, a complex, new and precedent setting undertaking that has no 
historical equivalent to use as a model, or agains t which to measure progress. The IF changes the way 
of “doing business”, necessitating a change in pla nning and operating by all three IF Partners. 
Nonetheless, given the relatively short lifespan of the IF, especially since revamping, considerable 
progress has been made. As with any initiative of this  magnitude, complexity and uniqueness there is 
always room for improvement.  The overriding ob jective of this evaluation is to provide  WT/IFSC/6/Rev.2 
 Página 9 
 
 
 recommendations that can contribute to the goal of co ntinuous improvement of the IF in achieving its 
intended results.  
Progress 
 
From an evaluation perspective, a quantitative assess ment of progress was difficult to achieve as there 
are relatively few measurable goals and objectives estab lished either at the IF level or at the country 
level against which to measure progress. Nonethel ess, the qualitative assessment  reveals that progress 
has and continues to be made, thanks in large measure to the dedication and desire to make a 
difference, which the Evaluators have witnessed am ong the people at all levels and within the three 
partners. 
 The evaluation included an assess ment of secondary data with a view to establishing a baseline 
against which progress, over time, could be assessed.  This includes basic gove rnance, fiscal capacity 
and human development indicators as a framework  for identifying expected progress.  (See 
Appendix D).
1 
 
The Beneficiary Countries 
 
The evaluation results also indicate that progress has been achieved in individual countries. However, 
the degree of progress and achievement of concrete  measurable results in individual countries is 
highly variable. While macro level indicators can be useful in identifying countries which are 
theoretically better positioned to exploit an IF a pproach in a positive manner, they cannot identify 
those elements which are required for success.  The key ingredients for success include: (1) 
Government-wide support and policy leadership for th e IF and the action plan; (2) strong leadership 
by the IF Focal point, coupled with a strong support group; (3) the existence of an effective in-country 
management and consultation structure; (4) the est ablishment of a conducive, consistent and stable 
business environment; (5) an agreement by in-country  stakeholders on the roles and responsibilities of 
the players, especially between government and the private sector. While in some countries early development work, including DTIS, is well under way,  in others due to the absence of strong 
leadership and a lack of government-wide support, the process has stalled.   The Agencies  
There is evidence that the six Core Agencies are taki ng more coherent and cons istent action within the 
IF, which is a very positive development, especially  when the divergence of their mandates and their 
varied corporate cultures are considered. As we ll, senior management within every agency has 
consistently acknowledged their strong support for IF’s goals a nd objectives. The most recent 
example can be found in the statements made at the precedent-setting July 2003 joint meeting 
between the Heads of Agencies and the IF Work ing Group. Additionally, the Organization for 
Economic Cooperation and Development (OECD) has jo ined the team as an observer and is assisting 
with the development and implementation of a Technical Assistance Data Base.  The Donors  
As in most areas, some progress has been achieved.  Recent donor response to the IF and the creation 
of the Window II funding mechanism support th e notion that the Donor community accepts the 
premise that trade can make a contribution to economic progress and to the ultimate goal of poverty 
reduction.  To date, although the Window II fundi ng has been provided with a certain degree of 
                                                     
 
1 Appendix D: Preliminary Secondary Analysis – Understanding the Assumptions and Setting the 
Context. WT/IFSC/6/Rev.2 
Página 10  
 
 earmarking, this donor preference does not appear to  inhibit the fund’s ability to support individual 
projects.   Donors are more cognizant of the need to work coope ratively, to avoid duplication, and to maximize 
synergies across projects to make the limited resources,  that are available, work more effectively and 
efficiently. The question of who, or what organiza tion, should be responsible  for donor coordination, 
remains unanswered. In an LDC-owned initiative, w ith clearly identified priorities and a quantified 
action plan, including “bankable” projects, with clea rly defined and measurable  goals and objectives, 
the LDC partner can, and should, assume this coordinating role.  Mainstreaming Trade  
Due to the “mainstreaming” objective, which was a dded in the revamping exercise, trade is being 
recognized increasingly, at the donor and agency level, for its potential to contribute positively to economic growth and to poverty reduction. At the le vel of the beneficiary country (LDC), the goal of 
integrating trade into national development plans a nd poverty reduction strategies has yet to be fully 
embraced, although some progress is evident, given that selected countries have or are planning to 
incorporate trade-related goals and objectives into  their National Development Plans or Poverty 
Reduction Strategies.  A by-product of national acceptance of mainstreaming trade would be increased policy integration among ministries and gov ernment-wide support for implementation of the 
IF.  
 
However, even in countries where mainstreaming has been adopted and accepted, the IF and trade 
must still compete, for priority attention, against a number of other sectors identified within National 
Development Plans or Poverty Re duction Strategy Papers (PRSP).  The sectors include health, 
education, water, roads and other basic infrastruct ure needs. It should be noted, however, that the 
other sectors are consumers  of fiscal resources whereas theoretically, trade is a producer  of fiscal 
resources and capable of producing social benef its through employment, which leads to poverty 
reduction.  Additionally, the Development Plans and PRSPs them selves frequently contain a large and varied list 
of identified needs and include a significant number of  issues and actions to be addressed on a priority 
basis. Without strong and effec tive leadership and highly effectiv e communication skills by the IF 
Focal Point and other proponents of IF within the country and its Government, it may be difficult to solve this competitive reality.   A review of National Development Plans, PRSPs or DTIS studies and the resulting documents from 
several countries indicate that frequently they are complex, holistic documents. They contain lengthy 
and onerous lists of "things that must be done", an d theoretical solutions predominate. Concrete and 
practical recommendations on how to prioritize issues and address specific problems are often in short supply. Despite these interdependencies, individual  problems and issues must be tackled and solved 
sequentially one at a time.  A practical approach, that provides solutions for individual issues, is 
warranted. 
 
This approach implies the need to  prioritize issues, set goals and objectives with measurable outcomes 
coupled with a strategic document that spells out th e "destination" each individual activity is trying to 
reach, and by when. These strategic targets are requi red before the identification of the ways and 
means to get there (Action Plan) can be enumer ated. Those countries that have experienced the 
greatest progress under the IF have identified and pr ioritized issues and have developed initiatives and 
specific projects to target priority problems sequen tially one at a time. In short the IF would benefit 
greatly from a Results-based Management  (RBM) approach.  
  WT/IFSC/6/Rev.2 
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 There remains a tendency, in some quarters, to assume a direct cause and effect link between trade 
and poverty reduction. The evidence, as outlined in  the discussion in Annex D, demonstrates that 
while increased trade can have an impact on povert y reduction, this is mediated through several 
important channels, factors, policies and practices.  While it is possible to identify countries where IF 
is more likely to produce greater outcomes, it is the local leadership within each of the partners that 
remains the single most critical factor.   Even if all conditions are ripe for success, without the right 
sustained leadership little will be accomplished.  
The Diagnostic Trade Integration Study Process 
 
The Diagnostic Trade Integration Study (DTIS) pr ocess has made progress and continues to evolve as 
partners are learning from the experience gained in a given situation to make future improvements.  
 Many earlier DTIS were voluminous documents h eavily concentrated on the macro-economic policy 
overview of the country, with much less focus on micro-economic conditions and the identification of 
specific trade related issues and opportunities. The DTIS process was seen by many, especially within 
agencies, as a multi-purpose process with a much br oader focus than as the basis for developing a 
well defined action plan addressing issues specific to the goals and objectives of the IF.   Successive Diagnostic Trade Integration Studies (DTI S) are improving in terms of focus, precision 
and the identification and prioritization of issues. Th e DTIS process appears to be moving closer to its 
originally intended purpose of providing countries with a tool to determine their current status and to 
identify trade related issues and opportunities. The expansion of the process to include the 
development of an “Action Plan Matrix” and to lay out a recommended process for stakeholder consultation is a positive development.   
Many reports focus heavily on priority sectors as the key to export  growth with little attention being 
paid to exporter  support and development. Experience in  many countries suggests that “Good 
Exporters” tend to succeed regardless of the sector to which they belong, whereas poorly motivated 
and ill-prepared exporters fail, regardless of th e sector of the economy to which they belong. 
Leadership, ownership and active participation in the DTIS process by the LDC partner has improved 
marginally but only in selected countries. 
 
The Country Selection Process 
 
The country selection process has received criticism for not being transparent, fair and predictable. A 
refined and clearly defined DTIS-Lite  process and the resulting analysis document could serve as a 
key evaluation tool in the assessment process for de termining the eligibility or readiness of the LDC 
partners and the LDC country to participate in the IF process. An assessment of the likelihood of 
successful implementation of the IF, based on p ast performance related to economic and human 
development and governance factors (Refer to A nnex D), represents another valuable tool.  
 A refined and more clearly defined DTIS analysis, an assessment of leadersh ip capacity, coupled with 
the assessment noted above, would provide the IF with  a transparent and consistent decision making 
tool with which to assess a country’s preparedn ess for admission to the IF. Clearly established 
guidelines and measurement criteria to be used in  the above mentioned process would allow the LDC 
applicants to judge their own readiness to join the IF and would provide clearly defined goals and objectives for countries wanting to participate.  
 WT/IFSC/6/Rev.2 
Página 12  
 
 Integrated Framework Management 
 
Currently there are two governing and managerial  bodies, namely the IF Steering Committee (IFSC) 
and the IF Working Group (IFWG), both of which are supported in their activities and deliberations 
by the IF Secretariat. The IF Trust Fund is administered by the UNDP. 
 
The IFSC comprises representatives from the three partne rs in the IF, with part icipation open to any 
member or representative of the three partners. Th e IFSC oversees the broad policy and contextual 
issues for the IF, while the IFWG is responsible for dealing with specific issues including day-to-day 
operations and approvals, including pr oject approval within the IF Trust Fund. The IFWG, chaired by 
a WTO official, comprises six representatives, one ea ch from the six core agencies, an observer from 
OECD, two LDC representatives and two donor representatives.   Both the IFSC and the IFWG can take some credit fo r the IF progress to date, although there is some 
suggestion that the IFWG, in particular, is somewhat cumbersome and slow making decisions even on 
routine matters. The IF Secretariat is providing th e necessary logistical support to the IF management 
and the evidence suggests that meeting the administ rative needs of the IF is taxing their limited 
resources. The speed with which IF Trust Funds ar e disbursed, even after approval, has also been 
raised as an issue.  
The IF Trust Funds  
 The Trust Fund serves an essential purpose, and, potentia lly, can play an importa nt role in definitively 
mainstreaming trade into PRSPs, translating country Action Plan Matr ices into prioritized, 
indicatively costed project proposals for considera tion in LDC/donor fora, and implementing ‘quick 
win’ technical assistance based projects. While pro cedures seem somewhat heavy, it is premature to 
recommend changes. The level of awareness, especial ly by LDC focal points and other stakeholders, 
is very low, suggesting that action should be taken to provide particip ants with sufficient information. 
 
Progress Summary 
 
In summary, while progress has been ac hieved in most areas, much of  the progress has been made in 
the planning stage and at the managerial level, or  at the centre within agencies and donors. In many 
LDCs the IF made progress with an initial burst of  activity in the analysis and planning stage. 
However, in many cases the outputs of the process became an end, not a beginning, and the process 
has stalled. This evaluation has identified key issu es that should be addressed on a priority basis.  
 The Issues  
The IF approach necessitates a change by a ll three Partners in planning, programming and 
implementation. The most critical and challenging factor is that the successful implementation of the Integrated Framework requires a change in thinking on the part of institutions and individuals at all 
levels. Adapting to a new approach and new thinking  will require a concentrated effort by all.  
 
In light of these facts, the need for an agreed to set of overriding IF principles and guidelines that 
define the impacts , outcomes  and outputs  expected from the implementation of the IF would appear to 
be mandatory. The impact and outcomes, deve loped as measurable goals, would provide all 
participants with a clear understanding of the final destination, which IF is expected to reach, and 
when. It would assist in placing the responsibility fo r leadership and ownership onto the beneficiaries, 
thereby becoming a process truly owned and driven by the LDC countries. The impacts and outcomes, 
developed as measurable goals, would also help identify priority issues to be to addressed and 
outcomes required. They would provide a means to measure progress. In short, this would provide a “Roadmap to Success” within IF.   WT/IFSC/6/Rev.2 
 Página 13 
 
 
  
The Priority Issues   
 
IF has several facets, components and sub-sets, but the key issue impeding progress and the 
achievement of concrete measurable results is perception . It applies to all IF partners at all levels. 
Recent initiatives undertaken by the IF Working Group, aided by the Secretariat, suggest that  there is 
a degree of cognizance and an initial attempt to address the issue.    A second overriding issue, that is also impeding progress, especially at the LDC level, is capacity . 
Finally, management  is the third overriding issue deserving priority attention. Each issue is explored 
and remedial action recommended. 
 
The Perception Issue  
 
Perception is a complex issue with several facets that need  attention if the IF is to achieve its goals 
and objectives. The perception issue raises a number of questions including: What are IF’s measurable 
goals and objectives at the partner level and at the individual LDC level? What is IF’s sphere of 
influence? What issues are within the IF’s mandate ? What is the IF’s scope and coverage? What are 
the roles and responsibilities of the various organi zations within the partnership? What is IF’s 
relationship to other country development assistance?  What are the roles, re sponsibilities and duties of 
each organizational unit and individuals? Who is responsible for planning  and implementation?  
Where is leadership vested at the programme and country level? Who has ownership of the IF?  Who 
is responsible within the beneficiary country? Wh o is responsible for monitoring and evaluation? 
When does IF come into effect in a given country?  Although time and experience has somewhat diminished the effect, there remains a perception among 
many that the IF is or should be  a funding mechanism that would inject new funds into the system to 
undertake a wide range of development projects.  The WTO DOHA Ministerial Declaration on supply-
side constraints reinforced this perception.   The post DTIS action matrices in several countries incorporate priority areas or identify projects that go well beyond the scope of the normal trade related topics of policy, development, promotion, 
market access and facilitation.  
 There is a widely held perception that the IF, desp ite stated intentions to the contrary, remains an  
agency-developed and agency-driven exercise largely for their own benefit. The DTIS process has 
been cited as an illustration.  
 
The IF Working Group’s decision to hold a certain number of its future meetings in LDC countries 
suggests a degree of issue awareness and is a positive st ep forward in dealing with the leadership and 
ownership question.   Although agencies are committed to a cooperative effo rt and progress has been made in taking more 
coherent and consistent action, th e level of awareness on the part of  in-country staff to the existence 
of the IF remains very low. The incidence of inte r-agency meetings or other initiatives at the country 
level to discuss or review IF also seem negligible . The brochure currently under development through 
the Secretariat will help overcome this lack of awareness.  
However, the problem is more serious than a simple lack of awareness. There is a perception, that the 
IF is a secondary  initiative. In many cases local agency re presentatives see little reason to integrate 
the IF into their planned in-country activ ities, even on trade-related assistance.  
 WT/IFSC/6/Rev.2 
Página 14  
 
 This same perception exists among donor representativ es. There is strong evidence to indicate that 
organizations and individuals lack a clear understa nding of their IF roles and responsibilities. To 
progress, the IF must be “mainstreamed” into the wo rk plans for units and individuals throughout the 
IF operating structure. The mainstreaming of IF in to work plans needs to include measurable goals 
and objectives against which performance and progress can be measured. A Results-Based 
Management  (RBM) approach, being recommended in this  evaluation, should be implemented to 
address this issue.  The variation in programming cycles between agenci es and at the donor level further compounds the 
problem. The ability to synchronize the IF action plan with the programming cycle of particular 
agencies presents a challenge. Some donors are wo rking on 5-year planning cycles and others are 
planning regional or targeted assistance programmes that directly relate to the overall goals and 
objectives of the IF, but because of timing and/ or regional approaches these are difficult to 
incorporate, or even consider in developing a clear ly defined IF action plan for individual beneficiary 
countries. The lack of a clear understanding of the scope and coverage of th e IF, and when it takes 
effect, is very much in evidence.  
 Donors, during the roundtable prioritization process, were handpicking “projects of interest to them”. 
As well, one donor representative opined that they had a trade related project ready for implementation, but even though it might address one of the IF priority issues, it fell outside the 
purview of the IF because it had been conceived before  the roundtable i.e. before IF came into effect! 
 
Programme content and project design for beneficiary countries needs to be re-examined in relation to 
the ownership and leadership goals established for the IF.   The perceptions surrounding donor coordination  are varied, ranging from an agency responsibility, to 
donors to the government of the beneficiary country. It can be argued that with leadership and 
ownership firmly established, the Government of the beneficiary country should coordinate donors. 
This argument can be supported by results in the countries achieving the most success under IF. If the 
country has assumed ownership and leadership of IF, the action plan has been prioritized with 
meaningful and measurable goals and objectives that lead to clearly defined projects to address priority issues, then the beneficiary LDC government s should, and are, assuming the responsibility for 
donor coordination. 
 
The Capacity Issue 
 
Most progress has been realized  in countries where government-wide policy supports IF, combined 
with IF Focal point leadership, utilizing str ong support mechanisms and infrastructure.  
 The IF and trade  must compete for attention against a number of other sectors within development 
plans or poverty reduction strategies, which mak es strong leadership and effective communication 
skills on the part of IF Focal Points and other proponents of IF essential.   
A review of these realities clearly id entifies the need for highly motivat ed and capable IF leaders with 
complementary support facilities and mechanisms. The progress to date within many of the 
beneficiary countries strongly supports the view that  early action is required to address the capacity 
and resource needs to manage and implement th e Integrated Framework itself, even before 
implementation of any recommended actions or projects emanating from the process.  
 
Minor recognition of the problem exists as the UNDP launched a modest programme (nominally 
$35,000. per country) to address some of the very basi c physical needs of the IF  Focal Points, such as 
office equipment.    WT/IFSC/6/Rev.2 
 Página 15 
 
 
 A comprehensive review, which is beyond the scope of  this evaluation, should be undertaken to assess 
specific capacity needs in each country. A Capa city Development Programme to address both 
physical and human resource capacity needs within beneficiary countries (LDCs) would be highly beneficial and would contribute greatly to future progress.   
The evidence also indicates that in-country agency staff, and in many cases donor representatives, 
especially those in a Lead Donor/Facilitator role, would benefit from participation in a capacity 
development programme. The skill development needs fo r this group, in addition to a more in-depth 
understanding of the goals and objectives of the IF, include mentoring and coaching skills plus 
process management skills related to the ne w way of “doing business” under the IF.  
 
In the case of human resource capacity building, the Capacity Development Programme  should 
include a skills assessment and needs identifi cation, plus a Skills Development Component 
incorporating three sp ecific modules as follows: 
 
(1) a core competency  training module,  
(2)  a customized complementary initial training module designed to address specific needs  and  
(3) and an orientation to Action Learning .  
 In addition, at the LDC, core agency and donor  levels, it would be very helpful to address the 
development of personal skills, such as: (a) mana ging self, (b) communicating, (c) managing people 
and tasks, and (d) mobilizing innovation and change.
2 For a detailed review of human resource 
capacity needs assessment and the Skills Devel opment Component, please refer to Appendix G.  
 
The Management Issue 
 
IF is a complex issue, encompassing the six agencies, one observer organization, a host of donors and 
some nineteen countries, each w ith its own unique situation, capaci ty and potential from an economic, 
political and resource availability perspective. Ther e is also a degree of international pressure to 
expand participation to incl ude additional countries at the earliest possible moment.  
 As a result, the challenges of managing such a ma mmoth undertaking are enormous, given the current 
circumstances and the issues identified by this evaluation.  
 
The IF Management Committees 
 
The IF Steering Committee  should remain as a high-level policy review and policy setting 
organization. The current Chairman of the Steer ing Committee has been effective and has made a 
valuable contribution, as he appears to perform the functions of Chairman in an unbiased manner, 
acting more as a personal supporter of the IF than as the Ambassa dor from a developed country. Early 
identification of potential candidates, to allow for a reasonable overlap period and a smooth transition, 
would seem appropriate.  
The IF Working Group  has certainly contributed to the progress made to date, but the group is large, 
especially in relation to its role of managing the da y-to-day operations of the IF, including approval of 
the projects under the IF Trust Funds. Streamlining the operations of the IF Working Group would be 
appropriate.  
                                                     
 
2 The concepts are described in: Fredrick T.  Evers, James C. Rush and Iris Berdrow. The Bases of 
Competence: Skills for Lifelong Learning and Productivity . San Francisco: Jossey-Bass Publishers, 1998, 273 
pp. WT/IFSC/6/Rev.2 
Página 16  
 
 A working group structure comprising seven persons would contribute to increasing effectiveness and 
efficiency.
3 As well, a consultative process, to ensure  that the Group represent the collective views 
and the position of the “partner” would be essential and beneficial to the effective management and 
overall improvement of the IF. The establishment of the consultative pro cess within the agencies 
would contribute further to the progress made to date  in developing a coherent  and consistent action 
plan. The establishment of the consultative pro cess by the Donor representatives would improve 
awareness, buy-in and could increase the level of co mmitment within the current roster and perhaps 
attract a larger community of bilateral donors committed to the IF process.  
1. Background 
This report presents the findings of the Evaluation of the Revamped Integrated Framework for Trade 
Related Technical Assistance to the Least Developed Countries . The timing of the Report was 
designed to coincide with the Fifth Ministerial Meeting of the World Trade Organization  (WTO) in 
Cancún, Mexico in September 2003.The Capra-TFOC Consortium  (Capra International Inc. and 
Trade Facilitation Office Canada) was notified on May 8, 2003 that it had been selected to undertake 
the evaluation. Due to the short timeframe that is  available to undertake the task, the originally 
proposed team of four consultants was subsequently  expanded to six, excluding advisory, research 
and logistics support through the home office.  
The Purpose of the Evaluation 
 
The purpose of the Evaluation is to assess the effectiveness of the Integrated Framework , (1) as a 
mechanism to mainstream trade into development plans and/or poverty reduction strategies and (2) as 
a tool for using the Integrated Framework  to deliver trade-related technical assistance. In general, the 
evaluation of the Integrated Framework (IF)  focuses on the usefulness of  the overall concept, the 
extent of implementation of previous recomme ndations, as well as governance and funding issues. 
 
The Fundamental Objectives of the Evaluation 
 
In specific terms, the fundamental objectives of the redesigned IF are: (1) to use the IF as a 
mechanism to mainstream trade into development pl ans and/or poverty reduction strategies; and (2) to 
use the IF as a mechanism to deliv er trade-related technical assistance. To achieve these fundamental 
objectives, the implementation and follow-up to the Diagnostic Studies (DTIS) is critical, involving 
human, institutional and infrastructure capacity bui lding, as well as policy recommendations to enable 
the Least Developed Countries (LDC) to integrate into the world trading system and economy. In 
particular, the evaluation needs to assess and clarify the linkages  of the IF to the Poverty Reduction 
Strategy Paper (PRSP) process, development plans,  Consultative Group meetings and Round Tables.  
 
Our Specific goals for the Evaluation 
 
The goals of this current evaluation can be summarized as follows:  
• Review the many facets of the IF Programme, from the perspective of the various 
stakeholders with a vested interest in  the success of the programme, including the 
beneficiaries of the initiative, the delivery agencies and the donors who support the programme.  
 
• Review the objectives, the operations and th e delivery of the programme to identify: 
 
                                                     
 
3 For a detailed discussion see section 3.2.8.4 on governance.  WT/IFSC/6/Rev.2 
 Página 17 
 
 
 o those elements that are making the desired contribution to the goals of the 
programme; 
o shortfalls that require modi fication and/or improvement;  
o changes or additions to the programme th at could improve the effectiveness and 
efficiency of the programme;  
o techniques for improved programme management and delivery, such as an ongoing 
and dynamic monitoring and feedback system capable of providing early and continuous feedback to all parties on th e development, impl ementation and ongoing 
operation of the programme both at the programme and the country level.  
 
The primary goal of the evaluation is to make  recommendations that strive for continuous 
improvement in the implementation and results  achieved by the Integrated Framework. 
 
The Specific Objectives of the Evaluation 
 
The specific objectives of the evaluati on are to: (1) Assess (a) the impact
 of the IF in linking trade, 
development and poverty reduction, with sp ecial reference to the World Bank’s Poverty Reduction 
Strategy Paper (PRSP)  process, and (b) the effectiveness  of the IF as a model for trade capacity 
building, specifying lessons learned; (2) assess the impact  of the IF as a means of generating donor 
coordinated  support and sufficient funding to a gove rnment-owned trade capacity building 
programme; (3) review the roles and responsibilities  of agencies, donors and LDCs with a view to 
further clarifying the extent to which they have  implemented these roles and responsibilities under the 
revamped IF; (4) address the urgent challenge of a systematic and predictable implementation and 
follow-up process in the post-DTIS (i.e. post di agnostic studies); (5) assess the effectiveness  of the IF 
as a mechanism to deliver trade-related technical assistance, and exploring its potential as an instrument for addressing the supply-side constraints of the LDCs; and (6) formulate 
recommendations on all aspects of the Terms of Reference (TOR). 
 
Limitations 
 
The Evaluation is limited by the fact that the In tegrated Framework is relatively new and a precedent 
setting activity. Also countries have been brought in to the process at varying stages and under varying 
circumstances which is reflective in  part of the varying status of countries in the development and 
implementation of the IF.  From a logistics perspective, the evaluation suffe red not only from an extremely compressed initial 
timeframe of approximately 19 weeks from star t to finish, but in particular from country-
organizational and infrastructure-based limita tions, such as unannounced personnel changes, a 
frequent lack of access to effective telecommunicati on systems and the internet , as well as linguistic 
and cultural factors, that made planning for the ex ecution of the evaluation excruciatingly difficult. 
Due to the compressed timeframe and pre-existing co mmitments in certain participating countries, as 
well as IF related and other priorities of key informants, at times the limited awareness of IF-related contacts, and even the incidence of civil war in the case of Burundi, a fairly neat initial plan to 
conduct country visits had to be modified rep eatedly, and under extreme logistical planning 
conditions attributable to limited flight availability , flight delays and flight cancellations. In that 
context, the Team gratefully acknowledges the ti mely interventions of core agency and donor 
personnel both to help establish communications where these seemed to be non-existent and to find 
other logistical solutions.  
  
To a certain extent the evaluation was carried out on a “moving target”, as there has been an increased 
level of activity recently, and this represented a dded challenge for the evaluation team. Nonetheless, 
every effort was made to use as up-to-date inform ation as possible in undertaking and reporting on the 
status of the IF, both at the “aggregate level” and at the country level.  WT/IFSC/6/Rev.2 
Página 18  
 
  
2. Evaluation Issues 
In general terms
, the fundamental issues to be addressed in  the Evaluation are to determine: (1) the 
extent to which increased trade can be reasonably exp ected to contribute to poverty reduction in least 
developed countries; (2) which cond itions must exist to ensure that  increased trade will benefit the 
poor and will contribute to poverty reduction; (3) whether the Revamped Integrated Framework  is 
achieving its expected results of mainstreaming tr ade into development initiatives and facilitating the 
delivery of necessary technical assistance.   In that context, the results of the Evaluation will be used to determine to what extent the IF might be 
extended to other countries, and which changes, if a ny, might be required to make the functioning of 
the IF more effective and efficient.  In specific terms
, the issues addressed in this evaluation are:  
 
• Awareness of the IF : The level of awareness of the IF among stakeholders; 
• Understanding of IF : The extent to which the different “stakeholders” understand the 
objectives of the IF and their respective roles and responsibilities; 
• Expectations from IF : The expectations of different stakeholders from the IF; 
• Motivation to co-operate : The level of motivation and prepar ation of different stakeholders 
to co-operate; 
• Implementation of IF: Potential success factors and barriers to implementation of the IF; 
• Governance of IF : Adequacy of IF management structure; 
• Learning from IF experience : recommendations to improve the effectiveness of IF. 
 
3. Evaluation Approach and Findings 
This section describes (1) the Evaluation Methodology  and (2) the Findings, in accordance with the 
deliverables specified in the Evaluation Terms of Reference (TOR).   
 
3.1 Evaluation Methodology 
 
The evaluation methodology comprises four distin ct phases: (1) Planning for the evaluation; (2) 
Primary and Secondary Research; (3) Data Analysis; and (4) Recommendations. 
 
3.1.1 Planning for the Evaluation 
 
The planning for the evaluation involved both the Evaluation Team  members and the members of the 
Consortium’s Panel of Experts.  The outputs of this exercise were:  
 
• An Evaluation Framework, Logical Framework Analysis with Indicators (Annex A);  
• The identification of specific Evaluation Issues and Questions; 
• A Travel Plan; as well as  
• An overall Work Plan, using MsProject  software.   WT/IFSC/6/Rev.2 
 Página 19 
 
 
  
3.1.2 Primary and Secondary Research 
 3.1.2.1 Primary Research 
 The primary research has been carried out by means of four approaches: 
 
• Interviews with key stakeholders; 
• Specialty Group Sessions (e.g. National Steering Committees); 
• Focus Groups with homogeneous stakeholders; and  
• An invitational Survey.  
 Based on the premise that the IF is LDC-driven, the initial contact for in-country visits was made 
through the IF Focal Point. When required, s upport from in-country Agency representatives or the 
lead donor/facilitator was enlisted. In selected count ries, the local Chamber of Commerce played a 
facilitating role.  An integrated Discussion Guide, targeting the stakeholders within each of the three partner 
communities, i.e. the agencies, the donors and the beneficiary has been used to gather data on a 
consistent basis within each partner group. An in tegrated questionnaire has been used for the web 
based survey.   This approach enabled the team  to collect information about: 
 
• The level of awareness of the IF and its goals and objectives, 
• The degree to which a common understanding of the IF process exists within each of the three 
partner communities and, 
• The degree of progress including: 
o The capacity to develop and manage the IF process?  
o The level of national commitment within th e countries (Governments, NGO, the Private 
sector, and civil society etc.?  
o The extent to which participating countri es have demonstrated their commitment in 
terms of human resources, clearly defined goals and objectives, and/or legislative 
changes to develop action plans and implement the IF activities? 
• Effectiveness of coordination and coopera tion among the partners involved in IF. 
o The extent to which countries have integrated  trade into national development plans or 
poverty reduction strategies? 
o The role of the Lead Donor/Facilitator?  
o The extent to which a coordinating institutiona l structure exists (e.g. NSC, an IF unit 
within Government?  
o The degree to which IF partners (Coordi nating Agencies, LDC's, Donors) have 
identified and streamlined their procedures to facilitate the implementation of IF 
activities? 
• The perception of the different stakeholders concerning the IF as: 
o a mechanism to increase trade; 
o
 a mechanism to mainstream trade into PRSPs and/or development plans; 
o a model for providing technical assistance and capacity building; 
• The perception of stakeholders as to the strengt hs and weaknesses of the IF process including:  
o a vision or strategy;  
o capacity and infrastructure; 
o coordination between agencies; WT/IFSC/6/Rev.2 
Página 20  
 
 o coordination within LDCs; 
o LDCs’ needs;  
o funding; 
• Recommendations to help improve the effectiveness of the IF and/or to improve the 
implementation of the IF (from stakeholders point of view). 
 
Interviews . One-to-one interviews were held with ke y officials from the private sector and civil 
society, including academics.  Focus Groups . Homogeneous qualitative research focus groups , lasting up to two hours for each 
session, have been conducted, to the extent possibl e, with each of the foll owing stakeholder groups: 
(1) Government officials
; (2) a cross-section of Private sector  representatives, which could include 
associations, small and medium sized enterprises (SMEs), that are relevant to the IF programme); and (3) Civil Society
, including representatives of employee associations, academics, non-governmental 
agencies, etc.   
Each focus group, where possible included partic ipants, reflecting the diversity within each 
stakeholder category. The selection criteria for par ticipants in the focus group are summarized in 
Annex G: Focus Group Selection Criteria .  
 The Survey .  A cross section of representation from stake holders in each of the partner populations 
were asked to participate.  
 
The Evaluation Team, in collaboration with the Panel of Experts have developed the survey 
questionnaire, and executed it by means of the we b and administered by the Halifax office of Voxco , a 
specialty quantitative research firm.   3.1.2.2 Secondary Research  
 
Theoretical Framework 
 
The underlying theoretical framework for evaluating th e Integrated Framework is consistent with the 
assumptions made by the donors in the development community in terms of poverty interventions.  
Essentially there is a belief, as shown in the graphic below, that poverty will decline as a direct result 
of the level and extent of the im plementation of a funded intervention.
4  The critical factor in this 
framework is the caveat of “all factors being e qual” which recognizes that many things can and 
probably will go awry during implementation.   
Before addressing what some of these other factor s are it is essential to re cognize that they only 
become relevant when this underlying assumption is recognized as being valid.  This is important as 
this basic assumption is not questioned in the current evaluation.  It is used as the basis for framing 
the evaluation and these other factors are the focus of the evaluation activities. 
 
                                                     
 
4 It may be argued that donors do not make this assumption; however it logically must be made either 
implicitly or explicitly.  If donors do not make this assu mption then there is no justification for any funding for 
any intervention addressing poverty.    WT/IFSC/6/Rev.2 
 Página 21 
 
 
  
 
 
 
This overall framework rests on the further assumpti on that the social/economic interventions are 
inputs into a process that will ultimately lead to a re duction of poverty as an outcome.  However, this 
process is mediated through a large and varied nu mber of organizations, individuals, legal and 
economic systems, levels of fiscal capacity and so forth.  These factors can be essentially categorized 
as general (those which impact all programmatic in terventions) and specific (those which impact by 
virtue of the specific type of intervention select – e.g. trade, food subsidies, micro-economic initiatives, etc.).  Secondary Analysis focuses on General Factors  
Within the general category of factors there are three essential factors.  One is fiscal capacity, the 
second is the governance system in place, and the thir d is the base level of poverty.  Essentially the 
fiscal capacity assumption is that countries with higher levels of fiscal capacity will start with lower levels of poverty and further they would also  be positioned to best exploit economic based 
interventions.  The governance assumption is based on the relationship between political inclusiveness 
= greater social development and political exclus iveness = lack of social development for any 
intervention (as described in The Political Roots of Poverty
5).  These two contextual factors interact in 
that the effectiveness of fiscal capacity is dependent upon the effectiveness of the governance system.  
Where the governance system is poor there will be a higher level of poverty compared to a 
jurisdiction of equivalent fiscal capacity but good governance.6  
 In terms of operationalizing these factors within th e timeframe of this project, macro level assessment 
is all that is feasible.  The fiscal capacity an d poverty indicators will be taken from the Human 
Development Index particularly the per capita GDP as an indicator of fiscal capacity and the Human 
Poverty Index as the indicator of poverty. 
 
                                                     
 
 5 Bruce Bueno de Mesquita and Hilton L. Root in The National Interest  No. 68, Summer 2002 Issue. 
6  This has been used by the author as the framework for implementing the monitoring and evaluation 
approach to  the impact of decentra lization in Indonesia by the Ministry of Home Affairs as reported in 
http://www.gtzsfdm.or.id/documents/d ec_ind/newsletter/Newsletter41.pdf. Poverty  
Social/Economic Intervention(s) All other factors being equal, Poverty should 
decline as the level and extent of 
Social/Economic intervention increases.   Assumed Relationship Between Poverty And Social/Economic Intervention WT/IFSC/6/Rev.2 
Página 22  
 
 As an indicator of the quality of governance the World Bank has further developed an approach to 
measuring political inclusiveness/exclusiveness along the dimensions of:  
• Voice and Accountability  
• Political Stability and Absence of Violence  
• Government Effectiveness  
• Regulatory Quality  
• Rule of Law  
• Control of Corruption  
 
These factors will establish the general context and expectation for the success or lack of success of 
any specific intervention in alleviating poverty. 
 
Expected Results 
 Within the overall theoretical framework presented each country within the programme will be 
compared to all other Lesser Developed Countries and to each other in order to establish an 
expectation level.  If time permits, an historical an alysis will precede the current examination in order 
to develop a linear projection of changes in the hum an poverty index simply as a result of time.  This 
establishes the basis for determining the pot ential impacts attributable to the IF. 
 
In addition, criteria for selecting countries within the LDC with high probability of exploiting the IF 
in terms of addressing poverty alle viation will be developed as an aid to assist in future country 
selections.    
3.1.3 Data Analysis 
 
All of the qualitative data collected through the inte rviews, focus groups and speciality groups have 
been analyzed to identify key th emes, issues, and possible areas for improvement. The survey has 
been analysed using both bivariate and multivariate  techniques. The results from both the quantitative 
and qualitative research activities have  been integrated into the fina l report. Data gathered in the 
survey from LDCs have not been reported by coun try, due to small sample sizes, but have instead 
been reflected as global LDC perceptions  in the survey data analysis.   
 
3.1.4 Recommendations 
 
The recommendations flowing from the evaluation have  been embedded in the text where they first 
arise, identifying the party responsible for their consideration and action. The recommendations have 
also been listed separately in Section 5 of the Report. 
 
3.1.5 Report Structure 
 The report is structured in such a way that it can be used as an integrated whole or as free-standing 
parts on a country-by-country or issue by issue basis.  This feature is useful in follow-up with LDCs, 
core agencies or donors.  Each country report and other evaluated component contain the following units: 
 
1. Evaluation Context
. The evaluation context is defined in terms of estimated expected results, 
assumptions and risks, as set out in the Logical Framework Analysis  (Annex A). 
  WT/IFSC/6/Rev.2 
 Página 23 
 
 
 2. Evaluation Findings . The evaluation findings describe the results of documentary analysis, 
internet searches, interviews, group sessions, and data obtained through the electronic survey.  3. Significance of the Evaluation Findings
. This part describes IF problems or opportunities. 
 
4. Potential Adjustments. This part describ es approaches to solving identified problems or 
exploiting Opportunities.   5. Potential Impacts of Choices
. This part visualizes what will likely happen, if identified 
problems are solved or opportunities are exploited. 
 
6. Recommendations  
 
3.2 Evaluation Findings 
 
The Evaluation Findings are discussed under the follow ing broad headings: (1) the status of the first 
Integrated Framework First Review; (2) the status of the “old IF” five Round Table Countries7; (3) 
the status of the three pilot Revamped IF Countries8;  (4) the status of the eleven non-pilot countries9;  
(5) perceptions of the core agencies10; (6) perceptions of Donors; (7) perceptions of LDC 
stakeholders; (8) defined roles of agencies, donors, LDCs, as well as governance; (9) linkages to the 
existing development architecture (PRSP, Count ry Consultative Groups, Donor Round Tables); and 
(10 processes and procedures.      
 3.2.1 Status of the First IF Review  
 A. Summary Statement 
 A.1 Although well aware that the last review of the IF was undertaken during the first half of 
2000, the evaluation team did not undertake a revi ew of that evaluation until after the current 
evaluation methodology had been developed and im plemented, thereby avoiding the possibility of 
prejudicing the outcome of this review. We did, however, note the reference in the final report to the previous evaluation being undertaken under a tight timeframe. 
 
A.2 While many of the recommendations were a dopted and changes implemented to address the 
issue, even though in some cases the exact method or  action plan identified in the earlier evaluation 
were not followed, there remain a number of issue that reappear in this current evaluation, little 
changed.  
 3.2.1.1. Degree of Implementation of the Recommendations of the First Review 
 
A. Summary Statement 
 
A.1 A comparative analysis of the findings s uggests that many of the issues identified and 
recommendations made in the previous assessment have been either implemented or addressed and 
progress is noted. For example, the recommendation to prioritize and link IF into the overall 
                                                     
 
7 Bangladesh, Haiti, Uganda, The Gambia and Tanzania. 
8 Cambodia, Mauritania and Madagascar. 
9 Guinea, Malawi, Mali, Nepal, Senegal, Burundi, Djibouti, Ethiopia, Lesotho, Yemen and Eritrea, the 
latter being inactive at present. 
10 World Trade Organization (WTO), The World Bank (WB), International Monetary Fund (IMF), 
International Trade Centre (ITC), United Nations Conference for Trade and Development (UNCTAD), and the 
United Nations Development Program (UNDP).  WT/IFSC/6/Rev.2 
Página 24  
 
 development assistance  architecture was clearly adopted with the revamping of IF and the 
introduction of “mainstreaming” through the DTIS  instrument. The evidence suggests that, although 
not complete and perhaps not totally appreciated or being consistently applied by all IF participants, 
progress has been made as many countries have or ar e in the process of mainstreaming trade into their 
PRSPs.  The mainstreaming initiative appears to have  also had a positive effect on the level of donor 
moral and financial support for IF. 
 The DTIS process itself is an additio n to the IF, as a result of the re vamping exercise. Previously the 
Needs Assessment, as it was called, was prepared  under the guidance of ITC and with a much 
narrower Trade Related Technical Assistance  focus addressing trade development issues only. The 
addition of the mainstreaming concept in the reva mped IF necessitated a broadening of the assessment 
process as well. Given the added focus on the total development agenda, the DTIS process lead was 
assumed by the World Bank.   Hence a comparison of the former Needs Assessment and the current DTIS process
11 is not germane 
to the current evaluation, nor to analysing the de gree to which the recommenda tions from the previous 
evaluation were adopted or implemented. A new set of parameters, and a modified approach, 
demanded a new process.  A.2 Re-assigning the Secretariat function to the WT O to strengthen trade leadership has occurred, 
as have other changes in the governance structure. It  is interesting to note in the current evaluation 
that some concern is being expressed that the WT O-based Secretariat’s “development side” capacity 
may not be sufficient.  
 The former Inter-agency Working Group has been replaced by the IF Steering Committee and 
the IF Working Group. This appears to have 
improved the administration and management of the IF and provided a forum for both donors and LDC participants to participate. However, the 
management structure, especially the current composition of the IFWG, with six agency representatives plus OECD as an observer, 2 LD C representatives and 2 donor representatives, still 
perpetuates the perception that the IF  is an Agency-dominated process.  
 Fund management and allocation ch anges have occurred with the TRTF being administered by the 
UNDP and the recent creation of the Window II facility.   B. Significance of the Evaluation Findings  
 
B.1 The evidence suggests that while improvemen t have been made, especially on the policy and 
administration side, many of the issues in relation to perceptions, the drivers, country ownership, 
scope and coverage, and LDC capacity remain. The reco mmended effort to restrict IF to TA for trade-
related development, to support policy reform s, manpower and human resources development, 
customs reforms, institutional change and legal e nvironment reforms, not infrastructure, has not 
occurred and is very much a part of the problem of perceptions and expectations. The ministerial 
request to consider supply- side constraints,  without accompanying guidelines or criteria being 
established to define supply-side constraints a nd set the outer limits, has exacerbated the problem. 
 
                                                     
 
11 For a detailed discussion of the DTIS process please refer to section 3.2.10.3- Processes and 
Procedures for preparing the Diagnostic Trade In tegration Studies and the Quality of the DTIS. Survey Results: IF Revamp  
Forty-three per cent of LDC respondents 
believe that the post-IF Revamp changes in the IF management structure are effective. 
Source: Annex E, Question 32  WT/IFSC/6/Rev.2 
 Página 25 
 
 
 B.2 The perception that the IF is an Agency managed and owned process remains very well 
entrenched, as do the differing perceptions of what precisely the IF was designed to do. Finally, the 
capacity of LDC countries to manage this process, let alone the outcomes, is an issue that is inherent 
in the stated goal of a customer driven (LDC) process. The introduction of the lead donor/ 
facilitator concept has made and has the potential 
to make a positive contribution, although considerable thought has to be given about the donor facilitator’s role in each country.  
 
3.2.1.2 The Quality of the DTIS 
 
Evaluation Context 
 The findings are based on (1) survey country components, (2) a two-day country visit, as well as (3) a 
review of relevant available documents.  The evaluation was guided by applicable expected impact , outcome  and output  results, their 
corresponding performance measures, as well as associ ated assumptions and risks, as contained in the 
Logical Framework Analysis  (Annex A). Impact  is defined as a long-term result; outcome  as a 
medium-term result; and output  as a short-term result. Applicability  was determined in terms of its 
primary relation to IF governance and mana gement, as distinct from donor operations.  
 The following performance measures  were used to assess the quality of the DTIS: 
 
1.1.1.1 The degree to which IF country government s have completed their DTIS or needs analyses  
 1.1.1.2  The degree to which IF country governments ha ve linked their DTIS or needs analyses to 
national development plans and/or PRSPs  
 The following risk has been identified: 
 
R.10: DTIS and the associated Action Matrices may not fully reflect the considered views of LDC 
governments and stakeholders and may not provide  clear prioritization and guidance for further 
action.   A. Evaluation Findings 
 
A.1 Summary Statement 
 
A.1.1 The Diagnostic Trade Integration Study (DTIS) process has progressed and continues to 
evolve as partners are learning from the experience gained in a given situation to make future 
improvements. Successive DTISs are improving in term s of focus, precision and the identification and 
prioritization of issues. In addition successive DTIS  studies have, in recognition of the need under the 
revamped IF to mainstream trade into the Nationa l Development Plans or Poverty Reduction Strategy 
Papers (PRSP) process placed a degree of emphasis on addressing the links between trade, 
economic development and poverty. A 
significant number of countries have or are in the process of completing a DTIS. Even a member of the original Round Table Countries has decided to use a DTIS like process for future planning.   
Survey Results: DTIS 
LDC respondents were almost unanimous (73% 
strongly agreed and 19% agreed moderately) that 
the DTIS can provide a roadmap for countries to address goals and objectives relative to trade and 
their participation in the world economy. Similarly, 
65% strongly agreed and 19% agreed moderately that the DTIS can provide a vehicle to identify 
Trade-Related Technical Assistance (TRTA) 
Source: Annex E, Questions 16 and 17 Survey Results: IF Revamp Mixed View 
Less than half (43%) of the LDC respondents 
believe that the post-IF Revamp changes in the IF 
management structure are effective . 
Source: Annex E, Question 32 WT/IFSC/6/Rev.2 
Página 26  
 
  
These improvements not withstanding, there is a perception among many, especially within the LDC 
community that the agency (in most cases the Wo rld Bank) is not only leading the process but has 
ownership of the process as well. This perception which appears to closely mirror reality while being efficient from a task completion perspective ma y not be contributing to the development of 
ownership, leadership and buy-in on the part of th e LDCs an element that appears to be fundamental 
to the ultimate success of the IF process.   
A.2 Survey Results 
 In general, the survey results support the theory and belief by many in the LDC community that the 
DTIS process can provide current status inform ation, identify issues and problems and act as a 
roadmap for addressing trade related issues. The su rvey results also support the existence of the 
perception issue referenced above. The results poi nt to a very strong conviction on the part of 
individuals from all three partner communities that country ownership of the IF process is paramount.  
[See Annex E, Questions 13, 14, 15, 16 and 17]. 
 In particular, 51% of LDC responde nts were aware of the existen ce of DTIS; 69% reported that a 
DTIS has been completed; 44% strongly agreed and a further 44% agreed moderately that DTIS can 
meet their country’s needs in identifying trade-re lated issues; 73% strongly agreed and 19% agreed 
moderately that the DTIS can provide a roadma p to address their country’s goals and objectives 
relative to trade and their participation in th e world economy; and 65% strongly agreed and 19% 
agreed moderately that the DTIS can provide a vehi cle to identify Trade-related Technical Assistance 
(TRTA) needs. 
 
A.3  Interview Results. 
 
A.3.1 During the course of this evaluation, inte rviews and focus groups discussions were conducted 
with a significant number of people from all three partner communities and similar strengths and weaknesses of the DTIS process were expressed by all three groups.  A.3.2 Many of the earlier DTISs were voluminous documents heavily concentrated on the macro-
economic policy overview of the country with much  less focus on micro-economic conditions and the 
identification of specific trade related issues and opportunities. The DTIS process was seen by many, 
especially within agencies, as a mu lti-purpose process with a much broa der focus than as the basis for 
developing a well defined action plan addressing issu es specific to the goals and objectives of the IF.  
 
A.3.3 The DTIS process appears to be moving closer to its original intended purpose of providing 
countries with a tool to determine their current status and to identify trade related issues and 
opportunities plus identify the linkage between trade and poverty reduction.  The role trade can play 
in reducing poverty however  is not universally accepted within th e IF partners and certainly within 
segments of civil society.    
The inclusion of an “Action Plan Matrix” is  a positive development esp ecially the accompanying 
prioritization exercise. However, a review of a number of the resulting documents indicates that 
frequently they are complex and still contain lengthy lists  of "things that must be done".  It is evident 
that no one issue stands alone but is linked to a host of other issues and problems. Despite the 
interdependency, there is a need to recognize that individual problems must be solved sequentially 
one at a time,  underscoring the need to  develop an action plan to address a manageable list of priority 
projects.  If the LDC country , with the mentoring and assistance of the agencies and the lead donor/facilitator 
develops an action plan with identified projects to address priority needs , the LDC will have a  WT/IFSC/6/Rev.2 
 Página 27 
 
 
 "funding request package" that can be presented to donors  for consideration. A good funding 
request package will most likely attract donor support.  
 
A.3.4 Many of the DTIS reports and the altern ative process used by several of the Round Table 
Countries focus heavily on priority sectors as the key to export growth. Little attention is paid to 
“exporter” support and development. Experience in  many countries suggests that “Good Exporters” 
tend to succeed regardless of the sector to wh ich they belong whereas poorly motivated and ill 
prepared exporters fail regardless of the sector of the economy to which they belong.   
B. Significance of the Evaluation Findings 
 The DTIS process has made progress and is more fo cused on the needs of the IF process. However, 
the DTIS is widely perceived as being an agency owned, managed and driven exercise with only lip 
service being paid to LDC ownership and leadership . The perception to a large extent appears to 
reflect reality as the TORS are often set using a standard set of World Bank TORS, a team of 
international consultants led by the World Bank d escend on the country to produce the study which is 
then reviewed by World Bank and other agency staff at their headquarters, before being presented to 
the LDC for review. The round table discussion of th e report is also usually held at an agency 
headquarters location.  The evidence suggests that a simplified DTIS or “D TIS Lite” as it is referred to in some quarters 
could be used to provide a preliminary review of th e trade status and issues to be used as one of the 
evaluation tools to determine the readiness of new po tential participants in the IF. (See section 3.2.10 
on country selection criteria).  
C. Potential Adjustments 
 
Adjust the DTIS process to be more LDC driven an d managed with the agency role shifting more to 
one of mentoring, providing advice and assistance and coaching the LDC IF team in the DTIS process.   Encourage DTIS developers to focus some a ttention on exporter development as well as export 
development. 
 
D. Potential Impact of the Choices 
 
Would contribute greatly to making the IF a “cust omer driven” and owned process, assuring buy-in. 
The approach, while it would take longer and margin ally increase the cost, would afford an excellent 
opportunity for capacity building not only for the IF Team but also help develop local consultants for 
the future.  Would recognize that the capacity and capability of the exporter plays a significant role in improving 
export performance. 
 
E.  Recommendations 
 
1. The IFSC issue guidelines for DTIS process operation that would modify the approach to one of mentoring, assisting and coaching the LDC- IF te am to develop their DTIS study and action plan 
matrix. [Selected recommendation # 1 ]  
   2. The Agency staff, responsible for the DTIS process, encourage DTIS developers to give 
consideration to exporter development in assessing LDC needs.  WT/IFSC/6/Rev.2 
Página 28  
 
  
3.2.2 Status of the Five Round Table Countries 
 
Evaluation Context 
 The findings are based on (1) survey country components, (2) a two-day country visit, as well as (3) a 
review of relevant available documents.  The evaluation was guided by rele vant and appropriate expected impact , outcome  and output  results, 
their corresponding performance measures, as well as  associated assumptions and risks, as contained 
in the Logical Framework Analysis  (Annex A). Impact  is defined as a long-term result; outcome  as a 
medium-term result; and output  as a short-term result.  Relevancy  was assessed in terms of the 
applicability of the results and their performance m easures to LDCs, as distin ct from core agencies 
and donors. Appropriateness  was assessed in terms of the ex tent to which the results and 
corresponding performance measures could reasonabl e be expected at the present time, given an 
LDC’s experience with IF and its degree of IF de velopment. The two judgmen ts about relevancy and 
appropriateness underlie the Summary Tables contained in 3.3.2.6.  
 The following assumptions  were made: 
 Impact-related Assumptions
 
 
A.2 LDCs will maintain IF as a priority in their national development strategy 
A.4 LDC governments are committed to good govern ance and to the creation of an open and 
stable   business environment 
A.5 Low income populations (men and women)  are targets of trade related activities 
 
Outcome-related Assumptions  
 A.6 LDC policy, leadership and direction support the inclusion of trade in national development 
plans and/or PRSPs    
A.7 Donors are willing to align their priorities to the LDC stated priorities (LDC point of view) 
A.8 LDCs are able to translate policy prescriptions into actionable projects 
A.9 Political expectations for support from civil society are realistic A.10 LDC governments choose to promote broa dly based economic activities involving both 
labour and capital intensive projects to increase export-based revenues 
A.11 Business and trade support services for urba n and rural exporters meet the needs of 
businesses, including exporters 
A.12 Business and trade support services are bei ng delivered by public and private service 
providers 
A.13 Senior LDC leadership and direction in po licy matters are provided to support trade as a 
priority 
A.14 LDC governments are committed to enhance human resource capacity, as required, to 
implement trade-related priorities 
A.15 LDC governments are committed to ensuri ng that the necessary resources (human and 
financial) are available to implement trade-related priorities 
A.17 LDC governments and IF structures are fully committed to a common results based approach 
 
Output-related Assumptions
 
 A.21 The senior LDC leadership sustai ns commitment, support and interest 
A.22 The Focal Point is effective, acting as lead er, co-ordinator, clearinghouse for information and 
views in the implementation of the IF  WT/IFSC/6/Rev.2 
 Página 29 
 
 
 A.23 All LDC stakeholder groups are actively involved in the design, implementation, and 
monitoring of IF activities 
A.24 Local funding is available to support IF activ ities (including organizational changes) to which 
the LDC has committed 
A.25   LDC governments will undertake necessary orga nizational changes to support IF planning and 
implementation activities 
A.26   Donor country plans for IF countries make provi sion to support priority IF activities, especially 
those included in PRSP's 
 The following risks  were identified: 
 
Impact-related risks
: 
R.1 LDC exports are at risk, unless a more supporti ve trade environment is created, and improved 
market access is achieved 
 
Outcome-related risks : 
R.2 Core agency, donor, and LDC IF related objectives conflict, or are not sufficiently 
harmonized (LDC point of view) 
 Output-related risks
: 
R.7 Communication with stakeholders is insufficient to assure effective buy-in 
R.8 Execution of the projects might be at risk, if there is insufficient continuity and succession 
planning at the country level 
R.9 Absorptive capacity within LDCs lags th e potential implementation pace of IF initiatives 
R.10  DTIS and the associated Action Matrices may not fully reflect the considered views of LDC 
governments and stakeholders and may not pr ovide clear prioritization and guidance for 
further action. 
 
Evaluation Constraints  
 
The primary constraint was the extremely short tim eline from contract notification to final report 
delivery, of only about 19 weeks. Due to this f actor, certain functions needed to be executed in 
parallel that might have been executed more effectiv ely in sequence. This time pressure also impacted 
on the logistics of organizing country visits, which, in certain cases, ha d to be undertaken at times that 
were inconvenient to the LDCs. The degree of par ticipation in the time-compressed electronic survey 
was reduced, in part, due to vacation l eaves of many potential participants.  
 WT/IFSC/6/Rev.2 
Página 30  
 
 3.2.2.1 Bangladesh: Round Table Country Status Report 
 
A. Evaluation Findings 
 A.1 Summary Statement 
 
A.1.1 The Government of Bangladesh has an In terim PRSP dated March 2003 and while economic 
development and a conducive business environment are mentioned, there is little direct reference to 
trade other than in the manufacturing and agricu lture sectoral discussions. Despite this there are 
indications that the GOB may consider trade de velopment essential for economic growth and poverty 
reduction as the commitment was included in th e Programme of Action 2001-2010 presented to the 
Third UN Conference on LDCs in May 2001.   A.1.2 The IF is supported by the Ministry of Commerce (MOC), an IF focal point and an IF 
Steering Committee (NSC equivalent). As Banglad esh is one of the Five Round Table Countries 
which are not covered under the “revamped” IF, a DT IS has yet to be carried out although Bangladesh 
did receive the Window I funding approval of $3 00K in 2002. These funds have been used for 
“Marketing Skills Development Scheme for L eather Sector in Bangladesh” Project.  
 A.1.3 A Round Table Meeting (RTM) held in June  1999 raised the level of IF awareness and 
resulted in a list of 11 high priority projects. Despite this, a DTIS process including a broad cross 
section of stakeholders is under consideration as it  could clarify priorities and strengthen the link 
between the IF, trade and the final PRSP.  
A.2 Survey Results 
 Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 A.3.1 Interviews and focus group discussions were undertaken with government officials (Finance 
and MOC), the private sector (Chamber of Commerce) and Civil Society (academics, a social think tank and a research group). While views varied, most seemed to feel IF could improve trade, and trade 
could lead to poverty reduction.   
A.3.2 The 1999 Round Table Meeting was led by the Ministry of Comme rce (MOC) representing 
the GOB and included representatives from the co re agencies, the private sector, civil society 
organizations and independent e xperts. Following the workshop MOC, in conjunction with the 
steering committee and with assistance from independent experts, prepared a draft document for the country’s development partners. The document identified 28 priority projects to address TRTA needs 
and over time through input from various minist ries, the private sector and the Chamber of 
Commerce, the list expanded to 42 projects.  
 A.3.3 The MOC took the initiative and pared the list down to 11 high priority projects  which 
include: strengthening capacities of the Ministry of  Agriculture, spices and condiment research and 
monitoring of production, produc t development and market divers ification initiatives for garment 
industry, establishment of a fashion institute fo r the sector and establishing a network between the 
Chamber of commerce and associations.     A.3.4 The IF Marketing Skills Development proj ect, which began in September, 2002 has been 
funded and implemented jointly by ITC and Th e Dacca Chamber of Commerce and Industry. The  WT/IFSC/6/Rev.2 
 Página 31 
 
 
 project is designed to implement a comprehensiv e survey and research activities for the leather 
industries to identify Strengths Weaknesses Opportu nities and Threats (SWOT). Although the project 
is ongoing, the evidence suggests that concrete measu rable results have yet to materialize and the 
project remains in the analysis and planning stage.  
A.3.5 TRTA types of projects, often related to trade policy, have been supported and implemented 
by a number of bilateral donors and the Asian De velopment Bank. The WB assistance for the next 
two years will focus on export development and co mpetitiveness, state-owned enterprises and banking 
reforms, as well as in the customs administration,  power, road, agriculture, education and health 
fields. The extent to which all these assistance pr ojects are complementary is an open question. 
 
A.3.6 Public sector participants suggested that supply side constraints and trade negotiating skills 
were key issues. They also raised the Technical Assistance and Capacity Development (TACD) work 
being done by WTO, suggesting it should be exte nded beyond yearly activities. Bangladesh is well 
engaged in the WTO process as they hosted the Second LDC Trade Ministers’ Meeting to exchange 
ideas and coordinate views to reach a common position for LDCs at the forthcoming Fifth WTO 
Ministerial Meeting; hence the focus on trade polic y and trade negotiations in the need assessment. 
 A.3.7 The private sector supported IF in principl e and indicated that the Chambers of Commerce 
could also use TRTA (hence one of the 11 priority pr ojects). The private sector also noted the need for 
in-country leadership and commitment plus the need  to overcome many other trade-related issues: 
human resource development, infrastructure fac ilities, improved governance, including the weak 
national institutional and administrative capabilities are considered as major supply-side constraints 
and as major challenges that threaten the country’s ability to promote international trade and diversify 
exports. Other supply side constraints identified: customs procedures and services, skill and professional upgrading, trade information technology, un-diversified export basket and the quality of 
goods at competitive prices, under-developed trade f acilitation services, un-diversified industrial base, 
inadequate infrastructure facilities (port and roads,  power generation and telecommunication system). 
 A.3.8 Although not well informed nor involved in the IF process, civil society groups expressed support for the concepts and expressed a willingness to  be involved and to partner with the private 
sector.  B. Significance of the Evaluation Findings 
 
B.1.1 The Ministry of Commerce has established the IF Steering Committee (NSC equivalent) with  
representatives from Ministries and agencies, the priv ate sector and independent experts to tackle 
trade issues emerging from the international agenda. The addition of a broader range of stakeholders 
including civil society could strengthen the NSC and the buy-in of participants to the IF process.    B.1.2 Although round tables were held in 1999 and so me priority projects were identified, a DTIS 
process including a broad cross section of stakeholders could still be beneficial to help add clarity to 
strategic trade related priorities. It could also delineate the trade policy issues separately from trade 
development and supply side concerns. The follow up action matrix could identify measurable goals 
and objectives and priority projects to address speci fic issues or problems. A clearly defined action 
plan might also assist in targeting, attracting a nd better focusing both bila teral and multi-lateral donor 
support.  
B.1.3 Although a number of  bilateral donors are active in the country as are two of the IF core 
agencies and the ADB, the eviden ce suggests that donor activities are not highly coordinated. 
 B.1.4 The leather sector project is ongoing, but it seems to have reached a plateau. Perhaps stakeholders have lost sight of the goals and obj ectives and the desired outcomes from the project.  WT/IFSC/6/Rev.2 
Página 32  
 
  
C.  Potential Adjustments  
C.1.1 While progress had been made with the IF, it has slowed and seems somewhat hampered by a 
need for clarification. As well, the IF project in  support of the leather sector has appeared to lose 
momentum after the initial “study stage”.  
 C.1.2 The government commitment to mainstreaming trade seems assured but the need to prioritize 
and balance the effort targeted towards trade policy (trade negotia tions) and trade development would 
seem appropriate. 
 
C.1.3 Although trade appears to be recognized as an important driver of economic growth that 
could benefit overall development, the degree to whic h trade receives attention within the final PRSP 
is critical.   
C.1.4 In lieu of the number of donors active in the country, the appointment of a lead 
donor/facilitator could facilitate the development of concrete plans and assisting with donor 
coordination.  
 
D. Potential Impacts of the Choices  
D.1.1 Failure to at least review and reassess the issues above will likely result in the IF process 
continuing to move slowly and the lengthy list of  issues requiring attention will remain unchanged. 
 
E. Recommendations 
 It is recommended that: 
 1. Efforts be made to identify and encourage an  active mentoring or assistance role by a Lead 
donor/ facilitator.  [Selected recommendation # 2 ]  
 2. The NRC (Bangladesh steering committee) e xpand its participation to include additional 
stakeholder representation. 
 3. The government in conjunction with the IF Focal point and the assist ance of the local core 
agency representatives consider launching a DTIS process to reconfirm and refine priorities and 
increase the effort to have trade full y mainstreamed into the final PRSP.  [Selected recommendation # 
3 ] 
 
4. The IF Focal point take the lead and review  the IF leather sector project with a view to 
reconfirming its goals and objectives and obtaining agreement from key stakeholders as to the key 
milestones or measurable targets and develop a sp ecific action plan to move the project forward.  WT/IFSC/6/Rev.2 
 Página 33 
 
 
 3.2.2.2 Haiti:  Round Table Country Status Report 
 
A. Evaluation Findings 
 A.1  Summary Statement 
 
The IF is supported by the Minister of Trade a nd Industry (MTI), but the awareness level within the 
country and the government is generally low.  The IF Focal Point consists of one very dedicated 
individual who is well aware of the IF, but lacks both the financial and hum an resources to manage 
the process. Haiti, as one of the original five par ticipants, does not have a DTIS. However they have 
instituted a process in lieu of a DTIS, which includ es a Round Table held in May 2003. There is no 
PRSP in Haiti and trade does not appear to have b een formally mainstreamed into any national plan. 
 
A.2 Survey Results 
 Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interviews and Focus Group Results 
A.3.1  MTI has produced a draft document, which ou tlines the new orientation and strategy for 
International Trade. It recommends the following pr iorities to enhance trade:  identify new niche 
markets; select products and services and develop info rmation on targeted markets; assess and correct 
the obstacles to increased production; coordinate the action of all parties involved in the IF goals. This document flows from a round table held in May 2003,  which included participants from the private 
sector. 
 
A.3.2 The IF focal point consists of one highly  dedicated and motivated individual but working 
without the apparent financial and human resour ces to administer the process. Several respondents 
suggested that a fully resourced IF Focal Point was essential to facilitate progress.  
 A.3.3.3  Discussions held with agency, donor and regional development bank representatives plus 
donor sponsored project managers confirmed that there is a general lack of awareness among the 
entire group as to the existence of the IF, let alone  its goals and objectives. Even representatives with 
a clear poverty reduction mandate  were totally unaware.   
 A.3.3.4  To illustrate, the representative of the Inter-American Development Bank was unaware of the 
IF, but intrigued by the process and most supportive  of its goals. The IDB has developed a database 
for project level identification, concentrating on the Agriculture and Health Sectors. Although the 
development has been completed, IDB has been unsuccessful, to date, in getting the government 
(same ministry as the IF Focal Point) to take ownership of the database. As well, two project 
managers, funded by different donor s and engaged in virtually iden tical trade-related development 
projects for two different agriculture products were not  only unaware of the I F, but they were unaware 
of each other. 
 The $300,000 available from IF for DTIS, according to  the IF Focal Point is available to finance a 
pilot phase of the IF. It will be used to stru cture the IF, according to a paper entitled  “ Les 
Réalisations du Cadre Intégré ”. A  DTIS and action plan are anticipated in the document As is the 
formation of a public information campaign on the IF and a programme of training assistance at all 
levels.  
 WT/IFSC/6/Rev.2 
Página 34  
 
 B. Significance of the Evaluation Findings 
 
There is a serious lack of awareness, focal point  capacity, government-wide support and  leadership, 
which handicaps all IF-related efforts. Additionally, it is not clear that the integration of trade into 
development plans has been accepted as a valid  concept within the Haitian government.  
 
C. Potential Adjustments  
 
The necessary in-country elements, to adequately su pport the successful conclusion of the IF process 
into an actionable programme of activities do not app ear to be in place despite the dedication of those 
directly involved. The government of Haiti should be  encouraged to review the IF and its possible 
contribution to improving trade and reducing poverty.  
D. Potential Impacts of the Choices 
 Failure to act on bringing together the necess ary elements will likely result in no measurable 
improvement to the current situation.   Senior government support, and leadership to full y engage in the IF process should result in the 
identification of an action plan to address trade-rela ted issues that could lead to an economic revival 
and a  reduction in poverty. 
 
E. Recommendations 
 
It is recommended that:  
1. Efforts be made by the core agencies to e ngage the Haitian government in a dialogue with a 
view to obtaining the senior government s upport for IF and its goals and objectives. 
 2. The IF Focal point be fully resourced, incl uding human and financial resources to adequately 
manage the IF process. [Selected recommendation # 4 ]  
 
3. An awareness campaign be developed and launched with a view to engaging more 
stakeholders more fully in the process.  WT/IFSC/6/Rev.2 
 Página 35 
 
 
 3.2.2.3 Uganda:  Round Table Country Status Report 
 
A. Evaluation Findings  
 
A.1. Summary Statement 
 Uganda has a PRSP completed in March 2002, which includes some elements of trade. The situation 
is currently under review with the assistance of th e Uganda Export Promotion Board (UEPB). It is 
possible that trade will receive growing attention and will be increasingly mainstreamed into revised 
PRSPs.  
 
As one of the original five Round Table Countries a DTIS has never been conducted and The GOU has steadfastly refused to do so on the grounds that  sufficient studies exist and what is required in 
their case is an action plan to address priority  issue including capacity issues on the policy side 
pertaining to trade negotiations. The IF Trust Funds for the DTIS ($300,000) were used for other 
purposes aimed at trade development and poverty reduction. 
 
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3. Interview and Focus Group Results 
 
A.3.1 Interviews and focus group discussions were he ld with a wide cross section of stakeholders 
including government officials and representativ es from the NSC, UEPB, industry associations, 
agriculture producers, civil society and agencies. Th e level of participation and the active coordination 
support from the IF focal point demonstrates the in terest in the trade-related issue in Uganda. 
 A.3.2. The IF Focal Point and The National Steering Committee (NSC) is led by Ministry of Tourism, Trade and Industry (MTTI) with the NS C comprising government officials representatives 
from the Uganda Export Promotion Board (UEPB) wo rking in collaboration with the Committee for 
the National Export Strategy (NES).
12 The GoU also established an Inter-institutional Trade 
Committee (IITC) which is to function as a cons ultative forum on trade policy and as the trade 
agreement negotiating group.  
The GOU took a strong position, against preparing a DTIS arguing that the Country had enough 
studies and sufficient diagnoses. Senior officials stated  their belief that IF core agencies were strongly 
opposed to the move but that it was finally accepted and approval was given to use of the IF budget 
($300,000) for four alternative activities: (1) Expor t sectoral strategies; (2) Inter-institutional trade 
committees comprising sectoral ministries; (3) a network of trainers; and (4) a Compilation report to capture the relevant data and up date recent economic studies.   
 
Export strategies for horticulture products (fruits an d vegetables) and the spices sector have been 
completed and launched in November  2002 while MTTI is preparing a work plan for the preparation 
of TRTA export strategies for the other two produc t sectors, namely silk and legumes (including herbs 
and beans). In both cases a  “coaching” and “do it your self” approach has been  used. The focus of 
private sector activities will be on the preparation of the sector strategies and executing activities 
                                                     
 
12 The NES has its basis in the Regional Executive Forum on Export Strategies organized by ITC for 
the Africa Trade Week held in Nairobi in November 2001 under a Joint Integrated Technical Assistance 
Program (JITAP) for Selected African Countries. WT/IFSC/6/Rev.2 
Página 36  
 
 designed to provide tangible benefits to silk and legume producers and thus help reduce poverty in 
rural areas.  The IF has also assisted the IITC to address critical  issues relating to the Multilateral Trading System 
(MTS).  UNCTAD carried out work in the area of institutional capacity building for trade negotiations 
and policy formulation, primarily through strengt hening of the IITC capacity building and the NES 
project is to assist in the preparation of works hops and training seminars to create a network of 
trainers on the Multilateral Trading System  established under the JITAP programme. 
 A strategy template developed by ITC is being used  as an overall guide for strategy formulation. Ten 
products are being considered in the service s ector. These initiatives are under IF-TRTA with ITC as 
the implementing agency and efforts continue to replicate the pilot project assistance provided under the project in the silk and vegetable sectors. The silk and vegetable producers in other parts of the 
country have been exerting pressure on government to  provide them with similar training and market 
contacts.  In the case of vegetables, the need seems more urgent as drought conditions in the sub-
region have affected production. 
 The service sector’s growing importance and potential to export is now recognized and is being promoted as one the key sectors for future growth. As well, comprehensive terms of reference have 
been prepared for compilation of a diagnostic trad e study for the service sector.  A suitable national 
consultant has been recommended to undertake the study, which was planned for this year (2003), 
however additional donor funding has yet to be confirmed. 
 A.3.3 Although Uganda is taking a different and so mewhat unique approach to IF, there are several 
key ingredients for success in place including the IF Focal Point’s commitment and a NSC that 
incorporates a cross section of stakeholder interests.  Definite actions towards a definitive action plan 
have been taken, especially in relation to speci fic priority sectors and the evidence suggests a 
conducive business environment is in place.  Despite progress and the expressions of commitment  and government support for IF, the coordination 
and follow up plans on specific activities is unclear and there appears to be duplication in the management of trade-related i ssues between the Ministry of Agriculture and the MTTI. Some 
respondents also made reference to bottlenecks and increased transaction costs in exporting caused by 
rent seeking measures related to trade facilitation.  The Uganda Programme for Trade Opportunities 
and Policy (UPTOP) commented that it seems IF ac tivities are stalled and that to get the process 
moving forward again the roles and responsibilities of  each related institution need to be clearly 
defined.  
 
IF was unknown to many of the participants at the meetings or focus groups, including senior officers from MTTI and other ministries. Many beneficiaries however are aware of the intermediary organization (UEPB) and the results obtained, which is more important than “popularizing" IF itself. 
However, agency and donor representatives also di splayed little awareness of the IF; with some 
suggesting that IF is a small, "secondary" type of project.  
 
Regarding the level of capacity of the Focal Point, the evidence suggests that MTTI has had very little 
institutional and capacity building related to the IF . Donor representatives also made reference to the 
need for added capacity throughout the public sector bo th at the central and district government level. 
Added cooperation between mini stries and officials would also be beneficial.   
 
B. Significance of the Evaluation Findings 
 
As an original participant under IF, Uganda was not obliged to complete a DTIS and opted for a 
different approach. Whether this will have a positiv e or negative effect on Uganda’s progress remains  WT/IFSC/6/Rev.2 
 Página 37 
 
 
 an open question as it appears that mainstreaming trade into poverty reduction strategies has not yet 
been fully embraced. However progr ess has been made. For example, the level of understanding of 
MTS issues has increased following training activ ities, and several sectoral studies are underway 
which could improve trade performance.     C. Potential Adjustments 
 
A more coordinated and unified appr oach to IF and to trade issues generally could contribute to the 
potential for success.  Inter-institutional cooperati on and policy integration between ministries on 
sectoral issues and strategies could also produce positive results.  
 
The policy and methodological aspects of mainstre aming might be adjusted to the current 
macroeconomic conditions of the country. This woul d allow the IF to take advantage of the lessons 
learned in the region.  D. Potential Impact of the Choices 
 
A clear perception by all stakeholders of the goa ls and objectives at the national level, including 
donors and agencies, could contribute to improved c oordination of IF activities and to mainstreaming 
trade in the national development priorities.  E.  Recommendations  
 
It is recommended that:  1. A capacity assessment be undertaken locally w ith a view to identifying needs to strengthen 
MIIT leadership and unify the NEC and core IF team. 
 2. Mentoring and assistance be provided to the IF team to increase awareness of the IF, especially within ministries, as a means of encourag ing the full mainstreaming of trade into PRSPs. 
[Selected recommendation # 5 ]  
 3. A lead donor/facilitator be recruited or an agency representative be nominated to provide 
advice and assistance to the IF Focal point to unde rtake an assessment of the range of ongoing TRTA 
activities with a view to ensuring that the activities are progressing towards measurable and 
appropriate goals and objectives.  [Selected recommendation #6]  
 
4. Encourage the IF Focal Point to consider the needs of regional and rural enterprises in 
developing future IF-TRTA activities.  WT/IFSC/6/Rev.2 
Página 38  
 
 3.2.2.4  The Gambia: Round Table Country Status Report 
 A. Evaluation Findings  A.1 Summary Statement 
 
The IF process, launched in April, 2002, does not  have priority attention of the Government. A 
comprehensive study was undertaken and the five  “pillars” of the national economy (horticulture, 
fishery, groundnuts, tourism and niche manufacturing)  were selected at a national workshop held in 
August, 2002, when five teams were constituted to formulate strategies for activities to be carried out 
under the IF project. The results were integrated into the Export Development Programme for The 
Gambia , which is being finalized in consultation with  all the stakeholders, including the European 
Union (EU) and UNDP, and which will be launche d at a national symposium to be held in 
August 2003.  A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 A.3 Interviews and Focus Group Results 
 
A.3.1 Three focus groups were held with representa tives of the tourism, fisheries, and horticulture 
sectors. Participants believe that the IF can be the solution to the problems facing these sectors and 
having effective leadership may facilitate the process.  The Government, through the Ministry of Trade 
(MoT), does not seem to be committed to the IF objectives. The MoT needs to show greater support 
for the IF activities, ensuring wide participati on and assuming ownership. On the other hand, the 
Ministry of Tourism is well organized and does th e proper follow-up of its projects, in various trade 
exhibitions abroad and at a world conference. The Gambia Ministry of Tourism and Culture has great 
confidence in IF and believes that it can be beneficial  for The Gambia. The officials talked to want to 
accelerate the implementation of the IF. The industr ies of tourism and hand icraft production have 
strict norms and standards in place, provi ding employment to some 15,000 people.  
 Fishing is important, as some 200,000 people are in volved in the sector. Stringent quality standards 
are established by the Government and are rec ognized by the European Community, where a large 
proportion of their production is sold. The associations  involved attach a great deal of importance to 
the IF as a source of technical, institutional and financial assistance. 
 The horticultural group clearly wants greater government leadership. This group, highly affected by poverty, has a work force of some 25,000 members, mostly women.   A.3.2 Mainstreaming IF is not a priority for the Government
13, which has limited capacity to 
manage the whole process, nor to follow up on IF ac tivities. The lead donor is the UNDP, which, with 
limited resources, seems very efficient, and has b een working in The Gambia for many years. From 
the perspective of this donor, the IF could be very beneficial for the economy of the country, if it is 
led and conducted properly.  
A.3.3 Among most of the stakeholders that were met (donors and business people) there is 
awareness of the IF, and expressions  of enthusiastic support. The Ministry of Tourism has great 
                                                     
 
 13 The PRSP for Gambia is in the Joint Staff Assessment Phase as of June 2002.   WT/IFSC/6/Rev.2 
 Página 39 
 
 
 confidence in the IF and would like to see the process accelerated. The private sectors are well 
motivated and organized, although coordination among agencies and other groups is required. 
 A.3.4 The focal point at the Ministry of Trade app ears to have limited to understanding of  the IF 
process in the country,  a fact that is magnified by th e lack of interest of the Ministry in this project. 
 
A.3.5 There is no consensus on the main priority areas of the IF, but there are expressions of interest 
on having technical, financial, and institutional assistance for strengthening basic government 
structure and leadership.   B. Significance of the Evaluation Findings 
 
The evaluation detected a lack of interest in the g overnment with respect to trade, causing the IF to 
lose its dynamism. There is a critical need fo r external coaching fo r the process to succeed. 
 C. Potential Adjustments 
 
Leadership as well as technical training in IF mi ght be strengthened. -Related projects might be 
offered, which would further strengthen the IF. For such projects, support might be sought from 
successful countries, especially English speaking neighbouring organizations, which might also 
enable The Gambia to profit from th eir approach to growth in trade.  A clear government commitment 
and the appointment of an independent and rec ognized professional (but you have said earlier the 
focal point is very competent) to manage the implementation of the IF can be conditions for 
continuation of the involvement of  The Gambia in the programme. 
 
D. Potential Impacts of the Choices 
 Clear leadership can produce positive effects on the business and donor communities. A dynamic 
focal point of the IF will accelerate the implementati on of activities and regain the confidence of core 
agencies in the participation of the country. 
 
E. Recommendations 
 
It is recommended that:  1. A clear commitment and leadership of the Ministry of Trade be manifested.  
 
2. An independent professional for leading the IF be appointed. 
 3. The focal point and the donor facilitator c ould work together to seek donor assistance as well 
as assistance from neighbouring countries, wh ich have successful export programmes. 
  WT/IFSC/6/Rev.2 
Página 40  
 
 3.2.2.5 Tanzania:  Round Table Country Status Report 
 A. Evaluation Findings  A.1 Summary Statement 
 
Tanzania’s IF based multi-donor US$24 million plus  programme is being implemented, with the 
largest Business Environment Strengthening for Tanzania (BEST) project (US$19million) scheduled 
to begin operation in the near future.  Tanzania  has a PRSP 2000-03, which will be extended annually 
on a rolling basis.  Trade is not currently include d in the PRSP, to which the budgetary process is 
closely tied, but it is expected it will be with th e forthcoming review.  A National Steering Committee 
coordinates Tanzania’s IF process programme supporte d by a full time focal point.  Tanzania plans a 
modified DTIS to set the stage for a second generation of IF projects.  
A.2 Survey Results  
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 
Tanzania is an ‘old’ IF country and consequen tly did not begin its IF with a DTIS process.  
Nevertheless, Tanzania is on the point of achieving the IF outcomes visualized in the re-vamped IF 
process: trade mainstreamed into the PRSP and a trade related technical assistance programme reflecting trade priorities.  Today there is widespread support throughout the country for the 
Tanzanian leadership’s recognition of the central ro le the private sector plays in the development 
process and the overarching focus of government  policy is to maintain a conducive business 
environment for private sector le d growth and de velopment.  
 While the IF process, which began in 1999, has been somewhat lengthy, it has resulted in a substantial 
and integrated reform package which is supporte d throughout the government and the process itself 
has no doubt been an important contributor to the cultural change underway in the Tanzanian public 
sector.  Several factors have been central to the current success of the IF in Tanzania: senior policy 
leadership and direction; a steering committee whic h has included a wide representation from within 
government plus representatives of the private sector (civil society will soon choose its own 
representatives); and a committed focal point throughout the process who has brought strong 
leadership and overall coordination to the process.   
 IF planning has taken place in a visibly improved macroeconomic environment and business climate.  
While there is support among donors and the senior business levels for the IF (and for continued 
momentum in the pace of reform), there is concer n that the process has been too long. It is only 
recently that civil society, which seems to be gene rally supportive of the changes in Tanzania, but 
concerned that reforms have a positive impact on low income urban and rural men and women, has 
been formally included among IF stakeholders.  A.3.2 While trade is not included in the current PR SP as a priority sector or cross cutting issue, it 
does include references to trade and the last PRSP review has a short section on Tanzania and 
globalization.  It is expected that trade will be  included in the PRSP later this year which will 
positively impact the budgetary resources trade related and IF  priorities will receive.  The IF process began in 1999 with an initial need s assessment and consultative process, including 
government, the business community and donors, ba sed on an earlier World Bank Tanzanian export  WT/IFSC/6/Rev.2 
 Página 41 
 
 
 strategy. About 40 projects were initially identified and presented at a Tanzanian Roundtable held in 
Geneva This led to further consultation, culmin ating in a consolidated Tanzanian government IF 
programme document and its sub sequent adoption by the Tanzanian Consultative Group in 2000   
While infrastructure projects (supply side constraint s) were included in the assessment, the National 
Steering Committee excluded them from considerati on under the IF, as infrastructure priorities were 
covered under other programmes.  Another priori ty, an Export Processing Zone, was earmarked for 
private sector development.  Today there are over US$ 24 million in projects fully approved and underway, including the $19 million BEST programme as well as trade policy, mark et access and trade and poverty projects.  The 
goal of the BEST programme is to reduce poverty th rough enhancing the grow th and development of 
business in Tanzania, particularly micro and small bus iness.  It aims to achieve its goal by achieving 
better regulations across government, improving co mmercial dispute resolution, strengthening the 
Tanzania Investment Centre, changing the cultu re of government, and empowering private sector 
advocacy, especially SME’s and the informal sector.  
 
Donors have been very active at every stage of  the process and the BEST programme is supported 
equally by four bilateral donors, one of whom co-ordinates with the Ministry of Industry and Trade on 
behalf of the three other partners.  There is no donor facilitator, but the National Steering Committee 
plans to monitor the four IF projects through a single sub-committee for the four projects.  Donors meet regularly to exchange information on trade related matters, as other donors are also 
implementing trade related projects outside the IF  framework. The evaluation did not determine the 
extent of these activities.  There is little direct  contact with the IF Steering Committee, Working 
Group, or Secretariat.  Tanzania is planning a modified DTIS based on the numerous studies which have been undertaken 
over the years to launch a second generation of IF projects. 
 The National Steering Committee currently has 26  members, principally representing Tanzanian 
government (including the offices of the Vice Preside nt and Prime Minister) ministries and agencies, 
and including four private sector umbrella organi zations.  Civil society representatives, chosen from 
among themselves, will soon join the Steering Committee. 
 
A.3.3 Generally the level of awareness of th e IF and the links between trade and growth, 
employment and poverty, is relatively high am ong government officials, private sector umbrella 
organizations, and senior private sector representatives.  It was not possible to determine the level of knowledge beyond Dar es Salaam, although there are plans to extend consultation into other urban 
centers and smaller rural centers Civil society re presentatives met knew little about the IF but were 
more familiar with issues related to globa lization and trade and the impact on the poor. 
 A.3.4 The IF focal point’s responsibilities are centr ed on providing leadership and coordinating the 
IF with the help of a small staff.  The focal poi nt has received assistance. for the necessary office tools 
to carry out his responsibilities.  The IF has been extremely well documented and it is easy to follow a 
detailed trail of its development in  Tanzania.  Project planning has en sured that all interested public 
and private sector stakeholders have been fully cons ulted to bring about the best possible project plan.  
The implementation of the BEST project has been assigned to the Vice President’s office and full implementation will only begin later this year. Ther efore, it is too early too determine whether the 
implementation structure, which will cover a number  of ministries, agencies and organizations is 
sound. 
 WT/IFSC/6/Rev.2 
Página 42  
 
 B. Significance of the Evaluation Findings 
 
The Tanzanian IF programme has the potential to make a substantial difference in the Tanzanian 
business environment in favour of increasing exports and local business development.  The basic structures necessary to embed IF in Government planning and budgetary allocation processes are 
scheduled to be completed later this year. IF pr iorities are expected to be included in the PRSP 
process.  With plans to undertake a modified DT IS process, Tanzania is poised to launch a second 
generation of IF related initiatives involving a wi der spectrum of domestic stakeholders. With the 
exception of a donor facilitator, all IF structures are in place and are functioning well.  There was some interest expressed in seeing donors work more closely together than has been the case up to 
now. 
 The key to Tanzania’s success to date has been  senior policy leadership and direction, a well-
represented National Steering Committee, and a focal  point, which provides the necessary leadership 
and coordination among interested parties, including donors. 
 
C. Potential Adjustments 
 
Some observers in the private sector and among don ors expressed concern about the length of time it 
has taken to reach the current stage. While it woul d certainly have been desirable to shorten the 
planning time frame, the result appears to have been worth the time taken, especially in light of the 
enormous cultural changes going on within the Tan zanian private sector.  Perhaps in the next phase 
the lessons learned can be applied to shorten the time frames and to widen the consultative process.  
There would be value in the Ministry of Tr ade and Industry implementing a more intensive 
information programme to increase awareness of the IF and the links  between trade, poverty and the 
Government’s trade priorities.  
 
D. Potential Impacts of the Choices 
 
The IF has been a success to date, although the successful launch of the BEST programme represents 
a big step from planning to implementation.  Lesso ns learned from the first generation of projects, 
including wider consultation with local stakeholde rs and increased awareness should result in a more 
efficiently planned second IF generation with  broader public understanding and support. 
 
E. Recommendations 
 
It is recommended that: 
 
1. Tanzania continue to increase the efficiency and effectiveness of the IF by drawing upon its 
experience gained and the lessons learned to date.  2. The Tanzanian experience be actively monitore d by the IF Working Group and, subject to the 
agreement of Tanzania, used as a model upon whic h lessons learned and IF good practices can be 
built and disseminated to the IF partners, especially LDC beneficiaries.  
 3. Tanzania follow through on the stated inten tion to mainstream trade into the next PRSP and 
the resulting budgetary process. 
  WT/IFSC/6/Rev.2 
 Página 43 
 
 
 3.2.3 Status of the Three Revamped IF Countries  
 
Evaluation Context and Constraints 
 
The same evaluation context and constr aints apply, as reported in 3.2.2. 
 
3.2.3.1 Cambodia:  Pilot Country Status Report 
 A. Evaluation Findings  
A.1 Summary Statement  
A.1.1 Cambodia has a PRSP, dated December 2002, which is the culmination of a lengthy highly consultative process, and which contains a larg e number of sectors and issues to be addressed. 
However, the PRSP is complemented by a socio- economic development plan; hence trade has been 
fully integrated into the PRSP. The Government of Cambodia has endorsed and embraced the concept 
of the Integrated Framework. It has established th e necessary infrastructure, in the form of capable 
leadership, a dedicated support unit plus a National Steering Committee to undert ake IF. There is also 
a clear recognition of the fact that a prerequisite  to trade and economic development is a stable, 
predictable and conducive business climate so firm s of all types, both domestic and foreign can 
establish, operate and grow to their maximum potential.  
 
A.1.2 The IF “group” has assumed ownership of IF  and used the DTIS (issued in January 2002) 
process effectively by tailoring the standard DTIS TORS to meet their needs, using the advice and 
assistance of agencies, donors and local expertise, consulting with a number of stakeholders to 
generate an action plan with identifiable discreet projects that address individual priority issues and 
trade related problems. The resulting “funding requ est package” has been presented to donors and 
they have responded favourably. Cambodia is the firs t IF participant to receive approval for funding 
from the new Window II Trust Funds.  A.1.3  This is not to suggest that all the trade re lated problems have been solved and that poverty will 
be eliminated in the near term, but the evidence suggests that the IF process is on track and making 
progress toward defined (perhaps not fu lly measurable) goals and objectives.  
 
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 
A.3.1.1  Interviews and focus group discussions were he ld with the IF Focal Po int, members of the IF 
Team, other government officials, a core agency re presentative, the private s ector (restricted to the 
Chamber of Commerce) and civil society groups. A fe w of the results are highlighted below. It should 
be noted that the IF process has been assisted by a number of agency sponsored initiatives and 
activities.   
A.3.1.2 The World Bank is active in the country and the IF file playing a key advisory role in the 
adoption of a Law on Business Enterprises by the Council of Ministers in April 2003. WB has provided technical support to development of a draft policy matrix in the PRSP. IF has provided financial assistance through the Trust Fund Window  I National Implementation project for capacity 
development support to the IF core team. WT/IFSC/6/Rev.2 
Página 44  
 
  
A.3.1.3 The IF process has drawn support from the Trade Sector Network, a group of more than 50 representing government and the private sector. There is also a “Private Sector Forum” (PSF) established by the Private Sector to build a pa rtner relationship with government. The Forum’s 
primary function is to facilitate the activities of seven private sector working groups.  Although well 
aware of the IF, the Chamber of Commerce has not been invited to participate in the stakeholder 
body.  A.3.1.3 Civil Society opined that IF is related to trade promotion activities and its role should be to 
enhance enterprises’ production ability or productivity for the benefit of the poor, not just profit. The 
small scale industries, agricultural,  handicrafts and limited service se ctors can create jobs for the poor, 
especially in rural areas.  Nonetheless the process need s to be country owned and driven to make it a 
sustainable project.  A.3.1.4 A Consultative Meeting on the integrati on and trade competitiveness study was held in June 
2002 and identified and documented a technical assi stance (TA) priority action plan to address the 
following policy areas, namely macroeconomic policy,  trade policy, trade facilitation/ customs and 
trade facilitation/ transport plus sector studies. 
 
A.3.1.5 The IF Focal Point is supported by the IF National Core Team (NCT) comprising 8 
professionals specializing in WTO, ASEAN, Inte llectual property, commercial law development, 
domestic trade, trade promotion, website devel opment, administration and on the job training.  
 A.3.1.6 Cambodia is aggressively pursuing WTO me mbership and has gone through the process with 
the assistance of the core agencies, such as UNCTAD. 
 
B. Significance of the Evaluation Findings 
 
Cambodia has made definite progress under strong IF leadership and senior government support. 
While stakeholder consultation has been a feature of  these developments, there are suggestions that 
increased consultations with the private sector and civ il society, especially tho se dealing with the rural 
population would be beneficial and include a broader cross section of interests. As well, while the IF 
process has established clear priorities and iden tified specific projects to address them, the 
introduction of a results based management system  to provide a continuous loop of monitoring, 
evaluation and modification, would ensure that planne d actions continue to meet the ultimate IF goals 
and objectives.   
The Cambodian experience strongly suggests that the IF is a viable approach as a step by step 
process  to provide LDCs with a mechanism 1) that by using mentoring, cooperation and assistance 2) 
can assess and analyze the current trade situation and 3) identify problems and issues and develop a 
plan with identified projects to address priority needs that 4) results in a “funding request 
package” for presentation to all donors for consideration. The solid funding request package has 
attracted donor support and has leveraged funds from donors; what IF was designed to do. 
Additionally, this progress has been accomplis hed in a relatively short period of time.  
 C. Potential Adjustments   
Reinforce and strengthen the consultation process and introduce a formal system of continuous 
monitoring to ensure optimum results. 
  WT/IFSC/6/Rev.2 
 Página 45 
 
 
 D. Potential Impacts of the Choices 
 
Improve awareness and commitment of a wider spectr um of in country stakeholders and provide a 
management tool to gauge pr ogress and concrete results. 
 
E. Recommendations 
 
It is recommended that: 
 1. The consultative process be reviewed with a view to broadening the spectrum of stakeholder 
participation. 
 2. A results based management process be cons idered to provide that continuous loop of 
monitoring, assessment and adjustment to meet the identified goals.  [Selected recommendation # 7 ]  
 
3. The IFSC, with the permission of the Gove rnment of Cambodia, use the experience of 
Cambodia in implementing the IF as a training tool to train and inspire other LDCs and IF Focal 
Points. The development of an official IF Focal Point Network to exchange ideas and transfer best 
practices between participating c ountries would be invaluable.  WT/IFSC/6/Rev.2 
Página 46  
 
 3.2.3.2 Mauritania:  Pilot Country Status Report 
 A. Evaluation Findings  A.1 Summary Statement 
 Mauritania has made progress. The latest PRSP  (November 2002) clearly identifies trade and 
economic development as one priority sector. The list of priority “sectors” (health, education, legal 
reform etc.) and the associated problems, issu es and necessary actions identified is long. The 
Economy/Trade sector has, by necessity, to compete for government attention and resources against 
the other sectors and issues. There is no evidence to s how that trade, hence IF, will be granted priority 
status, which would translate into senior governme nt wide support and financial support through the 
budgetary process.   A DTIS was completed using international and natio nal experts. A follow up roundtable was held and 
an action plan matrix was developed which in itially identified 32 problem areas, including 
infrastructure, human resource development, busin ess environment, natural resource management and 
trade issues. A priority setting exer cise identified 9 specific projects that  fall into 3 broad categories:  
Institutional capacity, trade facilitation and market a ccess plus sector development (tourism and fish 
products).  
A National Steering Committee ( Comité Technique de Suivi ) has been established along with four 
sub-committees for: 1. International trade capacity, 2. standards and quality control, 3. tourism and 
4.fisheries. The membership list of these groups sugg ests a concentration of government officials with 
some participation by selected EU Member State donors and the lead donor/ facilitator from the EU.   
The IF had gained a certain degree of momentum as  a result of all the planning activities. However, 
that momentum is fast dissipating and frustration is setting in among key participants, as the process 
appears to have stalled around November 2002. No specific activities related to implementation have 
begun and no concrete results have b een achieved in relation to trade. 
 
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 
A.3.1 The evaluation was somewhat hampered by the fact that no programme was established for 
the evaluation until after the evaluator had arrived in the country. Despite being in the country two 
days longer than scheduled, the evaluator was only ab le to arrange relatively short meetings with the 
IF Focal Point, CMAP, the Chairman of the NSC, the lead donor facilitator and eventually a small 
group of donor representatives. Despite personal commi tment to the IF, the individuals involved were 
fully occupied dealing with other issues and files. This alone clearly identifi es the need for increased 
capacity and resources to manage the IF itself as the IF Focal Point is endeavouring to manage the IF 
and other files with no supporting human resources and what appeared to be scarce financial resources 
as well. This capacity problem is at the heart of the delay in moving the IF from the planning stage to 
the implementation stage. 
 A.3.2 The Centre Mauitanien d’Analyse de Politique  (CMAP), is a recently created policy analysis 
organization. The two individuals, who sought out the evaluator, were heavily involved in the DTIS, 
the follow up roundtable and the de velopment and subsequent prioriti zation of the action plan matrix.  WT/IFSC/6/Rev.2 
 Página 47 
 
 
 All four documents appear to be well researched a nd include input from the various stakeholders and 
select donors. The action plan matrix initially identi fied 32 problem areas, including infrastructure, 
human resource development, business environment, natural resource management and trade issues. 
CMAP undertook a priority setting exercise and identified nine specific projects for action. The projects fall into 3 categories: market access and trade facilitation, institutional capacity and sector 
development (tourism and fish products). Each proj ect has well defined activities and detailed cost 
estimates although donors interviewed suggested th at a number (as yet unidentified) of the 32 
problem areas were already being addressed by bilate ral donors and that the 9 priority projects were in 
fact projects for which funding had not been identified elsewhere.   
A.3.3 Although donors, including the lead donor/ f acilitator were involved in the process, little 
evidence exists that donors/ agenci es are prepared to look at the whole package of 9 IF priority 
projects. Donor “interest” has been expressed in specif ic projects e.g. the EU has expressed interest in 
a customs modernization project and Italy has f unded a small project. Some donors have put forward 
their own proposals that might contribute to the 9 priority areas and some projects have been offered 
which address other areas within the original 32 i ssues. This situation is at the heart of who is 
responsible for establishing priorities and coordina ting donors. While the action plan matrix and 
priority setting was done by the country, donors by “cherry picking” are overriding the IF process.   
 A.3.4 The evaluator noted on a hotel billboard an announced seminar to explore the strategy for the 
promotion of micro-enterprises. The event assisted by the EU Mission, was sponsored by the UNDP, 
The Ministry of Economics and Development and an association. The Chairman of the NSC classified 
the event as an IF initiative while the conference organizer said it bore no relationship as micro and 
small enterprises are too small for IF.  
 
B. Significance of the Evaluation Findings 
 
Leadership and the capacity to manage and implemen t IF are lacking as the burden is being carried by 
one individual (the focal point himself raised th e capacity issue indicating that he badly needed 
support and resources. Some observers suggested su ch a unit should be at a higher level in the 
government to insure policy integration across mini stries (clearly articulated strategic goals and 
objectives using a RBM approach to IF management paramount). The leadership  issue was confirmed, 
as was a lack of senior government support, even thou gh it clearly appears in the PRSP. Recent events 
in the country coupled with the prospect of an  election next year may not assist the process. 
 Clarification and support for the Lead Donor/Facilitato r role at the local level including efforts to 
align/identify donor support for the identified action plan (priority projects) would assist. The donors 
are for the most part the EU or EU Member Stat es and it appears that not all of the EU Member 
States’ representatives are aw are of, involved in or agree with the IF and its concept. Japan is also a 
donor but there seems to be no contact between the two.  An agreed to set of guidelines (to be negotiated be tween all three partners) that outlines the types of 
project eligible (scope and c overage) for support from which sour ce and under what conditions, i.e. 
project criteria, eligibility criteria, funding limits from each source so that all partners share a common 
understanding of the funding potential and limita tions on a clearly identified action plan.   
 
C. Potential Adjustments 
 
Mauritania has made significant progress in adopting the IF process and considerable momentum and 
enthusiasm was generated during what has essen tially been a planning phase. Moving forward from 
planning to implementation will be a significant challenge and will require a resolution of the 
uncertainty of senior government support, the lack of capacity to deal with IF itself and the apparent 
less than fully engaged lead donor/f acilitator and agency representatives.  WT/IFSC/6/Rev.2 
Página 48  
 
  
Mauritania would of course benefit from recomm ended changes to the overall development and 
management of the IF.    
 
D. Potential Impacts of the Choices 
 Without a resolution to these issues, especially the senior government support and the capacity issue, 
it is unlikely that the IF can progress beyond what has been a relatively su ccessful planning stage. 
 
E. Recommendations 
 
It is recommended that:  1. An assessment of the IF Focal Point be undert aken to determine the required level of human 
and financial resource required and to identify the skill sets needed to adequately manage the IF 
programme. The necessary resources be provided to manage the IF 
 2. Communication skills be developed, including fo r the IF Focal point an d the NSC, to enable 
proponents to promote the IF and obtain the n ecessary senior government and budgetary support.  
[Selected recommendation # 8 ]   
   WT/IFSC/6/Rev.2 
 Página 49 
 
 
 3.2.3.3 Madagascar:  Pilot Country Status Report 
 A. Evaluation Findings  A.1 Summary Statement 
 The Madagascar PRSP process began in September 2000 and was suspended for eight months in 2002 
because of the crisis that faced the country. The full PRSP was completed recently. The DTIS has 
been completed and the Action Plan Matrix has b een validated at a workshop held on July 17, 2003 
(at Antananarivo). The workshop was attended by representatives of local donors and agencies, as 
well as government officials, private sector, civil so ciety and development partners.  A Task Force, 
that comprised senior officials, has been appoint ed to oversee the IF process and review/endorse the 
Action Matrix plan. It is expected that the World Bank will organize a donors’ round table in 
September to identify projects from the va lidated matrix plan to be financed. 
 
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 
A.3.1 To enhance cooperation between ministries a nd to show the big commitment towards the IF 
process, a “Task Force structure’’ was settled. Each ministry is represented in the Task force that 
comprises senior officials.  Several meetings were held and communications were exchanged, 
between members of the task force to discuss the orientation, work programme and how to oversee 
the IF process. All Task force members seem fully  engaged and poverty reduction focused.    
 A.3.2 The Government shows a big commitment to undertake sound policies in the pursuit of 
sustained growth and poverty reduction. Thus, the PR SP focused on how to improve social indicators 
and strengthen the income generating activities of the more vulnerable groups. Nevertheless, it does 
not sufficiently cover trade (especially international tr ade) and its impact on poverty.  It is expected 
that the DTIS, which has just been completed, will be fully integrated into the PRSP and tabled at 
donor coordination meetings.  The DTIS draft identifies about 50 areas that need technical assistance. It was presented for validation 
last July, but all the local stakeholders complained  that they received the draft only 48 to 24 hours 
before the validation workshop and did not have e nough time to go through the document. Indeed, the 
consultation process needs some improvements but it is gaining momentum, with the recent decision 
to integrate representatives from th e private sector into the task force. A wide consultation among 
different local stakeholders, including representativ es of civil society, will benefit the IF process 
more. 
 
A.3.3 The level of awareness of IF seemed not too high; local stakeholders are quite mixed up and 
many have trouble to distinguish between the objec tives of different workshops held in the country. 
Indeed, there is not enough visibility of the IF pr ocess in the country, and no sensitization workshop 
had been held before the process started. Civil soci ety seems to be absent and have not been engaged 
throughout the process. Even participants in the DTIS validation workshop, including some members 
of the task force, and local agen cies representatives, claim that they have not been fully involved in 
the IF/DTIS process.     WT/IFSC/6/Rev.2 
Página 50  
 
 A.3.4 The IF focal point is  a senior official in th e Ministry of Trade. He is very active and fully 
committed to a successful outcome of the IF process. He is very aware of the IF and familiar with its 
objectives. Also, the task force promises that all challenges will be correctly addressed in the new 
context of a broadly-based consultative process.   
Significant advances have also been made by the government to improve transparency and 
governance at all levels of public administration, which would significantly enhance the environment 
for private sector activity. Nevertheless, more remain s to be done; the financial system needs to be 
strengthened and the regulatory framework streamlined.  
A.3.5 The government declares that the private sector should be the engine of growth in 
Madagascar and seems committed to take strong measures to address corruption and  improve the 
environment for private investment and growth.  A.3.6 All interlocutors expressed strong support for the latest measures taken by the president to 
strengthen the local business community and to help  the private sector to develop and improve its 
competitiveness before the accession to the WTO.   
 
B. Significance of the Evaluation Findings  
The success of the IF requires a full involvement a nd participation of the business community and 
civil society. The identification of projects that meet  the real needs of all local stakeholders and their 
prioritization is the only way to make the IF process profitable.  
 
C. Potential Adjustments  
The lead role in DTIS assigned to the WB is a cause for concern even though the UNDP and the other 
agencies endorse it. LDCs should be given the fl exibility to choose the ag ency and the form of 
assistance that they feel to be most appropriate. Id eally, they should have the opportunity to conduct 
the DTIS themselves, or at least more local expert s should be integrated in the team and the team 
leader should be a local expert).  
Recommended trade reforms (e.g. International tr ade-related conditions such as exemption from 
customs duties, fiscal reform, import taxes and the VAT….) should be underpinned by an analysis of 
the impact of these reforms on poverty reduction.  Deeper consultation with the private sector and ci vil society is important, not only at the validation 
workshop, but also during the DTIS process. 
 
D. Potential Impacts of the Choices  
A LDC-led DTIS responds to widespread demands that the diagnosis and the recovery process be 
locally owned. A wider local involvement and part icipation reinforces the feeling of a domestically-
owned development agenda in a process generated by consultation within government and between 
government and the private sector and civil society, not handed down from outside. All local stakeholders will then endorse the process. 
  WT/IFSC/6/Rev.2 
 Página 51 
 
 
 E. Recommendations 
 
It is recommended that:  1. The meaning of “nationally owned” process be clearly defined: e.g. who is responsible for 
DTIS, the choice of experts (only 3 local experts ha ve participated in the DTIS: less than 10 % of 
participation in the study).  2. More guidelines about the participation pro cess be set: e.g. who should be represented in the 
steering committee, and in which proportion (civil society, private sector, etc.). 
 
3. The visibility of the IF process be im proved among local stakeholders (sensitization 
workshops, explanation of objectives; etc.).   WT/IFSC/6/Rev.2 
Página 52  
 
 3.2.4 Status of the Non-Pilot Countries  
 Evaluation Context and Constraints 
 
The same evaluation context and constraints apply, as  reported in 3.2.2. In addition, special conditions 
in Burundi and Eritrea need to be noted. A country visit in Burundi  was not possible due to the armed 
insurgence in that country at the time of the planned visit. A country visit in Eritrea  had not been 
planned, since that country was not active in IF at the time of the evaluation.   In the case of Burundi , telephone and email contacts were used to obtain data about the IF status in 
that country. In the case of Eritrea , a World Bank official provided information about the reason for 
the current inactive status. 
 
3.2.4.1 Guinea:  Non-Pilot Country Status Report 
 
A. Evaluation Findings 
 
A.1 Summary Statement 
 
Under a new democratic framework, the country is definitively progressing toward resolving the basic 
living conditions constraints of its population. Senior  officials have the capac ity to assess and to look 
for solutions to the country’s problems, although decision-making is delayed due to the President’s 
health.    The IF has a big challenge ahead, but could st ill contribute to the advancement of Guinea’s 
development, which requires finding a solution to the market access issues in foreign markets, 
developing their human resources (qualified peopl e, basic training) and addressing infrastructure 
issues (roads, transportation and power plants).  
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interviews and Focus Group Results  
A.3.1 The Government supports the IF process, but , in practice, its commitment is lagging. The 
Ministry of Industry and Trade (MoIT) expressed inter est in the IF concept and offered to push for a 
quick delivery. In a focus group of 150 people including Government officials, members of the business community, civil society, union leaders a nd consumers, the importance of such a trade-
related initiative for the country was generally accepted. It is evident that the stakeholders are eager to 
participate in a process like IF. Until 1985, business in  Guinea was State controlled. When the role of 
the State was reduced, hundreds of companies were pr ivatized in a very short time and the country 
was without a conducive business environment. There are signs of increased Government policy leadership in the area of trade and in dealing with the business environment. 
 A.3.2 The DTIS had recently been completed. The priority is to reinforce the most promising 
sectors: tourism, agriculture, fisheries and mining. Education, training, foreign investments and 
infrastructure are also high on the agenda of all the Ministries involved. A National Steering Committee composed of representatives of all the pa rtner groups of the IF at the national level has 
been formed and is active.   WT/IFSC/6/Rev.2 
 Página 53 
 
 
 A.3.3 The level of awareness of IF is high, am ong all groups concerned. Representatives of these 
groups meet regularly to coordinate their activities and they indicated that the “informal economy” is an issue in the country and it does impact on the government’s revenue. The informal economy represents some 60 % of the economy and the reduced  revenue translates into funds that are not 
available to support national priorities, including pr oduction and trade. The general public should also 
be informed of what the government is planning to achieve. 
 A.3.4 The capacity of the IF Focal Point is redu ced because of other priorities and commitments. 
This makes it difficult to manage and implement IF and it indicates a need for increased human and 
financial resources and coaching.  
 
A.3.5 With a more conducive business climate, Gu inea could be a more attractive place for foreign 
and local investment, including in export-oriented industries. 
 
B. Significance of the Evaluation Findings 
 Although the IF Focal point is a very senior govern ment official, the commitment demonstrated for  
the project and the effectiveness of the IF-related pro cess to date has been  limited, due to the lack of 
focus on the project and attention to other national priorities.   There is a clear need to increase production capab ility and the competitiveness of existing firms to 
improve the export capability.  
 
C. Potential Adjustments  
To address coordination with all the participants involved in the IF, the IF focal point requires 
additional human resources to whom responsibilities can be delegated to handle daily activities in a 
timely manner.  There are basic supply side constraints that require attention including production that are affecting, 
local consumption and the ability to export.  D. Potential Impacts of the Choices  
Should the Minister delegate the day-to-day coordi nation to a professional with a trade background, it 
could reactivate and build the momentum for IF activ ities, giving all the participants in the IF a 
clearer sense of leadership. 
 
A strengthened IF focal point team coupled with increased government support and a higher IF profile 
could help rejuvenate the process, which appears to be supported by stake holders but that seems 
stalled at the moment.  
E. Recommendations 
 
It is recommended that:  1. The Minister (IF focal point) assign a full-time coordinator with adequate resources to take 
charge of all IF activities, especially the prepar ation and dissemination of documents, linking with 
donors and conveying the information to increase awaren ess of IF and its objectives to civil society in 
particular.  WT/IFSC/6/Rev.2 
Página 54  
 
 2. The DTIS process be continued to complete th e analysis and identify the most serious issues 
plus identify an action plan matrix to enumerate priority projects to address the issues. Supply side 
constraints and infrastructure needs will likely be a major component.   3. The government of Guinea be encouraged to  take the steps necessary to create a conducive 
business environment to attractive investment.   WT/IFSC/6/Rev.2 
 Página 55 
 
 
 3.2.4.2 Malawi:  Non-Pilot Country Status Report 
 A. Evaluation Findings  A.1  Summary Statement 
 
Although trade plays an important role in this poor, landlocked country, its rele vance is comparatively 
less urgent within the national development prior ities. Malawi has now several plans, programmes 
and initiatives toward economic de velopment and poverty reduction st rategy, including the Diagnostic 
Study (DTIS).  The impression of the evaluator of the e ffects and current status of IF in Malawi is that 
this is a secondary type of project that fits or  complements other schemes, like the Growth Strategy 
for Malawi (GSM). As a national development plan, th e latter counts with higher level of participants 
locally and clearer commitment from international organizations and other do nors, both bilateral and 
multilateral including, of course, the IF Core Agenci es’ resident representations  and their counterparts 
in headquarters.  
 
The National Steering Committee has been idle for more than a y ear and the IF process has been 
stalled. Only because of this evaluation and the upcoming ministerial meeting in Cancun has it been 
reactivated.  The Norwegian Agency (NORAD) is facilitating the process and promoting the 
coordination of donors’ roles, becoming a trade ar ea contact point for international cooperation and 
donor activities within the IF project.   A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interviews and Focus Group Results 
 
A.3.1 The role of the Ministry of Commerce a nd Industry (MCI) is limited and lacks proactive 
initiatives, losing the lead role in trade-related ma tters to the Ministry of Planning and Development 
and to the Ministry of Finance. Although the Prin cipal Secretary and senior officers express support to 
the IF, there is little awareness and it is largely unknown  to most of the government and civil society.   
Leadership of the MCI and the Focal  Point is weak, due to the transfer of the previous facilitator from 
the Ministry of Commerce and Industry (MCI) to the Ministry of Planning.   
A.3.2 Some elements of the IF, like the DTIS , which was completed on March 14, 2003, have 
contributed to other studies or plans, bringing up opportunities for a more realistic implementation 
fulfilling indirectly the goal of mainstreaming trade into national plan s. A national validation 
workshop is planned for September 2003. The PRSP was delivered in April 2002, and includes few 
references to trade, although there was exchange of information during the study preparation. The 
document “A Growth Strategy for Malawi: strengthening cooperation between public and private 
sectors”   (GSM) was finished on April 2003 and includes a chapter on the trade strategy. There is no 
consensus on the real influence of trade on deve lopment and its contribution to poverty reduction. 
Many doubts arose on the value for the country of its integration in the global economy, due to the 
fact that (1) access to developed countries’ ma rkets is increasingly becoming more restricted
14, and 
(2) that overlapping regional and bilateral trade ag reements are in effect with important trading 
partners. 
                                                      
14 Malawi enjoyed before of preferential agreements, but under the new schemes, bigger partners as 
South Africa or the European Union are imposing quotas on Malawian exports, which limit the access to those 
markets. WT/IFSC/6/Rev.2 
Página 56  
 
  
The DTIS’s action plan contains 46 actions fo r improving competitiveness of the Malawi economy 
and its integration into the global economy, classifi ed with high or medium priority, and by sector 
including macroeconomic and policy adjustments. It is remarkable that this  action plan was assumed 
by the GSM and distributed among responsible ag encies and the private sector or NGOs. By this 
means it attracted the attention of the participan t organizations. While there is a conducive business 
environment, a coherent approach to regional and global agreements is lacking, which causes 
confusion among government and the private sector. This  situation is also an opportunity for IF trade-
related training in matters like negotiation of harmonized trade agreements; and improving the 
knowledge of the theory and practice of the functio ning of the international markets and the global 
economy. Stakeholders want to participate more ac tively, once they are aware of IF’s existence. 
 A.3.3 There were several references from all sectors to the limited level of awareness of IF. A workshop to review the DTIS and the Action Matrix  has been scheduled for September 4, 2003 which 
may contribute to the fuller involvement of partic ipants in the IF process. As a result of this 
evaluation, civil society has been contacted and its active participation is expected from now on. 
Donor participation is being reactivat ed but their involvement is very limited, due to the low level of 
priority given to the IF, compared to other assignments both locally and from headquarters.    A.3.4 After the transfer of the previous IF fo cal point, which caused the process to stall, the 
Ministry appointed the Deputy Chief Economist to support the NSC activities. He is reactivating the 
process. Nonetheless, the effectiveness of the manage ment and implementation of the IF is limited to 
the diminished position of the Ministry within the Government structure.  A.3.5 There is clarity with regards to the topic of mainstreaming trade into the national plan, and 
also in the needs of trade related technical assistan ce. Special interest is devoted to the strengthening 
of the negotiation capacity of the country in tr ade arrangements regionally and multilaterally.   
 A.3.6 During the mission in Lilongwe, the evalua tor promoted a short meeting with the JITAP 
Programme Coordinator from Gene va who arrived in the country to inaugurate a training process, 
mentioning that the role of IF is mainstreaming a nd that of Joint Integrated Technical Assistance 
Programme (JITAP) is trade related technical assistance. 
 
B. Significance of the Evaluation Findings 
 
Although senior officials of the GoM expressed the im portance of and commitment toward the IF, the 
fact is that IF is considered a project of seconda ry level within trade planning and  policy making. 
This is a fact of great significance within the sc ope of the Framework, because it limits its potential 
and diminishes the effectiveness of its contributions.  On the other hand, the IF has made some impact at adding dynamics to the process and has provided valuable inputs – as well as incorporated the resu lts of others – intertwining studies and action plans 
within the national context. 
 
The donors also play a dual, somehow overlapping role, assigning priority attention to bigger, more visible projects, and participating in the IF marg inally. This is a finding of significance because it 
reflects not only the normal setting of prioriti es at the country level, common among local 
representations, but also shows up the existence of  unclear lines of coordina tion and alignment with 
their headquarters mandates or smaller initiatives like IF .  This fact raises the point of the diverging 
vision that the LDC may have of the IF architectur e and its effectiveness, since there were several 
complains about fund transfers or the approval of activities.   WT/IFSC/6/Rev.2 
 Página 57 
 
 
 Since one of the IF objectives is to serve as a m echanism to deliver trade-related assistance, the 
implementation of that objective needs to be assessed  against the role played by JITAP. Since JITAP 
is jointly operated by three of the six IF core  agencies (ITC, UNCTAD and WTO); and since the IF 
Trust Fund and JITAP have a similar budget15, it stands to reason that the operation of JITAP and IF 
should be harmonized in countries where both offer their services.  C. Potential Adjustments  
There are three areas where potential adjustments might take place: 
 
Option 1. Strengthening of IF by concentrating the overall coordination of trade related issues in the 
country, including sectoral ministries (Agriculture, Planning and Finance), which must delegate or 
complement the role of the Ministry of Commerce and Industry.  Option 2. Transferring the entire IF mainstreaming process into the Growth Strategy of Malawi 
(GSM) and ensuring that the IF budget is allocated to support the activities and following up on the 
inclusion and monitoring of trade related aspects of the strategy.   Option 3. With respect to technical assistance, th e resources of JITAP and the IF Trust fund should 
perhaps be closely coordinated in order to optimiz e international support for Malawi’s trade-related 
priorities. 
 
D. Potential Impacts of the Choices 
 
If option 1 is chosen, then the IF can be regarded  as an input provider and as the “framework” in 
which trade elements are conducted, and it can be incorporated into action plans for its 
implementation.  
 If option 2 is chosen, then the IF role might be to  monitor and evaluate the participation of sectoral 
ministries in the resolution of trade issues, promoti ng the leadership of the Ministry of Commerce and 
Industry.    
If option 3 is chosen, then the effective and e fficient use of scarce resources can be optimized. 
 
E. Recommendations 
 
It is recommended that: 
 
1. Based on Malawi’s trade-related prioriti es, the country open a competition inviting the 
cooperation agencies to “bid” on their areas of expertise and interest, while the country selects the sectors or projects which will be attended by those agencies.  2. IF assist in respect to the task distribution of activities within the Action Plan, by providing 
technical assistance to the groups responsible for its execution, to ensure coordination between the IF 
and the plan
16. [Selected recommendation #9 ] 
 3. To ensure the continuity of the project, a lead person for the IF process in the country be 
identified for day-to-day leadership.  [Selected recommendation #10 ]  
                                                     
 
15 The North South Institute, Canadian Development Report  2003, From Doha to Cancun: 
Development and the WTO” , Ottawa, 2003 p.47. The IF Trust Fund budget was reported to be $9.9 million in 
March, 2002, versus the JIPAP budget of $10 million. 
16 As the case of the Trade Group at the private sector working with the GSM. WT/IFSC/6/Rev.2 
Página 58  
 
 4. The IF focal point distribute tasks among agencies within different government offices, 
discuss the report, discuss the action matrix, and the agenda to see the role of IF and create 
sensitization.  5. An Institutional Strengthening project for the Ministry of Commerce and Industry be 
conducted in order to impr ove its position in the Central Government Machinery in regards to the 
management of the sector issues.  6. All the coordination of trade related issu es rely on a higher level committee or National 
Action Plan of the GSM, but ensuring MCI and IF to play a clear contributing role.  
 
7. The Trade Policy National Working Group of the GSM and the Integrated Framework National Steering Committee be brought together to develop detailed im plementation plan and 
process for the Trade Strategy.  
8. IF to be more communicative, efficient and transparent on funds management at the country 
level, providing clear definitions on budge t allocation and identifying sources of funding.  [Selected 
recommendation #11 ]  
 
9. The operation of JITAP and IF  be harmonized in countries wher e both offer their services and 
their resources to be used in a coordinated way. [Selected recommendation #12 ]   WT/IFSC/6/Rev.2 
 Página 59 
 
 
 3.2.4.3 Mali:  Non-Pilot Country Status Report 
 A. Evaluation Findings  A.1 Summary Statement 
 The PRSP for the country was published on May 29, 2002 and the decree creating the 
Interdepartmental Pilot Group to assist the IF, is fo r approval by the Government. The DTIS is in the 
final stages of preparation and it should be comp leted in August 2003. Therefore, since the poverty 
reduction study was prepared more than a year before, no mainstreaming of trade in the PRSP can be 
attributed to IF results at this time.  
 The main obstacles identified for Mali’s development are a lack of basic skills, and product norms and 
standards, inadequate investment, poor infrast ructure and insufficient internal financing. 
 
The IF potential IF stakeholder are showing increased  interest in the process, however there are those 
who still have doubts on the capacity of trade to alleviate poverty  
 
A.2 Survey Results  
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interviews and Focus Group Results  
A.3.1 The Secretary General of th e Department of Trade (DOT) is the IF focal point  and involved 
in the Diagnostic phase. The final DTIS report will soon be completed and a budget has been prepared 
for the implementation of its  activities.   Although the IF is still not endorsed officially, ther e are signs of greater support for the process from 
the Government, . Once is the approval is done, it is  expected that the IF Focal Point will provide 
strong leadership. The priority initiative is to coordinate all the parties concerned, government, 
donors, civil society, and business groups. Stakehol ders are committed to the process, and will follow 
the Government leadership if and when  it will happen in concrete terms. 
 The Government officials stated that there is a good business environment, for investors with political 
stability and a good labour force.  Government leader ship is slowly building and should be formalized 
when the decree creating the Interd epartmental Pilot Group is signed. 
 A.3.2. The National Steering Committee, which has been established on a sound basis will be 
reinforced by the Interdepartmental Pilot Group. An  Investment seminar is planned for January or 
February 2004 organized by the Department (DOT). In this context, perhaps a review of the current 
business environment and the level of confidence in  the economy is required as the evidence suggests 
that domestic investment in the country does not  match with the appare nt wealth among certain 
segments of the population.   One of the main obstacles to economic development is  the lack of financing for the most important 
industries of the country, an issue that perhaps c ould be addressed within the context of the DTIS 
action plan.   The Government Coordinating Agency against Pove rty, established in 1997, has published a number 
of studies outlining the issues related to poverty. However what appears to be lacking is a well WT/IFSC/6/Rev.2 
Página 60  
 
 developed action plan within the PRSP to addr ess specific issues and problems as the evidence 
suggests that little progress has been achieved.  The African Development Bank (ADB) has 
implemented some specific initiatives to address th e issue, especially targeting women, a population 
group that constitute 70% of the labour force in the ag riculture, textiles and handicrafts sectors.  Basic 
skills development among this group  would seem to be a priority to be addressed. In addition, 
potential promotion of tourism and labour intensiv e products abroad, utilizing the diplomatic and 
commercial missions abroad could enhance trade opportunities.  There are some 166 NGOs in Mali and approximately 56 of them are national organizations. There is still a climate of mistrust among IF civil soci ety stakeholders on the benefits from trade. 
 
A.3.3. Following approval of the decree, the Action Plan Matrix will be prepared within the DTIS 
process. It will identify a set of activities and a follow-up strategy. It appears that national stakeholders and the donors are involved in th e process. The lead donor/facilitator has not been 
selected, but it appears likely that the French Develo pment Agency will assume the role as they are  
currently advising the Government on trade priorities. 
 A.3.4. Most of the stakeholders above mentione d are aware, supportive and meeting regularly to 
assess ways and means of cooperating within the IF process.    A.3.5. The capacity of the IF Focal Point and othe r organizations directly involved would appear to 
need bolstering with outside assist ance, including specialists in pl anning, training and marketing. . 
 A.3.6. The evidence suggests that knowledge and sk ill levels of both the public and private sector 
participants  is a priority issue as is the bus iness environment needed to attract investment, both 
domestic and foreign.   B. Significance of the Evaluation Findings  
The evidence suggests that there are a number of social and econom ic issues that need to be addressed 
if the country is to make meaningful progress on trade, economic development and poverty reduction. 
It appears that the IF process has gained some support and rec ognition as a means of tackling 
economic and trade issues. However, the need to ensure th e IF process continues to evolve correctly, 
with adequate mentoring and assistance from agencies  and donors appears to be a necessity. The need 
for the IF process to be adequately mainstreamed  into the PRSP process would also appear to be 
paramount if progress on economic and povert y issues is to be realized.   
 C. Potential Adjustments 
 
A review of planned steps in the IF process with emphasis on the involvement of all stakeholders plus an assessment of the capacity of the focal point and other stakeholders to manage and participate in 
the process appears to be a logical first step.  
 
D. Potential Impacts of the Choices  
 
A refined action plan, with the active mentoring and assistance of agencies and donors, coordinated 
by the lead donor/ facilitator would increase the chances of the IF process resulting in a clearly 
defined and prioritized action matrix. It could al so  increase the level of confidence of potential 
participants.  
  WT/IFSC/6/Rev.2 
 Página 61 
 
 
 E. Recommendations  
 
It is recommended that:  1. The planned implementation and operation of the IF process be reviewed to improve its 
chances of producing a valid action plan. 
 2. An assessment of capacity a nd skill needs of those directly involved in the IF process be 
undertaken with a view to providing training, mentoring and assistance.  
3. The need for a marketing campaign for the country, the tourist industry and Malian products 
be considered as part of the DTIS Action Plan  Matrix. The marketing programme could include 
distribution of materials through Mali missions abroad.   WT/IFSC/6/Rev.2 
Página 62  
 
 3.2.4.4 Nepal:  Non-Pilot Country Status Report 
 
A. Evaluation Findings 
 A.1 Summary Statement 
 
A.1.1 Although Nepal does not have a formal PRSP, it would appear that the country’s 10
th 5 year 
plan can serve as a substitute in that it deals with poverty reduction and establishes the target of 
reducing poverty from 38 per cent to 30 per cent. I ndications are that trade is seen as a prominent 
component of the plan.  
 
A.1.2 An IF Focal point has been established,  as has a National Steering Committee. The Nepal 
Trade Competitiveness Study (NTCS), as a substitute for a full DTIS, was completed recently, and a 
follow-up workshop held June 27,  2003 presented the results and identified major issues. The 
evidence suggests the NTSC process may lead  to a prioritized action plan matrix. 
 
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 
A.3.1.1 The 10th Five-year plan contains 4 pillars, or action items, (1) to promote faster pro-poor 
economic growth, (2) establish equitable access to social and economic infrastructure, (3) assist 
marginalized groups with targeted programmes and (4) improve governance. 
 A.3.1.2 A series of interviews and focus group session was held with a wide cross section of stakeholders in Nepal. Many of the intervie ws were done in the margins of the June 27
th NTCS 
Conference which attracted a broad audience from the public and private sector and included participation by Agency representatives and the domes tic and international c onsultants who undertook 
the study. The study team was lead by the World Ba nk with support from a consultant from the Center 
for International Economics. Local consultants participated too.  A.3.1.3 The NTCS has recommended an action matrix  to deal with priority areas including the 
establishment of an APEX trade policy evaluation un it. Nepal, like other IF countries, is placing 
emphasis on its desire to accede to the WTO, a nd hence trade policy issue and negotiating capacity 
are high on the agenda of many ministries. The IF Focal point and his support team are carrying the dual function of managing IF and WTO issues.  Th e NTCS also identified trade facilitation issues 
(customs legislation and service related bottleneck s and transaction costs), labour market mechanisms 
and reform of institutions a nd regulation related to business environment and investment. 
 
A.3.1.4 During the various discussions the need for a formal public-private partnership scheme (PPP) 
was raised several times as one key to increased competitiveness. A formal PPP could also deal with 
specific issues such as trade and other industry issues including the status and role of state owned enterprises (SOEs), an issue that will have to be dealt with in the context of WTO accession.  WT/IFSC/6/Rev.2 
 Página 63 
 
 
  
B. Significance of the Evaluation Findings 
 
B.1.1 Nepal through the NTCS and the follow-up workshop has made a good start in identifying issues and needs. The workshop in particular seemed to have involved a cross section of stakeholders. 
The challenge ahead is to take the results of this  activity and develop a specific prioritized series of 
actionable projects to address the broad areas defined.   B.1.2 The evidence suggests that the IF Focal point  and the supporting organization is capable of 
managing the IF process; however, it is worthy of note that the group is carrying the dual role of IF 
and WTO focal point.  The complexity of WTO negot iations, coupled with the added work related to 
accession may jeopardize the concentrated effort to manage IF as well.   
C. Potential Adjustments 
 C.1.1 The process seems to be on track, but is very  much in the early identification and planning 
stage. The need to involve all stakeholders in the pr ocess at an early stage is very relevant in this case 
and ongoing follow-up, mentoring and assistance from ag encies will be critical if Nepal is to complete 
the DTIS process, attract donor support and implement specific projects.    
D. Potential Impacts of the Choices 
 
D.1.1 Due to the current status of the IF process  the choices are to proceed or stop. If the DTIS 
process is effectively carried through to its conclu sion resulting in a prioritized action plan, the IF 
partners, in particular the country itself will have a clear picture of the current situation, key issues 
and possible solutions to the priority problems. The resulting action plan would provide the country 
with a sound information base with which to attract donor support for the action plan.  
 
E. Recommendations 
 
It is recommended that:  
1. As WTO negotiations and accession activities incr ease, monitor the capacity of the IF focal 
point to manage the IF and the WTO processes simultaneously.  2. Review the current status of stakeholder involvement with a view to ensuring that all perspectives are included in the planning. 
 
3. Local core agency representatives maximi ze their mentoring and assistance to the IF 
proponents. WT/IFSC/6/Rev.2 
Página 64  
 
 3.2.4.5 Senegal:  Non-Pilot Country Status Report 
 
A. Evaluation Findings 
 
A.1 Summary Statement 
 
Senegal has a PRSP in place since April 2002 and tr ade is expected to be included in the 2003 PRSP 
progress report and this may assist in elevating the IF’s status within government priorities, as the evidence suggests that IF and trade was somewhat  low on the priority list of the new government. 
 
There is an IF Focal Point and a National Steering Committee (NSC) lead by the Ministry of Trade 
and SME’s (MPMEC) 
17 which features representation from a broad spectrum of stakeholders. A 
DTIS was finalized in December 2002 with the assistance of international and nati onal experts. It is a 
comprehensive document linking trade to poverty reduction. The DTIS was developed with equally 
broad representation from stakeholders incl uding the private sector and civil society18 groups 
including labour unions representatives. The Europe an Union acts as the Lead Donor and facilitator. 
 The DTIS action plan matrix was endorsed by the government in mid-April 2003 with a follow up round table in June, 2003.   
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 A.3 Interview and Focus Group Results 
 
A.3.1 Meetings and focus group discussions were held with the Fishermen’s association, tourism 
and handicraft association, chamber of commerce,  employer’s council a nd other individuals. 
 During the meetings, several particip ants expressed the view that the IF could do a lot for the country 
if it receives the necessary support from senior levels  of government. Another concern is that the 
projects in the Action Plan Matrix of the DTIS have no resources assigned to them and therefore the cost of a funding request package for donors to implement the action plan remains unknown.   
 A.3.2 The European Community is the lead donor a nd is acting as the facilitator. Other agencies are 
playing a much less active role as some respondent s suggested that the World Bank has not been 
active on the file.  A.3.3 While there is a high degree of awareness among those directly involved in the IF process, there appears to be little awareness beyond this gr oup. The level of awareness among the relative 
government departments also seems very low.  
 
A.3.4 The capacity of the Focal Point in terms of financial and human resources to manage and 
implement the IF process was also ra ised as an issue by respondents. 
 
                                                     
 
17 Ministère de Petite et Moyenne Entreprises et du Commerce. 
18 NSC participation includes the Employers Council,  the Workers Council, the National Union of the 
Chambers of Commerce, the Association of Producers and Exporters of Senegal, the Dakar Trade Chambers, 
the Association of Fishermen and Trawlers Owners and other civil society groups.  WT/IFSC/6/Rev.2 
 Página 65 
 
 
 A.3.5 While there is no consensus on the IF prior ities there is partial agreement on the need for 
trade related technical assistance and the need  for increased productivity within the economy. 
 
B. Significance of the Evaluation Findings 
 There is evidence that progress has been made on implementing the IF process as many of the 
required elements are in place including a Focal Poin t and a NSC. Also the initial steps have been 
taken through the development of a DTIS and the complementary Action Plan Matrix. Initial efforts 
have also been made to prioritize the action plan  matrix and identify specific actionable initiatives. 
Some issues likely requiring attention include pr oductivity, product standards and norms plus quality 
control.  
 There is evidence to suggest that the IF Focal point could benefit from increased capacity to manage 
the IF process. As well, the evidence suggests that increased efforts by way of assistance and 
mentoring to increase buy-in and transfer ownership of the process to the country would be advisable.  
 
C. Potential Adjustments 
 
While the process is poised to move to the next pha se, it will require a concen trated and coordinated 
effort by all IF partners. Perhaps the Lead Donor/f acilitator could take an active role in facilitating and 
assisting the IF Focal point, bilateral donors and the ag encies to take that focused action and launch an 
awareness campaign to inform a wider audience on the goals and objectives of the IF. 
 The government be encouraged to mainstream trad e into the PRSP and signal its support for the IF 
process.  D. Potential Impacts of the Choices 
 
A coordinated cooperative effort by the IF partne rs coupled with strong government support would 
allow Senegal to move the process forward to th e next phase and capitalize on the progress to date. 
 
E. Recommendations  
 
It is recommended that:  1. A coordinated and cooperative effort be ma de to support the IF Focal Point and other 
proponents of the IF to attract senior government support for the IF and move the process forward. 
 
2. An IF promotion and awareness campaign be  launched to increase awareness not only among 
the private sector and civil society bu t within the Public sector as well.  
 3. Consideration be given to re viewing and upgrading the human and financial resource needs of 
the IF Focal point to manage the IF. A small prof essional secretariat to support the focal point could 
be an option.  
 WT/IFSC/6/Rev.2 
Página 66  
 
 3.2.4.6 Burundi:  Non-Pilot Country Status Report 
 A. Evaluation Findings  A.1 Summary Statement 
 
Burundi’s DTIS will be presented later this year to  a national workshop to validate the Action Plan 
Matrix prior to its formal presentation in Geneva and to the Government.  Burundi has a 2002 Interim 
PRSP, which includes trade as a key element and, which, according to the March 2003 DTIS Aide-
Memoire  is widely supported by all the key stakehol ders.  The organizational structures of an IF 
process are in place: a National Steering Committee, representing the public and private sectors and 
including civil society representation; a dedicated IF focal point; and a donor facilitator.  The eventual 
success of the IF process will depend in large m easure on the establishment of stable governance 
conditions and the willingness of a limited num ber of donors to support IF priorities. 
 A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 A.3 Interview Results 
 
This report is based on limited documentation and a limited number of telephone interviews, as it was 
not possible to travel to Burundi as scheduled.  
A.3.1 The over-riding factor determining the succes s of the IF process in Burundi is political 
stability. The economic reform challenges are c onsiderable and will require sustained policy 
leadership and direction if they are to succeed. Tr ade is widely viewed as the major instrument for 
Burundi to overcome its chronic deficit position and to reduce poverty.  In the meantime, the private 
sector is reluctant to make significant investments in the current environment.  The Government has 
taken steps to demonstrate its commitment to p overty reduction through economic growth and trade: 
for example, the PRSP process is directed from th e Vice President’s office, giving it senior level 
credibility.  The IF process is in place and ac tive: the National Steering Committee includes all 
stakeholders and meets regularly; the IF focal point is engaged in all aspects of the IF process and is 
thinking about the necessary post-DTIS steps.  The donor  facilitator is expected to be transferred from 
Burundi this year. 
 
A.3.2 Burundi completed an interim PRSP in 2002.   The priority actions of the PRSP focus on 
macroeconomic reform and the promotion of economi c growth to reduce poverty. The interim PRSP 
emphasizes international trade as a key elem ent in its economic growth strategy. The DTIS Aide-
Memoire  notes the Government’s commitment to place international trade at the heart of its poverty 
reduction strategy was clearly and widely recognized in all the DTIS team discussions in Burundi.  
The Ministry of Commerce is a member of the PRSP working group. 
 It should be noted that in parallel with the deve lopment of the PRSP, Burundi had already a process 
underway supported by the UNDP aimed at increasi ng exports when the DTIS process was initially 
launched in 2002.  The presentation of the DTIS has b een delayed and it is currently planned that its 
presentation will be made in two stages in October 2003:   first, a series of workshops at the sectoral 
level, followed by a national workshop.  The two-st age process is designed to internalize the findings 
and recommendations to the greatest extent possible.  The DTIS will identify the principal macroeconomic challenges which must be met to support private sector-based growth and will also 
identify specific technical assistance needs in a number of areas: coffee; export promotion supporting  WT/IFSC/6/Rev.2 
 Página 67 
 
 
 institutions; the development of exports of cut flowers, fruit and vegetables, and possibly food 
processing; customs and legislative and regulatory reforms; and strengthening the capacities of the 
Ministry of Commerce.   As noted above, a National Steering Committee was form ed from the outset.  It is composed of about 
twenty members and, in addition to public sector  representatives (the Vice President’s office and the 
Ministry of Finance are represented), includes priv ate sector and civil society representatives.  The 
National Steering Committee is chaired by the Director General, of the Ministry of Commerce.    There is widespread interest and support on the part  of the private sector (and among civil society) in 
the IF process, although there are al so expectations that the studies will soon be completed and the 
process will move to more concrete outputs.  The number of significant bilateral donors in Burund i is limited and the Government has no indication 
at this stage whether there will be a willingness to support IF recommendations. 
 
B. Significance of the Evaluation Findings 
 
The evaluation findings are at best tentative, given the limited base of information upon which any finding is based, and the fact the DTIS has not  yet been presented and discussed in the country. 
 
The Government has made a clear commitment to link the pursuit of accelerated poverty reduction to 
macroeconomic reform a nd economic growth. Trade is a key co mponent of this strategy.  The 
elements of the IF process are in place and are functi oning well, but their potential for effectiveness is 
limited by instability in the country, which also has a negative effect on the development of the 
economy and the private sector.  The DTIS process a nd subsequent follow up may face further delays, 
but with the basic IF infrastructure in place, the process can move forward as conditions permit. 
 There are also indications that the IF has generated wide interest, but that expectations are high in the 
private sector for producing concrete, positive results .  It is essential to carry out the recommended 
macroeconomic reforms to create a sustainable e nvironment conducive to business development.  
However, the DTIS may also recommend particular  sectorally based activities which could have a 
positive impact in the short term, along the lines of th e current UNDP/ILO essen tial oils project, and it 
is hoped that projects of this nature could be implemented. 
 As noted above, the number of significant bilateral donor  to Burundi is limited; therefore the role of 
the donor facilitator will become increasingly impor tant to assist the Burundi government in 
mobilizing donor interest and perhaps looking to form  new development partnerships to support an IF 
plan of action.  
C. Potential Adjustments 
 
It will be important to sustain interest in the IF over the coming months in order to maintain 
stakeholder commitment to support the IF, especially  from potential beneficiaries in urban and rural 
areas.  Bilateral donors and core agencies should ta ke opportunities offered to carry out smaller scale 
projects, which can make a difference. while at the same time mobilizing resources to support the 
wider reform measures.  The donor facilitator can play a key role in this two-prong approach, but it 
will require a considerable commitment of resources. WT/IFSC/6/Rev.2 
Página 68  
 
  
D. Potential Impacts of the Choices 
 
There have already been considerable financial a nd human resources committed to the IF process in 
Burundi.  A strategy along the lines suggested above  will help protect the investment already made, 
maintain interest in the IF, and potentially produce pr actical results if political uncertainty persists and 
the Government is not in a position to pursue its poverty reduction programme with sustained 
commitment.  
E. Recommendations 
 
It is recommended that:  1. The DTIS and the Action Plan Matrix and/or the follow up Action Plan (if one is needed or prepared) to implement the recommendations of  the DTIS include options for the staged 
implementation of the recommendations, depending on the short and medium term implementation 
environment in Burundi.  2. The donor community and the core agencies, with the help of the donor facilitator pursue 
innovative partnerships, which will facilitate the implementation of an eventual IF plan of action. 
 
  WT/IFSC/6/Rev.2 
 Página 69 
 
 
 3.2.4.7 Djibouti:  Non-Pilot Country Status Report 
 
A. Evaluation Findings 
 A.1 Summary Statement 
 
Djibouti seems committed to mainstream trade in to poverty reduction strategies and plans of 
development.  A national PRSP commission that h as prime responsibility for the PRSP was set up in 
2001, but the PRSP full paper is still in progress. 
 On the other hand, the DTIS was conducted recently by  a team of 5 local and 12 international experts, 
together with participation from the core agenci es. A NSC has been established to oversee the IF 
process and to review/endorse the recommendation of  the study expected by September 2003.  
 
The government is working hard to create a conduc ive business environment, but more remains to be 
done.   A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 A.3 Interview and Focus Group Results 
 
A.3.1 There is wide support of the process in th e country. The commitment reaches the highest level 
of the government. Indeed, the  » présidence de la république »  issued in 2002 a  « loi portant 
réforme des statuts de la chambre de Commerce de Djibouti  » that strengthened the structure of the 
private sector and made the Chamber of Commerce «  l’organe de représentation de tous les 
opérateurs économiques et entreprises de la république de Djibouti »  . On the other hand, the 
Ministry of Commerce issued, the same year, an “ ARRETE ” that creates the steering committee of the 
IF. However, the Business community complains, among ot her issues, that there is a  lack of financial 
support (very high interest rate), and the widespre ad presence of the informal  sector in the local 
economy. 
 
A.3.2 The DTIS expert mission has just finished th e field work, and the final report is expected at 
the beginning of September. The government is very aware of the importance of the study integration 
into the PRSP and is committed to profit from the IF  process in order to mainstream trade into poverty 
reduction strategies. 
 
The DTIS team leader had briefed the Trade Minister  before he left Djibouti. The mission found that 
less than 5 % of the population profits from the actual trade system.   The big issue is to determine how to integrate the re st of the population, to involve the private sector 
in trade activities to a fuller extent and to get the commitment of civil society. 
 A.3.3 The level of awareness of the IF process (goals, objectives and potential outcomes) is not appropriate within the local stakeholder group. Ther e has been no workshop to explain in depth the 
objectives of the IF and its goals. Even the government  officials are not very familiar with the process. 
Moreover, many agencies and Donor representa tives seem confused when it comes to the 
understanding their respective roles, responsibilities and tasks.  
 WT/IFSC/6/Rev.2 
Página 70  
 
 Civil society and the private sector have not activel y participated in the decision making process. In 
fact, 10 of the 12 members of the steering committee are government officials.  A.3.4 One of the weaknesses of the process is that the focal point is not a government Official but a 
UNDP employee. This situation does not match w ith the local ownership goal of the process.  
 
On the other hand, the country is having difficulty to identify a Donor Facilitator. So far, all donors’ 
representatives have declined an invitation to assume this role.   A.3.5 All local interlocutors stressed the supply side constraint, especially roads, bridges and 
equipment. They hope the IF can fund these types of project.  
 Also, the business community and the government agr ee that the private sector cannot be fully active 
if sustainable solutions are not found to issues like business financing and the informal sector 
problem.  
 
A.3.6 The country is still looking for a Donor Facilitator. The Agence Française de Développement  
declined the request because of a lack of s and no interest among other Donors has been expressed 
yet.  
B. Significance of the Evaluation Findings 
 
There is a need for a broadly-based participati on process. Civil society and the business community 
have not been actively engaged th roughout the IF process, including appropriate representation on the 
NSC. This situation has resulted in a lack of motiv ation to participate in th e process, mainly because 
of a weak understanding of the potential outcomes for each group. 
 
There is a perception that IF is a UNDP exercise, a nd that there is not enough consultation with other 
agencies at the local level.  The country is missing the opportunity to learn from other LDCs’ IF experience. No participation in 
other countries’ workshops has been reported so far.  Moreover, very little knowledge about the IF in 
other countries is noted.  
 
C. Potential Adjustments 
 
Wider and more sustained participation of the private sector and civil society is important. The NSC should integrate more business community and civil society representatives; otherwise the country 
will miss the opportunity to have a transparent de bate on the real issues, which concern all local 
stakeholders.   
D. Potential Impacts of the Choices 
 Fully involved and motivated local stakeholders will help build momentum for the IF by providing 
new ideas, stressing real issues, and helping the IF  to identify and address main constraints. The 
process will be owned by all stakeholde rs and not only by  the government. 
 
E. Recommendations 
 
It is recommended that:  1. A fully resourced Focal Point be  considered as a first priority. 
  WT/IFSC/6/Rev.2 
 Página 71 
 
 
 2. Roles, tasks and responsibilities of each stake holder should be clearer. Each agency should 
inform its local representative of its precise role a nd what should be his or her contribution in the 
process.  [Selected recommendation # 13]  
 3. An IF secretariat, to coordina te stakeholders’ actions and to dispatch necessary information to 
all local level agencies, should take place.  
 4. A Visibility/Sensitization programme shoul d be developed to ensure broadly-based 
participation in the process and the endorsement of its finding. 
 
5. The IF should set up mechanisms, which enc ourage cross-participation in other countries’ 
workshops and improve the shared learning from the process.  WT/IFSC/6/Rev.2 
Página 72  
 
 3.2.4.8 Ethiopia:  Non-Pilot Country Status Report  
 A. Evaluation Findings  A.1 Summary Statement 
 
Ethiopia is counting on the IF process to add synerg ies to the national effort to integrate trade and 
economic development into country’s poverty alleviation strategy. But one of the major constraints to 
trade development in the country is a lack of infr astructure that has to be developed. It includes 
transportation bottlenecks, lack of  basic post-harvest marketing infr astructure (do you mean ports or 
packaging or handling?), lack of water control infr astructure that leads to high transaction costs. Land 
tenure is also an issue limiting  business and tr ade development. Entrepreneurs have difficulty 
attracting business financing because they lack title to  the land where they are located.  On the other 
hand the ownership of the process should be reinforced.  
 
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 
A.3.1 Meetings were conducted with the IF Focal Point, the Chamber of Commerce, a 
manufacturers’ association and representatives from the World Bank, UNDP and the European Union (the Lead donor/facilitator). The IF Focal point indica ted that Ethiopia is still at the very early stages 
of implementing the IF. 
 
A.3.2 The steering committee is chaired by the mini ster of trade & industry. Also, a Technical 
Group (TG) has been constituted to interact with the DTIS team on a regular basis. The government 
shows strong commitment towards the IF but seems conservative on other business issues like land.  
Indeed, the private sector raised the land status i ssue as a major constraint to its development.  
 
While the business community is seeking a strong pa rtnership between the public and private sectors, 
there is little evidence of civil societ y involvement in the IF process.  
 A.3.3 The PRSP for Ethiopia places some emphasis on trade policy, but the primary  emphasis is focused on agriculture as the sector is the source of livelihood for the majority of the poor population.  
 
The DTIS, which is in the draft stage, has made broad-based policy recommendations and has 
prepared a road map for future trade reforms. It  also recommends technical assistance activities in 11 
identified fields (agriculture and trade, the le gal and regulatory Structure, market access and 
opportunities, trade reforms and the incentive stru cture…). However, specific action plan and 
recommendations are lacking. It is not clear whether the DTIS can or will be integrated into the PRSP 
during its next review.   A.3.4 The level of awareness of IF among local st akeholders is quite we ak. Also, the evidence 
suggests a lack of coordination and cooperation among agencies and donors, at the local level. Many stakeholders raised a concern about the lack of involvement and consultation in implementing IF and 
the DTIS process led by the World Bank.  
  WT/IFSC/6/Rev.2 
 Página 73 
 
 
 Private sector and civil society groups stressed the fa ct that their level of participation has had little 
impact on the IF decision making process and e xpressed the desire the government, agencies and 
donors give them the opportunity to be more engaged throughout the process. 
  A.3.5 The IF focal point is the Head,  Foreign trade Department in the Ministry of Trade and 
Industry. He is very active and the leadership capacity  of the IF Focal Point is good but there is a lack 
of institutional support, both in terms of financia l and human resources (e.g. no local IF secretariat).  
A.3.6 There is a big support to the government to pursue measures to encourage rapid export growth 
through production of high value agricultural pr oducts. Moreover, the government is providing 
increased support to export oriented manufacturing sect ors particularly intensified processing of high 
quality skins/leather and textile garment. 
A.3.7 Business representatives are urging the gove rnment to make the changes required to 
strengthen private sector growth and improve hu man and institutional capacity in preparation for 
accession to the World Trade Organization. 
 
B. Significance of the Evaluation Findings 
 
All stakeholders agree that great strides have been made in tackling poverty in Ethiopia, but that many 
challenges remain.  
 
The success of the IF will depend on the level of commitment to accelerate the pace of structural 
reform, improve the investment climate and make appropriate strategic trade decisions as a basis for job and income creation. 
The World Bank's role in the IF has drawn consider able criticism. The perception is that the bank has 
disproportionate influence and that it has failed to co nsult with stakeholders or  coordinate with other 
in-country agencies or sectors.   
 
C. Potential Adjustments 
The IF requires. full country ownership and  local  stakeholders’ involvement in all phases of the 
process. Moreover the participation in the IF process  by private sector and civil society organizations, 
should increase. The priority should be to ensure  that the DTIS and all future action plans are 
nationally owned and endorsed.  
 
D. Potential Impacts of the Choices 
 
The success of the IF requires a full involvement a nd participation of the business community and 
civil society. The identification and prioritization of projects that meet the identified needs of all local 
stakeholders is critical to the succ ess of the IF process. Full involveme nt by local stakeholders in the 
DTIS process will internalize emerging trade prio rities and participate in their implementation. 
 
E. Recommendations 
 
It is recommended that:  
1. Agencies and Donors should increase coordination at the national level 
 2. The DTIS reflects national development goals and be led by the country according to the IF 
principles (private sector, academic, intergovern mental and non-governmental organizations). 
 3. The Government consider the business co mmunity’s recommendations and strengthens 
human and institutional capacity to enable the country to proceed with WTO accession. WT/IFSC/6/Rev.2 
Página 74  
 
 3.2.4.9 Lesotho:  Non-Pilot Country Status Report 
 
A. Evaluation Findings 
 A.1 Summary Statement 
 
Most of the elements underpinning an IF process are present in Lesotho.  A full PRSP, following upon 
an interim PRSP, is expected to be completed this  September/October.  The DTIS has been completed 
and the Action Plan Matrix has been validated at a workshop attended by many stakeholders.  It is 
expected the Action Plan Matrix will be presente d to the Government for it views/endorsement. The 
Government has appointed a national focal point and a National Steering Committee to oversee the IF 
process.  A donor facilitator has been appointed and is actively engaged. 
 
A.2 Survey Results 
 Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 A.3.1 There is close cooperation between the Ministry of Finance and Planning and the Ministry of 
Trade, Industry, Co-operatives and Marketing (hereafte r referred to as the Ministry of Trade) which is 
essential to the successful integration of the DTIS in to the forthcoming PRSP.  The Minister of Trade 
is fully engaged and committed to a successful outcome of the IF process with a strong emphasis on poverty reduction.  This is why responsibility for Co-operatives has recently b een transferred to the 
Ministry of Trade from the Ministry of Agriculture. 
 A.3.2 It is expected that the DTIS, which has just been completed, will be fully integrated into the 
PRSP, however, it is not clear the extent to which the PRSP will be linked to the budgetary allocations 
process.  The DTIS is focused on creating employment principally through solidifying gains achieved in the exporting industrial sector and the further enc ouragement of foreign direct investment (FDI) it 
does not explore, to a great extent, potential opportunities for increasing employment and incomes 
through the development of indi genous, locally based, especia lly rural, products/services and 
employment.   The draft Action Matrix identifies 39 barriers or oppor tunities within seven general policy areas.  The 
Action Matrix is focused on improving public sector  performance, but does not make much provision 
for the development of an indigenous business co mmunity capable of analyzing/acting/advocating on 
its behalf (although the Ministry of Trade indicated  this was one of the outcomes expected from the 
IF) nor for the sustained development of required skills within the private and public sectors.  The Action Matrix will certainly require greater attent ion to prioritization and consolidation of the 
identified challenges/opportunities into a manageable  and costed work programme.  This exercise 
should be carried out with the full participati on of the business community and civil society. 
 The National Steering Committee is composed mainly of public sector representatives with representation from the private sector and academia.  Provision is made for a representative of civil society, but does not participate in the work of the committee. 
 
A.3.3 The level of awareness of IF seemed appr opriate within the public sector.  While DTIS 
consultants interviewed representatives of the lo cal business community, including the Government’s 
principal business development and investment agenci es, and they participated in a workshop earlier 
this year to review the draft DTIS and the Action Matrix, they have not been fully involved either in  WT/IFSC/6/Rev.2 
 Página 75 
 
 
 the IF process or in having appropriate representati on on the NSC.  Civil society has not been actively 
engaged throughout the process.   A.3.4 The IF focal point, a very sen ior official in the Ministry of Trade, tasks officials within the 
ministry to support particular focal point activiti es.  The Action Matrix targets measures aimed at 
enabling the further development of a liberal economic environment domestically, encouraging 
integrated markets in a regional and international setting, and ensuring macroeconomic stability. It is 
focused on solidifying gains achieved in the exportin g urban, industrial sector, principally the garment 
manufacturing sub-sector. The majority of low inco me people live in rural areas; however, the Action 
Matrix does not explore employment gains that might  be made by exports of rural agriculturally based 
products, including important traditional exports. Wh ile the business environment is sufficiently open 
to attract a significant garment exporting industry, important trade policy decisions must be made 
soon to retain this industry and regulatory and infr astructural barriers must be overcome for it to grow. 
 A.3.5 All interlocutors expressed support for the Government’s poverty reduction strategy through 
employment generating economic growth.  All busi ness representatives noted the lack of knowledge 
of the Government’s plans, although it would appear  that the textile industry, which operates on short 
time horizons and which was key to recent export su ccesses, continuously lobbies the Government on 
issues important to its ongoing viability and potential further expansion.   A.3.6 DFID is the donor facilitator in Lesotho and the DFID official based in Pretoria closely 
follows IF developments.  The number of donors in  Lesotho is quite limited (key donors supporting 
the IF elsewhere do not seem to be active in Lesoth o) so future support from the six agencies for the 
implementation of IF priorities will be important.  The UNDP closely follows IF developments and 
represents the World Bank, which does not have an  office in Maseru, on IF matters in Maseru.  
 B. Significance of the Evaluation Findings 
 
The basic building blocks for an IF based program me are in place, but will require sustained senior 
policy leadership and direction to bring them to a successful implementation stage.  The DTIS focuses on consolidating the gains achieved through international preferences in the textile 
sector, which is extremely important in terms of  protecting and expanding important employment 
gains and building a capacity to make appropriate stra tegic trade decisions, but it might also have paid 
greater attention to small scale urban an d rural producers with export potential. 
 Country ownership requires full private sector and ci vil society participation from the outset in order 
to internalize emerging trade priorities and their im plementation.  The process may be lengthy, but it 
is essential that the time is taken to enable all be neficiaries adjust to important cultural changes. 
 
C. Potential Adjustments 
 
The focal point must have the time and resources to carry out the analytical and coordination 
functions required to build IF momentum.  The most  important priority is to reconfigure the Action 
Plan Matrix with the full participation of the privat e sector and civil society into a shorter, manageable 
list of prioritized, costed proposals which may be mo re easily absorbed by donors; otherwise ‘cherry 
picking’ by donors will likely occur leavi ng the most important requirements unfunded. 
 
Wider and more sustained involvement by the private sector and civil society is important. 
 Work should be undertaken based  initially on existing studies to  include indigenous, locally-based, 
especially rural, products/services and employment in further iterations of the IF.  WT/IFSC/6/Rev.2 
Página 76  
 
 D. Potential Impacts of the Choices 
 
A fully resourced, dedicated focal point will help build momentum for the IF by providing sustained 
policy support and analysis. It would also provide an important and on-going link for the Ministry of 
Trade with other interested ministries and agencies, the private sector and civil society, core agencies 
and donors, especially the lead donor/facilitator.  W ith the backing of senior policy leadership and 
direction, the IF process would be seen to be an important Government  priority (among other 
important priorities) and could also compete more effectively for scarce financial resources.  Making provision for indigenous, especially rural,  products and services could have an important 
impact on employment creation for poor men and wo men who live mainly in rural areas through the 
export of local products.   
E. Recommendations 
 It is recommended that: 
 1. A fully resourced Focal Point to include both human and financial resources be considered as 
a first priority.  2. Following the Action Matrix Workshop in Ma rch, an overall plan, discussed with private 
sector and civil society stakeholders and which is fu lly supported by senior government leadership, is 
developed. This plan should consolidate and prior itize the elements of the Action Plan Matrix into a 
manageable and indicatively costed work programme.  3. Early IF work be widened in the Action Matrix or the follow up prioritization exercise by 
including more poor people, especially in rural areas. 
  WT/IFSC/6/Rev.2 
 Página 77 
 
 
 3.2.4.10   Yemen:  Non-Pilot Country Status Report 
 A. Evaluation Findings  A.1 Summary Statement 
 
Yemen will complete the DTIS stage of its integrated  IF programme later this year with the planned 
presentation of the report and action plan to the IF Steering Committee and to the Government of 
Yemen.  The current PRSP covers the period 2003-05 and it is not clear whether elements of the DTIS 
action plan can be integrated into the PRSP durin g its annual review, also later this year.  The 
Government has appointed a national focal point and a National Steering Committee, composed of 
very senior officials, plus limited private sector representation, who oversee the IF process.  A donor 
facilitator has been appointed  and is actively engaged. 
 
A.2 Survey Results 
 
Almost 6 out of 10 (58%) respondents to the survey  expressed the views of LDC stakeholders. Their 
collective insights are set out in Annex E. Individua l country breakouts were not attempted, since that 
would have reduced the average sample size per country to below statistical norms.   
 
A.3 Interview and Focus Group Results 
 
A.3.1 Based on experience to date, the IF process in  Yemen can be a success if the DTIS team and 
the Government can translate the ra ther long list of items (many of them studies) in the draft work 
plan into a more manageable, consolidated list of  projects with preliminary costing.  Today the 
elements for success include a strong National Steer ing Committee led by the Minister of Trade and 
Industry and composed mainly of senior official s with limited representation from the private sector 
and a dynamic and experienced senior focal point, w ho is also responsible for coordination with the 
WTO on accession issues.  However, all private sector and civil society representatives, as well as donor representatives 
commented on the apparent unwillingness on the part of  the government to consult widely outside 
government, especially with civil society.   
 A.3.2 The PRSP was completed before the IF pro cess was very advanced.  There is no evidence of 
mainstreaming trade in the current PRSP, and trad e is only mentioned in relation to macroeconomic 
stability/growth and to WTO accession,  and only incidentally within the various sectoral priorities. 
 
The DTIS is currently in draft form.  The terms of reference indicate the principal output for the DTIS 
should be the development of a pro-poor trade integr ation strategy.  Outcomes of the DTIS should be 
a programme of TA to strengthen the overall co mpetitiveness of the economy and selected sub-sectors 
as well as a process which involves stakeholders in  designing the proposed TA programme and which 
builds capacity within Government and the private sec tor.  A draft work plan was developed based on 
the workshop held in June which identified 40 ‘object s’ for 74 small and large ‘actions’.  Stakeholders 
and donors participated in the workshop.  As noted above, The Minister of Trade and In dustry chairs a strong National Steering Committee 
composed of 14 deputy ministers and representativ es of key government agencies and limited, but 
senior, representation from the private sector.  Ther e is currently no representation from civil society. 
 A lead donor/facilitator has been appointed and has b een particularly active in the lead-up to the 
recently held workshop and expects also to play an active role in the preparations for the follow-on WT/IFSC/6/Rev.2 
Página 78  
 
 donors’ conference.  Donor coordination in Yemen is  limited, as a certain number of important donors 
do not have permanent representation in Yemen.  A.3.3 All government officials and donor representa tives as well as senior representatives of the 
private sector are aware of the IF and supportive of its objectives.  However, the expected outcomes 
are huge among local stakeholders; they especially put stress on the ability of the IF to address the 
Supply Side Constraints, help the country to gain  greater access to developed country markets and 
provide information on potential markets.  The recent workshop seems to ha ve been effective in raising awareness of the IF across all 
stakeholders. 
 A.3.4 The focal point, who has a dedicated sta ff to assist with WTO accession responsibilities, as 
well as the IF, is a very active person and has been  effective in managing the IF process to date.  
Importantly, the Ministry of Planning and Interna tional Cooperation, which is responsible for the 
PRSP as well as relations with the IMF and the Wo rld Bank and bilateral donors, is fully cognizant 
and supportive of IF objectives.  Government-wide capacity to manage the IF, including its capacity 
to coordinate donor assistance, has not yet been fully tested.  
B. Significance of the Evaluation Findings 
 
The main IF challenge facing Yemen will be to mainstream the DTIS priorities within the PRSP 
before the current PRSP comes to an end in 2005.  In addition, an important task will be the conso lidation the lengthy list of actions emerging from the 
workshop into a prioritized package of project outlines with preliminary costing to facilitate 
discussion with donors on the implementation of Yeme n’s priorities.  This will provide an important 
opportunity to determine whether capacity limitations exist within the government to the implementation of the IF process and to identify reme dial actions, which might be taken to strengthen 
IF capacity in key areas.  This important phase, between the completion of the DTIS and the implementation of the Action 
Matrix, can also provide an opportunity to furthe r the dialogue with private sector and civil society 
stakeholders.  
C. Potential Adjustments 
 In order to meet the objectives of the IF, the results  of the DTIS should be integrated into the PRSP as 
soon as possible.  Based on experience in other countr ies DTIS priorities should be integrated into the 
PRSP during the forthcoming PRSP review later this year.  If it is not possible to fully integrate the 
DTIS into the PRSP this year, the most important priorities should be integrated this year and second 
tier priorities could be added as planning for the next PRSP gains momentum next year.  
 
At the same time, the IF focal point can lead th e work required to consolidate the list of activities 
emerging from the DTIS Action Matrix into prioritized  packages of roughly costed project outlines, in 
advance of calling a meeting of donors.  Alterna tively, the DTIS team could review the Action 
Matrix, and in consultation with the private sector an d civil society, assist the focal point in preparing 
the packages of priority projects.  The donor facilit ator can play a role in assisting in this process, 
which may also require some Window II assistance to  secure expert help in project identification 
work.   WT/IFSC/6/Rev.2 
 Página 79 
 
 
 D. Potential Impacts of the Choices 
 
Beginning the early integration of the DTIS into the PRSP will provide a strong signal of the 
importance the Government attaches to promoting expor ts and may help lead to some early pay-offs 
for the very considerable efforts which ha ve been invested in the IF to date. 
 
The most efficient and effective alternative to deve loping a more consolidated  approach to the Action 
Plan Matrix may be to reformulate it into a more  donor friendly package of roughly costed project 
outlines.  E. Recommendations 
 
It is recommended that:  1. Steps be taken this year to integrate the DTIS into the PRSP. 
 
2. The DTIS Action Matrix activities be consolid ated into a roughly costed package of project 
proposals in order to facilitate their consideration by donors.  3. The private sector and civil society be cons ulted before finalizing these project packages in 
order to reinforce the Government’s inte ntion to consult them at each step. 
 
 WT/IFSC/6/Rev.2 
Página 80  
 
 3.2.4.11   Eritrea 
 A. Evaluation Findings  
The IF process is currently inactive in Eritrea.  Following a preliminary DTIS mission in November 
2002, the IF Working Group and Eritrea decided to ta ke a pause in the IF process before proceeding 
further with additional activities. Consequently, it w as not possible to carry out an evaluation of the IF 
process in Eritrea.  B. Recommendation 
 
1. It is recommended that before the IF pro cess re-starts in Eritrea the country selection criteria 
presented in this evaluation be used for the assess ment and to provide Eritrea with a self-assessment 
tool. 
 
  WT/IFSC/6/Rev.2 
 Página 81 
 
 
 3.2.5 Perceptions of the Core Agencies  
 Evaluation Context  
The findings are based on:  (1) survey core agency  components;  (2) visits to each of the core 
agencies;  (3) LDC-related inputs by staff member s or consultants of core agencies; as well as  
(4) views of donor headquarters and field staff.   The evaluation was guided by expected impact , outcome  and output  results, their corresponding 
performance measures, as well as associated assumptions and risks, as contained in the Logical 
Framework Analysis  (Annex A). Impact  is defined as a long-term result; outcome  as a medium-term 
result; and output  as a short-term result. 
 
The principal performance measure , which was 
applied to all core agencies, was: 
3.3.2 The degree to which the core agencies and 
donors are responsive to LDCs’ trade-related  needs and priorities  With respect to achieving membership in the WTO, in relation to LDCs, the following specific 
impact  performance measure was applied: 
  
 3.0.2 There is evidence that LDCs are becomi ng, or are eligible to become, WTO members 
 
With respect to Donors, the following specific output  performance measure  was applied: 
3.2.3.3 The degree to which lead donor/facilitators have been identified and have assisted the LDC 
(IF Focal point) in the management of the IF process 
 The following assumptions  were made:  
 
A.3 Core agencies and donors continue to fund IF adequately.  A.18 The core agencies and donors will 
further integrate IF activities into the work plans 
of their respective agencies.  
      Survey Results: Familiarity with IF 
All core agency respondents indicated familiarity 
with IF (60% strongly and 40% moderately), and 6 
out of 10 believed that the goals and objectives of 
the IF are clear and easy to understand (13% agreeing strongly and 47% moderately). There was 
an almost total familiarity with the IF status (60% 
agreeing strongly and 33% agreeing moderately).
 
Source: Annex E, Questions 7, 8 and 9 
Survey Results: Benefits to LDCs 
Only 7% of core agency representatives think that 
IF will yield significant benefits to targeted LDCs now, while 53% expect benefits in 1-5 years, 27% 
in 6-10 years and 13% never
. 
Source: Annex E, Question 26. WT/IFSC/6/Rev.2 
Página 82  
 
 3.2.5.1 Perceptions of the World Trade Organization (WTO) 
 
An objective of the IF is to assist countries, thr ough trade-related technical assistance (TRTA), and by 
addressing identified priority needs, to strengthen participation of LDCs in the global economy by 
improving trade. One clear indication of the progr ess being made can be found in the status of 
countries in terms of becoming members of the WTO.  
 While the majority of IF countries have yet to r each that milestone, there are specific countries which 
are nearing the stage of beginning the accession process. Cambodia  is well advanced on the road to 
accession, and it is anticipated that they will 
attain full member status at the September 2003 
WTO Fifth Ministerial Meeting  in Cancun, 
Mexico. While Cambodia’s progress toward WTO membership cannot be attributable solely to the implementation of IF in the country, the 
evidence suggests that progress has been made in 
Cambodia, as the country has utilized many of the same principles that have been identified as the keys to the successful implementation of the IF.   
 
 
3.2.5.2 Perceptions of The World Bank  
 
The IF is important in putting economic growth back on the development agenda. The Bank supports 
the view that trade leads to economic growth a nd employment, which leads, in turn, to poverty 
reduction.  The IF has also provided an opportunity to push the growth agenda in international fora 
and in LDCs.   In the Bank, trade is now one of seven implementation priorities and the Bank’s 
analytic capacity has increased subs tantially in the past two years, especially on the country desks.  
The Bank applies the IF model in other countries.  
In the Bank’s analysis, LDC trade problems today rela te mainly to market access and to significant, 
behind border (domestic) bottlenecks, such as: organizational issues, customs administration, regulatory barriers, investment climate, trade financi ng/rural credit, marketing and transport costs.  In 
addition, the Bank believes that for the most part, sm all, unfocussed projects will not deal with largely 
systemic issues and larger, comprehensive approa ches are required to create a conducive, trade 
supporting business environment. 
 Mainstreaming is central to the IF; and the li nk to the PRSP is essential to achieving greater 
development planning coherence.  Through the IF , trade is built into countries’ development 
plans/priorities in a serious way.  
The IF brings all interested parties – LDCs, the co re agencies, and donors -- together internationally 
and in the LDCs.  Importantly, it brings trade a nd development agencies to work together within 
LDCs.  The Bank is prepared to participate in the implementation of IF-inspired programmes and 
projects.  Donor coordination must be done at th e country level.  The IF process brings all LDC 
parties together as well, creating buy-in to the pro cess and expected results.  However, it is also aimed 
at creating buy-in from senior LDC leadership; the process requires senior IF champions within LDCs 
if it is to be successful.  The learning process is important and it must be focused on getting results; for example, the DTIS has evolved, and there is more attention to specific c ountry needs.  Perhaps there is room to begin the Survey Results: Low LDC Effort 
Core agencies perceive insufficient  LDC effort: 
27% believe that LDCs commit enough resources; 
40% believe LDCs mainstream their IF priorities 
into budget planning and allocation processes; 34% 
believe that there is enough national commitment 
to the IF among the priv ate sector, the academic 
community, workers and NGOs. On the other hand, three out of four  (73%) core agency respondents 
believed that LDCs  participate actively in IF 
planning and implementation. 
Source: Annex E, Question 36 .  WT/IFSC/6/Rev.2 
 Página 83 
 
 
 implementation process earlier.  The focus of IF governance must shift as the IF moves to the 
implementation stage.  
3.2.5.3 Perceptions of the International Monetary Fund (IMF) 
 
The Fund is fully supportive of the IF process which aims at reducing poverty by increasing trade and 
economic growth.  An important strength of the IF  process is the opportunities afforded by having 
LDCs, the six agencies and donors working together.  Integrating trade into the PRSP provides an opportunity for trade to become a development priority 
and to become an important elem ent in LDCs’ development agenda.  The IMF would be concerned if 
trade priorities and the PRSP were double tracked.  The IMF is also concerned about the different 
programming cycles between the DTIS and the PRSP ; when the two processes are on different cycles 
at the completion of the DTIS, it should be possibl e to integrate the DTIS into the PRSP during the 
annual review process. 
 
The Fund is fully supportive of the DTIS process, and the World Bank is the appropriate agency to 
lead it.  The current DTIS process may be heavy and it may be possible to concentrate the additional 
workload, which the DTIS provides, on a smaller lis t of governance and sectoral priorities.  The DTIS 
should be shortened and c onsideration should be given to dis tilling the substance into a few points 
with initial priorities. 
 
The greatest challenge is gaining local commitment  and buy-in.  It is important that the policy 
underpinnings of the IF are understood and interna lized by LDC officials.  High level support is 
required for the IF process to be successful.  The IM F can play a role in explaining IF objectives to 
government leaders and senior officials. 
 
The Fund indicated that the l eadership for implementation assistance among donors and agencies in 
the post-DTIS period should be focused at the count ry level and led by either the World Bank or 
UNDP, depending upon which institution has been a llocated responsibility for coordinating donors in 
the country.  The IMF is concerned whether the huma n capital is available in LDCs to implement the 
IF. 
 
According to some IMF observers, the IF governance structure is complicated and it is not action oriented.  The IF is suffering under process intensity  and a move to a more results-oriented approach 
is required.  3.2.5.4 Perceptions of the International Trade Centre (ITC) 
 
The principal performance measure , which was applied to all core agencies, was: 
3.3.2 The degree to which the core agencies a nd donors are responsive to LDCs’ trade-related 
needs and priorities.  A. Evaluation Results  
The impetus for the Integrated Framework can be found in the WTO Singapore Ministerial meeting in 
1996 wherein Ministers agreed that trade related as sistance was needed  to support the efforts of LDC 
countries to integrate into the international trading sy stem if they were going to reap any benefits from 
liberalized trade. 
 Hence ITC provided the Secretariat and as a purveyo r of technical assistance, was seen as the focal 
point and leader for the implementation of the IF and ITC was responsible for managing the Needs Assessment process in the original “Round Table Countries”. WT/IFSC/6/Rev.2 
Página 84  
 
  
Unfortunately at the time, trade was not being full y recognized within the international community for 
its potential to contribute to employment creation and hence poverty reduction.  Therefore the action 
plans developed from the needs analysis did not attract donor attention or donor support.   
In an effort to advance the IF process, the notion of mainstreaming trade into national development 
assistance plans was conceived as one means of attr acting attention and reintroducing trade to the 
agenda. The result was the revamped IF process as it is today. While revamping has met the goal of 
reestablishing trade on the development agenda, the resu lt also is to expand the original goals of the 
IF and add a large degree of complexity to the process.  The result has been that leadership of much of 
the IF process has now shifted to the World Bank . The Secretariat, ostensibly because of added 
capacity to deal with trade issues, was transferred to the WTO.  While ITC remains active and supportive, their leadersh ip role has ended and what was originally, in 
the minds of many individuals, a relatively simple process designed  to identify needs and provide 
technical assistance related to trade development has become a relatively complex process with a 
much broader sphere of influence.  There are many within ITC who feel the process has mushroomed and taken on a much bigger role than originally  intended increasing the challenges of achieving 
measurable goals and objectives.  
3.2.5.5 Perceptions of the United Nations Co nference for Trade and Development (UNCTAD) 
 
The principal performance measure , which was applied to all core agencies, was: 
3.3.2 The degree to which the core agencies and do nors are responsive to LDCs’ trade-related needs 
and priorities.  A. Evaluation Results 
 
The primary focus of the United Nations Conference on Trade and Development (UNCTAD) is dealing with the interface between trade and deve lopment, with a focus on the integration of 
developing countries into the world economy.  
The impetus for the Integrated Framework can be found in the WTO Singapore Ministerial meeting in 
1996, where Ministers agreed that trade related assi stance was needed to support the efforts of LDC 
countries to integrate into the international trading sy stem if they were going to reap any benefits from 
liberalized trade.  
UNCTAD has been an active member of the manageme nt structure for the IF since its inception in 
1996 and provides assistance at the policy level using its research and policy analysis capacity. It also contributes through its participation in the polic y development and planni ng process in conjunction 
with the WTO as part of the management structure of ITC.  UNCTAD remains active and supporti ve, but the perception exists that a relatively simple process 
designed to identify needs and prov ide technical assistance related to trade development has become a 
complex process with much broader objectives and a mu ch greater mandate than originally intended, 
increasing the challenges of achieving the intended  goals and objectives.   3.2.5.6 Perceptions of The United Nations Development Programme (UNDP) 
 
The Doha Declaration and the Doha  Development Agenda underpin the Integrated Framework.  The 
Doha Declaration called for the greater involveme nt of LDCs in the global economy.  The Doha 
Agenda identified the IF among other facilities. An important LDC concern is marginalization in the  WT/IFSC/6/Rev.2 
 Página 85 
 
 
 global economy; even when market access is not an issue or problem and markets are open to them 
they are still not in a position to sell their products and services.  The UNDP is primarily a national capacity build ing and knowledge management development 
organization.  Trade is one component of its activities. 
 
The IF is an ambitious new and different activity requiring the six agencies to work together for the 
first time and they are beginning to see the advantages of closer cooperation.  Heads of Agencies now meet and develop a consensus pos ition before important Ministerial meetings. The UNDP embarked 
on the IF with high expectations.  It is a work  in progress; when weaknesses have been identified 
there has been a commitment on the part of participants to contemplate change. 
 Expectations from the LDCs are equally high.  IF pot entially plays a big role in helping LDCs  build 
trade capacity because most trade related technical assistance currently flows to developing countries. 
As they move from the IF diagnostic stage to implem entation, LDCs claim they have done their part 
and now are looking for results.   There is a need  to create momentum in the IF process to rekindle 
momentum among LDCs. A donor facilitator can be very helpful in developing ideas or proposals 
into project outlines.  In this respect, the recent establishment of Window II, which is a bridging facility, aimed at capacity 
building, will help to address some of the more ur gent human and institutional capacity requirements. 
 
The needs analysis conducted in the ‘old’ IF  countries placed greater emphasis on studies; the 
revamped IF gives greater attention to process and the relationship between trade and development.   
Within the DTIS process, linking the DTIS to ba nkable projects is a problem.  The diagnostic studies 
and the accompanying Action Plan Matrices are onl y generating bankable projects in a very limited 
number of countries. Initially the DTIS was st udy based; it is increasingly becoming a strategy 
document.  The IF Working Group continually review s the DTIS.  IFWG participation, and the IF 
focal point on occasion, has brought significant changes to what was initially a World Bank 
methodology.  The more recent draft DTIS are more fo cused and greater attention is been paid to the 
links between trade and poverty reduction.    
In a capacity building context, the process is as important as the outcome of the study.  
 As different countries are at different stages, the mo del should be adjusted.  At the country level the 
UNDP is observing greater dialogue ta king place, although it is patchy.  
 
3.2.6 Perceptions of Bilateral Donors  
 
Evaluation Context 
 
The findings are based on (1) survey donor component s, (2) in person, telephone or email contacts 
with donor representatives.  
 
The evaluation was guided by expected impact , outcome  and output  results, their corresponding 
performance measures, as well as associated assumptions and risks, as contained in the Logical 
Framework Analysis  (Annex A). Impact  is defined as a long-term result; outcome  as a medium-term 
result; and output  as a short-term result. 
 
The principal performance measure , which was applied to donors, in relation to LDCs, was: 
1.2.2 The degree to which LDC governments are ab le to co-ordinate donor support effectively 
3.3.1 The degree to which core agency and donor suppor t to LDCs participating in IF is aligned 
with the principles of results based management WT/IFSC/6/Rev.2 
Página 86  
 
  
The following assumptions  were made: 
A.3 Core agencies and donors continue to fund IF adequately A.7 Donors are willing to align their pr iorities to the LDC stated priorities 
 3.2.7 Perceptions of LDC Stakeholders  
 
Evaluation Context 
 
The same evaluation context and constr aints apply, as reported in 3.2.2. 
 
A. Evaluation Findings 
 
A.1.1 While it varies from individual to individual, often reflecting the current status of the IF 
within the particular country, those that are fam iliar with the IF have a positive attitude towards the 
process and have high expectations in relation to 
expected results. They also believe that the process can effectively address the trade related technical assistance needs and contribute to economic improvement and poverty reduction.  
 
 
  
Likewise, there is a belief among those familiar with the DTIS process that DTIS can provide a 
roadmap for countries to address goals and objectives re lated to trade and their participation in the 
world economy, and that the DTIS can provide a 
vehicle to identify Trade-Related Technical Assistance (TRTA). The survey indicates that most LDC respondents believe the goals and objectives are clear and, as the survey also demonstrates, the expectations are high in terms 
of outcomes in the relatively near term. 
 However, many LDC respondents expressed the concern that concrete re sults have yet to be 
realized. Many expressed the concern that the 
process had slowed and that the momentum 
gained during the planning process has begun to wane.  
Survey Results: Familiarity with IF 
About 2 out of 3 LDC respondents indicated 
familiarity with IF (41% strongly and 28% 
moderately). 3 out of 5 believed that the goals and objectives of the IF are clear and easy to 
understand (33% agreeing strongly and 27% 
moderately). About the same number reported familiarity with the IF status (47% agreeing 
strongly and 12% agreeing moderately) and 
considered IF policies clear and easy to understand. 
Source:  Annex E, Questions 7, 8, 9 and 10  Survey Results: Focus on IF process 
Two thirds consider that the lead donor/facilitator is playing an effective role and that their government actively supporting the IF. 41% feel 
the national institutional structure is in place and 
well staffed in the country.  
 Source: Annex E, Question 34   WT/IFSC/6/Rev.2 
 Página 87 
 
 
  
A.1.2 Others opined that there were not sufficient funds  attached to the IF to address all 
the issues identified and that special consideration had to be given to supply-side 
constraints and in many cases the supply-side 
constraints identified were basic infrastructure needs such as telecommunications, roads and port facilities. Many respondents also identified product development, production capacity and 
production related technology, as well as labour 
force skill development as priority needs.    A.1.3 The issue of country ownership  and 
leadership  was a constant theme with the 
perception that the IF, despite statements to the 
contrary, remains an agency-led and driven exercise. Some expr essed the concern that the DTIS 
process, for example, was an agency activity led by agencies and for the most part conducted by 
teams of international consultants.  
 
A.1.4 In a number of cases, however, 
perceptions of the IF focussed on domestic issues and related largely to the degree of commitment and support by senior levels of government to both the goals and objectives of IF generally and 
the level of support the trade sector could attract, within the PRSP mainstreaming process or in the 
subsequent budgetary process. Unfortunately, at times the perception prevails that while IF appeared 
to be a good idea in principle, little will come of it.  
 A.1.5 In summary, expectations are high, as is 
the belief that IF can address priority issues and 
solve a wide range of trade related problems. The perception of the goals and objectives plus the scope and coverage of the IF are equally optimistic, but the concern that IF does not have 
the funds to achieve the perceived goals and 
objectives also prevails.  Survey Results: DTIS 
Half (51%) of LDC respondents indicated 
awareness of DTIS; almost 9 out of 10 believe the DTIS can meet their country’s need in identifying 
trade-related issues (44%  agreeing strongly and the 
same number moderately); they were almost unanimous (73% strongly agreed and 19% agreed 
moderately) in the belief that the DTIS can provide 
a roadmap for countries to address goals and objectives relative to trade and their participation in 
the world economy. Similarly, 65% strongly agreed 
and 19% agreed moderately that the DTIS can 
provide a vehicle to identify Trade-Related 
Technical Assistance (TRTA) 
Source: Annex E, Questions 13,14,15,16 and 17 
Survey Results: Capacity Building 
When asked about IF contributions or its potential to help building country capacity, 84% of LDC’s respondents agreed. 
 Source: Annex E, Question 18
Survey Results: Mainstreaming Trade into 
Poverty Reduction Strategies and 
Development Plans 
There is high confidence (77%) among LDCs that 
trade will be included in national development 
plans or Poverty Reduction Strategies. In addition, 
respondents believe IF will definitely (57%) and moderately (35%) contribute to poverty 
eradication, while 62% had high expectations for 
IF impact on poverty reduction in the country.  
 Source: Annex E, Questions 19,  20 and 22 
 WT/IFSC/6/Rev.2 
Página 88  
 
  
A.1.6 In addition, IF focal points and, where they exist, National Steering Committees, generally believe in and are dedicated to the IF process, but they too often point to the process as 
being somewhat complex and out of their hands. 
Many also expressed the frustration of not having the necessary resources, capacity or even infrastructure to perform the task to the required level. Like most respondents, they share 
perceptions related to scope and coverage.  
 A.1.7 The private sector’s perceptions are directly linked to the amount of involvement they have had in the process, but  in general they have 
very high expectations both for the economy of 
the country and for their own business pursuits. The perception often exists within the private sector that the IF process within their respective countries is a highly bureaucratic process being conducted within ministries with inadequate 
private sector awareness or consultation. 
  
A.1.8 As the interviews and focus group participants , due to time constraints, were identified by the 
principle participants in the IF process in each c ountry, the level of participation by both the private 
sector and civil society groups correlated closely 
to the level of involvement or consultation undertaken in the IF process within the respective country. The most often heard concern was that the IF country leaders did not fully appreciate the need to consult widely with all possible 
stakeholders. Perceptions of the IF itself varied 
widely between civil society groups and between countries. The perception of the IF varied from that of a well designed process capable of reducing poverty to a well designed process that 
will make no contribution whatsoever to poverty reduc tion. The perception that trade in fact has a 
negative effect on poverty reduc tion also surfaced on occasion. 
 The perceptions of IF vary widely between groups  and between countries, but not surprisingly the 
perception of IF as a process fully capable of addr essing problems and issues, which will contribute to 
improved trade, economic growth and poverty redu ction and was most often identified in those 
countries that have made the most progress to date. Survey Results: On IF effectiveness 
The revamped IF has effectively integrated poverty 
alleviation concerns of LDC according 45% of its participant members of this evaluation. 
Nonetheless, there is a strong lack of awareness 
among 4 out of 10 of the respondents. Same situation occurs with their level of knowledge of 
the impact of IF in increasing trade opportunities in 
their countries for half of the sample. Half of the respondents in the LDCs consider that the IF is not 
a complex program and that it is easy to 
implement. 
 Source: Annex E, Question 27  
Survey Results: IF Beneficial 
Three out of four Private Sector participants (76%) 
believed that IF will help them increase 
international trade opportunities. Over 70% agreed strongly or moderately that IF has or will improve 
their business.  
Source: Annex E, Questions 24 and 25 
Survey Results: Obstacles to IF success 
LDC Respondents think that bureaucracy (80%) 
and insufficient cooperation between government , the private sector and civ il society are barriers to 
success. 7 out of 10 cite th e lack of a strategy and 
priorities and a lack of  understanding of the 
country’s needs is hindering progress.  
 
Source: Annex E, Question 35   WT/IFSC/6/Rev.2 
 Página 89 
 
 
 3.2.7.1  LDC Government and National Steering Committee 
 
   
 
    
 
    
 
 
3.2.7.2 LDC Private Sectors  
 
  
 
    
 3.2.7.3 LDC Civil Society 
 
 
3.2.8 Defined Roles of Agencies, Donors, LDCs, Governance  
 
 
    
 
     
3.2.8.1 Defined Roles of Core Agencies 
 
Evaluation Context 
 
The evaluation context is as described in 3.2.5, above.  
  
 
 
Survey Results: Lack of Coordination 
Lack of coordination between agencies  was cited 
by 59% of LDC respondents as a potential obstacle 
to the success of the IF. 
Source: Annex E, Question 35j Survey Results: Little Change in Roles 
In 2000 the IF was revamped, but 63% of LDC 
respondents reported that the roles and 
responsibilities of their organization had not
changed in any way. About half (53%) of core 
agency respondents and one third (36%) of donor 
representatives reported that their roles and responsibilities had changed.  
Source: Annex E, Question 11 Survey Results: IF Beneficial 
Three out of four Private Sector participants (76%) 
believed that IF had helped them increase 
international trade opportunities. Over 70% agreed strongly or moderately that IF has or will improve 
their business.  
Source: Annex E , Questions  24 and 25 Survey Results: Obstacles to IF success 
 
Respondents from LDC th ink that bureaucracy 
(80%) and insufficient cooperation between 
government , the private s ector and civil society are 
barriers to the success of  IF. Roughly 7 out of 10
persons  consider that th e lack of a strategy and 
priorities, limited technological knowledge and 
little understanding of the countries needs also affect the achievement of the goals of the 
framework. 
 
 Source: Annex E, Question 35  WT/IFSC/6/Rev.2 
Página 90  
 
  
  3.2.8.1A  International Monetary Fund World Trade Organization (IMF)  
3.2.8.1B  International Trade Center (ITC)  
The International Trade Centre (ITC) is a tec hnical cooperation delivery agency or trainer and 
educator that delivers technical assistance programmes on behalf of UNCTAD and the World Trade Organization (WTO) particularly relate d to developing countries and LDCs.  
 
The programmes are focused on the enterprise-orien ted aspects of trade development to assist the 
business sector maximize trade performance by de veloping exports and improving trade facilitation, 
including import regimes. ITC focuses its technical  assistance in the six key areas of product and 
market development, trade support services and trad e and market information, capacity building, 
international, supply management and needs assess ment. ITC also contributes to technical assistance 
with the JITAP programme for LDCs and other African countries.  ITC is an active participant in the IF process serving on both the IFSC and IFWG. ITC also delivers a trade related technical assistance programme to a ddress identified needs in relation to IF activities. 
ITC, of course, continues to deliver techni cal Assistance in other LDC countries as well.  
 
Additionally, ITC remains actively involved in sp ecific IF needs assessment projects that were 
initiated under the original IF process, particular ly in the five Round Table Countries. The Leather 
Industry project in Bangladesh is one example. 
 
 
3.2.8.1C  United Nations Conference for Trade and Development (UNCTAD)  
 
The primary focus of United Nations Conference on Trade and Development (UNCTAD) is dealing 
with the interface between trade and development with a focus on the integration of developing 
countries into the world economy dealing with issues related to finance, technology, investment and 
sustainable development by acting as a forum for discussion and deliberations. UNCTAD 
concentrates its efforts on research, data collection and policy analysis to assist and foster dialogue. 
 UNCTAD is an active member of the management st ructure for the IF and provides assistance at the 
policy level using its research and policy analysis capacity.  
 
It also contributes through its participation in  the policy development and planning process in 
conjunction with the WTO as part of the management structure of ITC.   The UNCTAD’s strength as a forum for dialogue did not  appear to be much in evidence or in use 
within the IF process. Perhaps this is a strength that could be called upon in reaching some of the 
decisions requires within the If especially  in relation to goals and objectives. 
 UNCTAD as do all the agencies steadf astly indicate their support for the IF, as manifested again in 
the official record of the July 2003 H eads of Agencies Meeting in Washington. 
 
 
3.2.8.1D  United Nations Development Programme (UNDP) 
 
The UNDP participates actively in the IF govern ance through its membership on the IF Steering 
Committee and the IF Working Group.  WT/IFSC/6/Rev.2 
 Página 91 
 
 
  
The UNDP is responsible for managing the IF Technical Assistance Trust Fund on behalf of IF participants.  It is responsible for receiving pl edges and contributions from donors and for committing 
and disbursing funds in accordance with UNDP fina ncial policy and procedures. It prepares regular 
budget reports, informing IF partners of the status of  the Trust Fund. The UNDP takes the lead in the 
IFWG when the Working Group discusses the Trust Fund. 
 The UNDP is responsible for disbursing funds from Window I.   UNDP field offices are responsible 
for assisting local project approval committees, prepare Window II projects, and UNDP headquarters has an oversight responsibility for Window II project s to ensure the project s approved by the local 
project approval committees are consistent with UNDP rules and procedures.  The UNDP is 
responsible for the management of the $500,000 Na tional Implementation project through its field 
offices and for the IF evaluation, which is executed by UNOPs.  The UNDP was responsible for conducting Round Tables to discuss the needs analysis in some of the 
‘old’ IF countries and it is assuming responsibilities in the diagnostic phase of the revamped IF 
process in LDCs in countries where the World Bank does not have resident representation.  The UNDP carries out education and outreach activiti es within its own extensive networking systems 
set up on a sectoral and regional basis, as well as in regional meetings of LDC representatives.  It also 
participates in an international group consid ering the relationship between trade and poverty 
reduction. 
 
3.2.8.1E  Defined Roles of The World Bank 
 
The World Bank has IF-related roles at the polic y, management, operatio ns levels, as well as 
internally directed functions. 
 At the policy level, the Bank analyzes questions re lated to the links between trade, growth and 
poverty.  The Bank contributes to policy discussion on this issue with a variety of interlocutors: LDC’s, other agencies and donors as well as the wider community interested in development issues.  
It can disseminate information and promote the IF externally. 
 
As an active member of both the IF Steering Co mmittee and the IF Working Group, the Bank actively 
participates, in concert with other members of the IF management organs, in IF management: 
contributing to the IF policy agenda, ensuring the process moves forward in an appropriate manner, 
directly participating in the selection of new IF countries, etc. 
 
The Bank is a key player in the current operation of the IF today as they take the lead in the DTIS 
process.  It is a contributor to the IF Trust Fund.   It acts as donor facilitator, and indicated to the 
evaluation team that it is prepared to be a donor to IF-inspired projects.  The Bank can be an IF ‘facilitator’ within LDC’s.  In a ddition, as its normal interlocutor is the Ministry of Finance, it can 
assist in mainstreaming trade into national development plans or PRSP’s.  The Bank can provide 
technical assistance on occasion when it has a comparative advantage. 
 As trade has only relatively recentl y been included as one of the Bank’s implementation priorities, the 
Bank is giving considerable atten tion to mainstreaming trade within  its own operations, and in two 
years has increased its staff complement dedicated to  trade from one to fifteen to help build stronger 
links between Bank policy and country programme units  to encourage take up, when appropriate, of 
IF initiatives in LDC countries.  
  WT/IFSC/6/Rev.2 
Página 92  
 
 3.2.8.1F  World Trade Organization (WTO)  
 
The WTO is the international organization charged w ith the task of facilitating the international trade 
regime and has the lead in fostering internationa l consensus in relation to the multi-lateral trade 
negotiations. The original General Agreement on Ta riffs and Trade (GATT) was primarily focused on 
the international trade in goods and services and was designed to develop a rules based trading system 
to establish a fair and equitable trading regime.  A review of the current trade related negotiating 
agenda, the subject of the forthcoming WTO Canc un, Mexico Ministerial meeting will clearly 
demonstrate the breadth of the Trade Agenda today.   
The international marketplace is a highly complex place in which to operate and assisting LDCs to 
further integrate into the global economy is beco ming increasingly complex and a growing challenge. 
The capacity within developing and the LDC countries to manage the file and effectively participate 
in the negotiations has been recognized for some time as one of the roadblocks for these countries. 
WTO has a specific Technical Assistance and Capacity Development programme, as part of the 
negotiating process, to assist countries in crease capacity in this specific area. 
 WTO is actively engaged in the management struct ure of the IF and as is common among all partners, 
proclaims its support for the IF and its goals and objectives.   WTO does not have field staff at the country level; hence their involvement in the client countries is 
very modest. It is also fair to say that with the current WTO negotiation process in full swing, the 
WTO’s resources are fully taxed and focused on the negotiations. However, the WTO does house and 
staff the  IF secretariat.  
3.2.8.2 Defined Roles of Donors 
 
Evaluation Context 
 
The evaluation context is as described in 3.2.6.  
A. Evaluation Findings 
 
Headquarter Responsibilities
.  In headquarters, responsibilities among donors are relatively similar 
and include providing country views on the policy a nd management of the IF to representatives in 
Geneva, providing a link between central IF policy and operations and their missions in LDCs, 
consolidating information from their own field 
offices to assist in the development of IF policies, using IF to inform their policies on trade and development and their participation in the preparation of their countries’ Doha negotiations, promoting IF and providing information to 
headquarters country programme managers on IF 
developments.  Note was also made of headquarters responsibilities to train staff in 
headquarters and in the field on the relationship be tween trade and poverty and on the IF process. 
 
Field Roles
. The roles and responsibilities of donor field staff vary from one donor to the next and 
from one country to another.  The responsibiliti es of donor field responsibilities are conditioned by 
the donor’s level of bilateral commitment to par ticipating in the IF, the extent of country 
programming and operations decentraliz ation, and whether the field mission has also assumed the role 
of donor facilitator. Survey Results: Donors – Mixed Views 
Two out of three LDC respondents (68%) agreed 
that the Lead Donor/Facilitator is playing an 
effective support role within the IF process. Nevertheless, 51% expressed concern that a lack of 
donor coordination might be an obstacle to IF 
success. Less than 1 of 3 (31%) respondents agreed that donors pledge funds in a timely manner. 
Source: Annex E, Question 34b, 35k and 34g  WT/IFSC/6/Rev.2 
 Página 93 
 
 
  
Donor Facilitators . Donor facilitators can participate directly  in all aspects of the IF process in the 
LDC. At the pre-DTIS stage, the donor facilitator might become familiar with the IF and the country 
situation, and ideally, with the TRTA activities in the country in a form of ‘donor mapping’, if it has 
not already been done.  The donor facilitator can also be a conduit of informati on about the IF to other 
donors who may not be fully aware of the process.  At the DTIS stage, the donor facilitator can 
potentially help out in a number of ways.  It ma y informally assist the receiving country on the IF, 
provide comment, if necessary, on the relationship between trade and poverty and the relationship of 
the DTIS to the PRSP, advise on the importance of country ownership, especially the importance of 
including all stakeholders in a meaningful way, advise the DTIS team on the country situation, 
arrange for briefings for the donor community or provide briefings to the donor community.  During 
the DTIS validation phase donor facilitators can be especially helpful in communicating donors’ 
views to the government, informally sounding out the level of donor support, and assisting with 
various workshops and the donors’ conference.  In a post-DTIS phase the donor facilitator can be of 
greatest help in assisting the Government develop a pr ioritized plan of action, which is more suitable 
for donor consideration than the Action Plan Matrix.  
 
B. Significance of Evaluation Findings 
 
There is considerable variability among donors on their perceived IF roles and responsibilities, 
especially the responsibilities of their field missions. 
 
There is a great range in the extent to which donor s actively participate in the IF among field missions 
where the level of IF activity can vary from intense to cursory, depending on the level of IF interest 
on the part of a donor in a particular country.  Donor facilitation responsibilities, especially, can 
require the commitment of considerable resources if the donor plays a proactive role.  C. Potential Adjustments  
Donors will certainly have different perceptions  of their IF-related roles and responsibilities, 
particularly with respect to their field missions.  Gi ven the importance of an effective IF process, it is 
important that a clear understanding between headquart ers and the field exists on the level of effort 
which will be applied to the IF in field missions.  Th is is particularly true of field missions where the 
mission is also the donor facilitator and where, c onsequently, additional resources may be required. 
 
D. Potential Impacts of the Choices 
 Donors and field missions will have a better unders tanding of their respective IF responsibilities and 
will consequently be in a position to calibrate th eir support for IF among their missions, especially 
where they assume responsibility for donor facilitation. 
 
E. Recommendations  
It is recommended that: 
 
1. Donor headquarters and field missions have a clear understanding of the level of effort which 
will be applied by each field mission to its participation in IF activities.  [Selected recommendation 
# 14]  WT/IFSC/6/Rev.2 
Página 94  
 
 3.2.8.3 Defined Roles of LDCs 
 
Evaluation Context 
 
The evaluation context is as describ ed in 3.2.2; 3.2.3; and 3.2.4. 
 
    
 
    
 
     
 
    
 
     
 
 
  
 
 
Survey Results: LDC Government 
Two out of three LDC respon dents agreed that their 
government supports and actively participates in the planning and implementation of the IF, but only 
two out of five (41%) agreed that the coordinating 
institutional structure (e.g. NSC and Focal Point) is in place and well staffed, and only 3 out of 10 
believed that their government commits the 
necessary resources to carry out the IF.  
Source: Annex E, Questions 34c, 34f, 36a 
Survey Results: LDC Geneva Missions  
One in three (38%) LDC respondents believed that 
their mission in Geneva is on top of trade issues 
and the IF and in tune with their countries’ needs 
and priorities . 
Source: Annex E, Question 36d Survey Results: Little Change in Roles 
In 2000 the IF was revamped, but 63% of LDC 
respondents reported that the roles and 
responsibilities of their organization had not
changed in any way, and 33% did not know 
whether they had.  
Source: Annex E, Question 11 Survey Results: LDCs commitment to IF  
In general, both donors (59%) and agencies (49%) agreed that there is not enough national 
commitment  to IF among private sector, academics and civil society,  while one third think 
that there is such commitment
. 
Source: Annex E, Question 36c  WT/IFSC/6/Rev.2 
 Página 95 
 
 
  
3.2.8.4 Governance 
 
Evaluation Context 
 The evaluation context is as described in 3.2.5. 
 
A. Summary Statement 
 
There are two IF governing and managerial bodies in existence, namely the IF Steering Committee 
(IFSC) and the IF Working Group (IFWG), both of whom are supported in their activities and 
deliberations by the IF Secretariat. As part of th e revamping exercise, the Secretariat was transferred 
from the ITC to the WTO. The IF Trust Fund, including the recently approved Window II funding is administered by the UNDP.  
The Integrated Framework comprises six agenci es, one observer, numerous donors and nineteen 
beneficiary countries (one of which is currently inac tive), and there is considerable pressure to expand 
the number of participating countries. The IF is new and precedent setting, and the WTO DOHA 
Ministerial Declaration on supply-side constraint s added another dimension. As a result, the 
challenges of managing and providing the Secretariat support to such a large scale undertaking, with such a diverse client base and complex delivery structure, are enormous.  
 
B. The Management Team 
 
Integrated Framework Steering Committee (IFSC) 
 The IFSC comprises representatives from the three partne rs in the IF with participation open to any 
member or representative of the three partners. Th e IFSC oversees the broad policy and contextual 
issues for the IF. For example, the IF Steering Co mmittee approved the Window II funding facility in 
May 2003, based on the recommendations and the term s of reference developed by the IF Working 
Group.  Window II is designed as a quick disbursing , bridging mechanism for modest projects related 
to mainstreaming. The Window II te rms of reference also permit f unding of project development and 
institutional strengthening plus the procurement of equipment as part of institutional strengthening.  
 
Integrated Framework Working Group (IFWG) 
 
The IFWG, under the policy guidance and direction of  the IFSC, is responsible for dealing with 
specific issues including day–to-day operations and approvals, including Window I project approval 
(in close collaboration with UNDP), within the IF  Trust Fund. The IFWG, which is chaired by a WTO 
official, comprises the Chair plus 11 members, one representative from each
 of the six core agencies, 
an observer from the OECD, two LDC represen tatives and two donor representatives. The UNDP 
representative assumes the chair of the IFWG when  IF Trust Fund decisions are on the agenda. WT/IFSC/6/Rev.2 
Página 96  
 
  
The IF Secretariat 
 
The IF Secretariat is housed in, and staffed by, WTO human resources. It provides both support and 
advisory services to the IF Steering Committee (IF SC) and to the IF Working Group (IFWG). The 
support function includes all the normal secretariat func tions related to the activities and deliberations 
the IFSC and the IFWG. Additionally, the Secretar iat is responsible for record keeping and report 
preparation. An added and critical function also  being shouldered by the Secretariat is a 
communications function aimed at keeping the IF co mmunity apprised of developments and activities.  
 
 
    
 
  
 
  
 
    
 
     
C. Significance of the Evaluation Findings  
C.1 The IFSC and the IFWG can both take a measure of credit for the IF progress to date, 
although there is a perception, grounded in a strong degree of reality, that the IFWG in particular, is somewhat cumbersome and slow making decisions,  even on routine matters. The Secretariat is 
providing the logistical support to the IF manageme nt of the process, and the evidence suggests that 
meeting the administrative needs is taxing their limite d resources. There is also a perception that the 
Secretariat, in its advisory role, may be lacking in  capacity with regard to the development component 
of the trade / development interface required in the IF, especially as activity on the ground begins to 
pick up speed. The speed, with which IF Trust Funds  are disbursed, even after approval, has been 
raised as an issue, especial ly among LDC beneficiaries. Survey Results: LDC Governance 
Barely over half of LDC respondents are satisfied 
with the current administ ration of the IF at the 
country level, 14% being strongly and 41% 
moderately satisfied . 
Source: Annex E, Question 31 
Survey Results: Donor Coordinator 
Only 27% of Donors, 16% of LDC and not one 
single core agency representative thought that the Focal Point  should be resp onsible for Donor 
Coordination. The highest response rate was 
assigned to the LDC government  (core agencies 
47%, Donors 45%, but only 29% of LDC 
respondents). The preference for the Lead 
Donor/Facilitator in that role was 40% (agencies), 25% (LDCs) and 14% (Donors). 
Source: Annex E, Question 29  WT/IFSC/6/Rev.2 
 Página 97 
 
 
  
 The IF family of six agencies, one observer organization, a host of donors and some nineteen 
countries, each with its own unique situation, capacity and potential from an economic, 
political and resource availability perspective 
also represents a challenge, as does the need to incorporate the differing perspectives within such a diverse group.   
C.2 The IF is a complex undertaking, and the 
issues it is being asked to address are equally broad based and complex adding an additional challenge. Trade itself is not a simple subject; it 
is a multifaceted sector with a range of issues in cluding trade policy and trade development, trade 
promotion, trade facilitation and in ternational negotiations, including market access. Is this not trade 
policy? Yes to a certain extent, but there is a point  to be made about burden, and there is the physical 
dimension of negotiating that is over and above the policy development.  
 The WTO DOHA Ministerial Declaration, which stated  “We urge the core agencies, in coordination 
with development partners, to e xplore the enhancement of the IF with a view to addressing the 
supply-side constraints of LDCs”, added yet a nother dimension to an already heavy agenda.  
 C.3 The IF approach is a change in the way of “Doing Business” which necessitates a change in 
planning, programming and implementation. The su ccessful implementation of the Integrated 
Framework requires a change in thinking on the part  of institutions and individuals at all levels.  
 
C.4 The survey (Annex E -Q 37) asked respondents “In your view, what are the two most important things needed to improve the implemen tation of the IF?” and while country ownership was 
the most often heard theme, a clearer definition of  the roles, tasks and responsibilities, a call for the 
timely release of funds, and increased  access to trade related informa tion were also themes in many 
responses .  
 
C.5 The IF Working Group has contributed to prog ress made but the group is large in relation to 
the task.  Streamlining the IF Working Group is most likely the best option.  C.6 An IFWG structure comprising seven pers ons would increase effectiveness and efficiency. 
The IFWG would comprise the Chairperson and tw o representatives each from the three partners, 
namely the LDCs, the Donors and the Agencies.   Those two representatives from each partner would be charged with the role of representing the 
interests of the members of that group. To acco mplish this, the two representatives would need to 
accept increased responsibility and re present the collective views and positions of the “partner”. A 
supporting consultative mechanism within each partne r, to coordinate and develop the respective 
positions would provide a solution.  Any differences between members within a given group would be 
dealt with through the consultative mechanism instead of in the IFWG. 
 In addition to improving the efficiency of the Working Group, IFWG representation would be more 
balanced and reinforce the notion that the IF is customer focused and LDC driven. It would help 
dispel the perception that the IF is “an agency -driven exercise primarily for their benefit.”  
 The consultative mechanism within  the agencies would contribute to developing a coherent and 
consistent action plan. The consultative pro cess by the Donor representatives would improve Survey Results: Governance 
LDCs are moderately satisfied with the current 
administration of the IF at the country level and mildly agree that the reva mped IF has increased the 
effectiveness of the process. Thirty five per cent of 
respondents indicated they did not know which may indicate a low level of awareness within 
LDCs.
 
Source: Annex E, Question 31 and 32  WT/IFSC/6/Rev.2 
Página 98  
 
 awareness, could increase the level of commitment within the current roster, and perhaps attract a 
larger community of bilateral donors.   Within the LDC partner, the consultative pro cess could make a positive contribution as it would 
increase awareness and promote a common understandi ng of the goals and objectives and the scope 
and coverage. It would assist IF Focal Points to  gain knowledge, share experiences and promote “best 
practices”.
19  Such a network could prove invaluable in assisting capacity building and moving the IF 
to a higher level of success.   C.7 A strong and independent Secretariat to the IF is a necessity, and meeting the current 
logistical and administrative support needs is taxing its limited resources. Developing tools to address 
the issues impeding progress of the IF will place an added burden on the Secretariat. The need for 
quality information widely disseminated throughout the IF community supports the establishment of a 
dedicated Information Unit, within the Secretaria t, to handle information and develop communication 
tools.  The establishment of the LDC Focal Point Network could be an inaugural assignment for the 
unit.  
 Complementing the secretariat staff with individuals seconded from within the three IF Partners could improve cross-fertilization between partners a nd address the perception that the development 
community’s perspective is under-represented. A de dicated Information Unit and an LDC Focal Point 
Network would benefit from the addition of qualif ied staff from the LDC community familiar with 
local issues. Seconding staff from different partne rs would also facilitate capacity development and 
“Action Learning” for future IF leaders.    
D. Recommendations 
 It is recommended that: 
 1. The IF Steering Committee remains as a high-level policy review and policy setting 
organization. [Selected recommendation # 15]  
 2. Consideration be given to streamlining the operations of the IF Working Group by reducing 
the membership and developing a consu ltation network within each IF partner. 
 3. Consideration be given to strengthening th e Secretariat’s capacity through secondments from 
within the three IF Partners. [Selected recommendation # 16]   
 
4. Consideration be given to the establishment  of a dedicated Information Unit within the 
Secretariat.  5. Consideration be given to the establishment of the IF LDC Focal Point Network.  [Selected 
recommendation # 17]  
  
                                                     
 
 19 An excellent example of such a network can be found in the International Model Forest Network that 
links Model Forests established in countries as far a field as Russia, Canada, Mexico, Chile and Japan. Canada 
serves as the secretariat to this network.  WT/IFSC/6/Rev.2 
 Página 99 
 
 
 3.2.8.5 Integrated Framework Technical Assistance Trust Fund 
 A. Evaluation Findings  A.1 Summary Statement 
 
It is not possible to make a definitive evaluation of the IF Trust Fund; it was created in February 2001 
and only became fully operational with the approval  of Window II terms of reference in May 2003.  
However, as a vehicle to launch the IF process in ea ch re-vamped IF country and to support it to the 
point that donors have the opportunity to take up  IF projects presented to Country Consultative 
Groups (CCGs) or Round Tables (RTs), the Trus t Fund serves an essential purpose, and, potentially, 
can play an important role in definitively mainst reaming trade into PRSPs, translating country Action 
Plan Matrices into prioritized, indicatively costed project proposals for consideration in LDC/donor fora, and implementing ‘quick win’ technical assistance based projects.  
While procedures, especially for the approval an d implementation of Trust Fund Window II funds 
could be somewhat heavy in relation to the size of individual projects, it would be premature to 
recommend changes without the benefit of practical  experience, especially as the purposes for which 
funds can be committed are relatively flexible and local decision making has been maximized within 
UNDP rules.  The administration of donor contributions  may also be too labour intensive, but to date 
have not hindered the effective operation of th e Trust Fund.  Donors ha ve pledged and committed 
contributions to the Trust Fund in sufficient amou nts and in a timely manner so that funds have 
always been available as required.  
A.2 Background 
 The IF Technical Assistance Trust Fund was created in February 2001, and is under the management 
of the UNDP, which applies UNDP policies and a ppraisal, approval, management and monitoring 
procedures.  Financial management and control is  also in accordance with UNDP regulations and 
rules.  The UNDP Administrator or representative ch airs the IAWG when it is meeting as the Trust 
Fund.  
The Trust Fund is composed of two project fina ncing windows: Window I and Window II.  Window I 
is an un-earmarked fund, which s upports principally the preparation of the DTIS, including the Action 
Plan Matrix. In addition, $300,000 was allocated from Window I to each of the five ‘old’ IF countries 
to support the objective of mainstreaming trade into national planning frameworks and addressing 
priority TRTA as defined in the RTs.  Window I projects are approved by the IF Working Group.  In 
2002, the IF Steering Committee approved a $500, 000 Window I project to assist LDC National 
Implementation efforts by strengthening the institu tional and managerial capacity of LDCs IF 
processes through capacity building activities such as building national IF structures, training, 
conferences and seminars, and study tours and knowledge sharing.   The IF Steering Committee approved Window II in May 2003.  Window II may be accessed by LDCs 
who have undertaken a DTIS for priority projects during the phase between the completion of the 
DTIS and accessing funds through CCGs, RTs and pr ogramme support. Window II funds are to be 
directed to modest, priority, quick-win projects in the post DTIS phase.  Window II is also referred to 
as a quick disbursing, bridging mechanism to overcome delays being experienced in the delivery of IF 
projects.  Projects should have the ultimate aim of helping LDC’s complete the mainstreaming 
process, but they may be of diverse nature, accord ing to LDC priorities, and may include project 
development as well as institutiona l strengthening.  Projects may also include supply side projects 
with private sector involvement and the procur ement of equipment as part of institutional 
strengthening.    Physical infrastructure projects are excluded from Window II financing.  Window II projects are approved (with UNDP headquarters oversight) by a locally chaired local project approval WT/IFSC/6/Rev.2 
Página 100  
 
 committee which must contain, at least, represen tatives from the Ministries of Finance and/or 
Planning, the Ministry of Commerce, the UN Resi dent Representative (or delegate), the facilitating 
donor, and the World Bank Resident Representative or de legate.  Currently, ‘old’ IF countries are not 
eligible for Window II funds.  
 
A.3 Current Situation 
 
It is expected the five projects in the five round ta ble countries, which used the funds for other related 
activities instead of a DTIS and which covered a di verse range of subject areas, including important 
elements of mainstreaming, structural reform  of public sector trade policy and development 
organizations, and practical measures aimed at deve loping exports in high potential sectors, will be 
fully committed by August 2003.  In July, when data was gathered , it was hoped that nine DTIS’s financed from Window I would be 
completed by the Fifth Ministerial meeting in Cancun in September, leaving three for completion in 
the post-Cancun period, and one country in which wo rk is suspended.  In addition twelve more 
countries have expressed interest in joining the IF process, of which five have been positively 
technically reviewed by the World Bank.  As of  3 July 2003, $2.5 milli on remains uncommitted in 
Window I from funds provided by donors to the Tr ust Fund, plus $535,000 of pledged funds remain 
to be actually disbursed by donors to Window I.  
To date, two countries, Cambodia and Mauritania,  have received $500,000 and $195,000 respectively 
for Window II projects aimed at, inter alia,
 building capacity to strengthen the links between trade and 
poverty, to increase trade policy competencies, and to further develop the export potential of certain 
sectors.  It should be noted these projects were appr oved and underway before the Window II terms of 
reference were approved.  In add ition, UNDP headquarters has written to its Resident Representatives 
in Yemen, Senegal, Nepal, and Mauritania informing them of the operation of Window II.  As of July 
3, 2003, $1.5 million remains uncommitted in Wi ndow II from funds provided by donors to the Trust 
Fund, plus $7.5 million of pledged funds remain to be actually disbursed by donors to Window II.    In summary, taking account of actual funds available plus pledged funds, there are probably sufficient 
funds available for at least the next two years if  draw-downs from the Trust Fund continue at about 
the same annual rate as in the first three years of th e Trust Fund’s operation.  However, if a substantial 
number of new countries join the IF process, and, especially, if a relatively large demand for Window II funds emerges, the Trust Fund could come under pressure at an earlier date.  A clearer picture should emerge over the next year.  B. Significance of the Evaluation Findings 
 
The IF Trust Fund demonstrates in a practical manner the willingness of the core agencies and the 
donor community to support the IF process.  Wi ndow II, especially, will assist LDC’s launch the 
priority reforms to their trade sector, which can lead to a real increase in exports. 
 
It is too early to make a definitive evaluation of th e efficiency or effectiveness of the IF Trust Fund, 
especially the newly operating Window II.  Window II terms of reference do provide a great deal of 
flexibility at the local level to carry out strategic, catalytic interventions at relatively modest cost to 
further advance the IF and potentially attract significant donor interest or to support small projects which can have an immediate return in increased exports. 
 
While it might appear to be unnecessarily complicating to have two ‘windows’, especially if funds are 
short for one purpose, while surplus funds are av ailable for another purpose, and the line between 
where Window I ends and Window II begins is not clear, it is appropriate to have the two windows 
for the time being at least.  Window I is significant as it provides the necessary, visible financing to  WT/IFSC/6/Rev.2 
 Página 101 
 
 
 support a decision by the Steering Committee to s upport an IF process in a country.  Window II is 
significant as it marks the point at which local d ecision-making on the use of funds takes effect. 
 The UNDP has made efforts to streamline proce dures, but the process underpinning small projects is 
still complex and potentially quite time consumi ng.  Experience will help determine whether 
additional changes should be made to increase  the efficiency of Window II planning and 
implementation.  Finally, some LDC IF participants are not awar e that Window II is open for business, and those who 
are, may require considerable assistance from UNDP  offices in designing and implementing projects. WT/IFSC/6/Rev.2 
Página 102  
 
  
C. Potential Adjustments 
 
It would be premature to recommend adjustments to  the functioning of Windows I and II of the Trust 
Fund.  However, the IF Secretariat or the UNDP should publicize more widely the Trust Fund, 
especially the terms of reference for Window II, dir ectly with LDC IF focal points.  Consideration 
might be given to the preparation of a kit full y explaining the purposes and operation of the Trust 
Fund and containing examples of the requi red planning and operations documents. 
 
D. Potential Impacts of the Proposed Adjustment 
 
The wider provision of information on the IF would increase confidence between the Trust Fund 
managers and LDC clients.  It might also increase efficiency in the preparation of projects and in their implementation.  E. Recommendation 
 
It is recommend that:  1. The IF Secretariat and the UNDP more wide ly publicize the purpose and operation of the 
Trust Fund directly to LDC IF participants. 
 
2. A kit be prepared to facilitate the effec tive utilization of the Trust Funds by IF LDC 
participants and UNDP field offices. 
 
3.2.9 Linkages of the IF to Existing Developm ent Architecture (PRSP, Country Consultative 
Groups, Donor Round Tables) 
 3.2.9.1 Linkages to PRSP  A. Evaluation Findings  
A survey of the revamped LDC countries indicates th at all these countries are prepared to link their 
DTIS findings to the PRSP.  As of July there ar e two re-vamped countries which are reported to have 
mainstreamed the DTIS into the PRSP and a number  of others, including one ‘old’ IF country which 
are approaching the integration stage.  
There appear, however, to be two possible problems to  the smooth realization of this basic link in the 
IF process in all countries.  The first problem relates to the timing of the PRSP cycle in relation to the timing of the completion of the DTIS, including the Action Matrix.  For example, in some countries the PRSP has been completed, and it appears that new programme priorities such as the IF cannot be 
added until its term is completed and a new PRSP fr amework is prepared, which may be one or two 
years away.  The second problem was reported to be in the difficulty of integrating the recommended 
DTIS activities into the PRSP activity and results stat ements.  This may be a particular problem where 
the budgetary allocation process is closely linked to the PRSP.  
B. Significance of the Evaluation Findings 
 
If these two problems cannot be resolved in a timely manner, the implementation of the IF in a 
number of countries could be further delayed. R esolving the second issue, integrating the activities 
and results into the PRSP, is an issue which requi res close cooperation among officials in the ministry 
responsible for the IF, the central budgetary authorities and line ministries involved in the  WT/IFSC/6/Rev.2 
 Página 103 
 
 
 implementation of recommended IF activities.  This may be a problem, if officials are not fully aware 
of the IF and its facilities to assist in its realization.  
C. Potential Adjustments 
 
There appears to be some variance in the timing of  PRSPs and the ‘rules of the game’ for modifying 
them.  For example, in several cases it appears that  the DTIS results will be integrated into PRSPs 
during the annual review.  In other cases it seemed th at this procedure would not be possible, that 
reviews were just that, and the main priorities in the PRSPs could not be modified until a new one was 
being formulated, even though the countries concerne d wished to integrate their completed DTISs 
into the PRSP.  Allowing the introduction of impor tant new policy initiatives into a PRSP during the 
annual review exercise seems to be a practical so lution to the problem of synchronizing the IF and 
PRSPs.  The second problem, the problem in DTIS formats, in particular the Action Plan Matrix, is potentially 
more deep-rooted and will require special attenti on to overcome what might be a complicated process 
issue in some countries.  In the short term, the Window II facility of the Trust Fund can assist in the 
resolution of this issue, but a longer-term resoluti on may lie in some modification of the DTIS Action 
Matrix table.  
D. Potential Impacts of the Choices 
 These suggestions would increase the effective impl ementation of the IF process in a number of 
countries, thereby reducing the possibility of a lo ss of momentum in the implementation of IF 
activities.  E. Recommendations  
Provide for the integration (mainstreaming) of the IF into the PRSP during the annual review period 
and ensure that this provision is wide ly understood throughout the PRSP system. 
 In the short term, focal points, agency representa tives and donor facilitators should encourage the use 
of Window II to assist in overcoming important pro cess issues, which inhibit mainstreaming IF into 
PRSPs.  A modified DTIS format should assist LDCs to  integrate more easily the specific recommended 
activities into the PRSP format. 
 
3.2.9.2 Linkages to Donor Round Tables 
 
Evaluation Context  The following output performance measure  has been identified: 
3.2.4.4 The degree to which IF priorities are considered and accepted at the UNDP’s Roundtable 
meetings. 
 
3.2.10 Processes and Procedures 
 
Evaluation Context (General) 
 
The following general  performance measures  apply: 
 3.3.2.2 The extent to which IF policies, pr iorities and guidelines are in place and clear WT/IFSC/6/Rev.2 
Página 104  
 
  
3.2.4.1 The degree to which IF partners (co-ordi nating agencies, LDCs, Donors) have streamlined 
their respective procedures 
 3.2.4.2  The degree to which IF partners (co-ordinati ng agencies, LDCs, Donors) have mainstreamed 
the IF into their work plans 
 The following risk was noted: 
R.2 Core agency, donor, and LDC IF related objectives conflict, or are not sufficiently 
harmonized 
 
3.2.10.1   Process of Country Selection in the Re-vamped IF 
 
Evaluation Context 
 In evaluating the process of country selection, the following performance measure was applied: 
3.3.3.1 The extent to which the IF country selecti on criteria are fair, transparent, and appropriate. 
 
A. Evaluation Findings 
 
The criteria used in the past were appropriate at the time and had well-structured methodological 
bases in fact. However, the eviden ce gathered supports the percepti on held by many stakeholders 
that the process was less than fully transparent. Some discontent had been expressed with the final decisions taken.  It appears that while the criteria were used in the decision making 
process, final decisions were often based only 
partly on the results of assessing the criteria and 
partly on other unspecified considerations.   
B. Significance of the Evaluation Findings 
 The evaluation findings suggest a need for objectiv e and transparent country selection processes for at 
least four reasons:  1. The use of objective and transparent sel ection criteria, based, among others, on such 
considerations as are set out in Annex D, should enhance the IF success rate. 
2. The use of objective and transparent selecti on criteria should also enhance the confidence of 
future LDC participants in the fa irness of the IF selection process. 
3. The use of objective and transparent selecti on criteria by the managing IF agencies, should 
also serve as a role model for LDCs who are urged to adopt good governance approaches, as a 
condition for selection and participation in IF.  4. Objective and transparent selection criteria that have been well publicized would allow 
potential LDC candidates to do a self-assessment prior to approaching IF formally for admission.  
 
C. Potential Adjustments 
 
In support of a fair, transparent,  and appropriate selection process, the IFSC may wish to establish a 
policy requiring only objective selection criteria, and it might develop a filtering process that would 
utilize at least the following two specific filters : 
 1. A macro filter to undertake a broad assessmen t of candidate LDCs as to their potential 
success, using the variables described in Annex D. Survey Results 
About 7 out of 10 LDC respondents reported that 
they were  not aware of the IF country selection 
criteria. 
Source: Annex E, Question 30 WT/IFSC/6/Rev.2 
 Página 105 
 
 
  
2. A meso filter, using a simplified and refined  pre-selection DTIS study (call it a DTIS-Lite ) to 
provide the candidate country with a basic assessment of their current trade-related status and an early 
indication of key trade-related issues.  
3. A micro filter applied to potentially successful  LDCs to determine both their readiness for 
reform and their leadership capacity.  
D. Potential Impacts of the Choices 
 The use and reporting of these three filters would reassure LDCs, who aspire to participation in IF, 
that they are not arbitrarily excluded.  The use of the filters might also encourage unsu ccessful LDCs, to try to overcome the factors that 
excluded them initially from immediate benefit of the IF. 
 
In overall terms, the application of these filters s hould also enhance the aid effectiveness of the IF 
mechanism, on the premise that donors and core agen cies will incorporate such criteria in their plans 
at the country level.    On the other hand, the choice not to use filters such  as suggested, might leave the IF partners open to 
mistrust, and it could undermine the agencies’ cr edibility as impartial agents in development. 
 
E. Recommendations 
 
It is recommended that the IFSC: 
 
1. Adopt a policy of objective and transparent country selection.  2. Request the IFWG to develop and widely publicize an objective and transparent country 
selection process, using the suggested macro, meso and micro filters, or an equally suitable alternative 
process. 
 
3. Define and routinely use a concise communi cation mechanism to inform candidates of the 
results of the selection process.   3.2.10.2   Procedures for Applying  the IF to Selected Countries 
 
Evaluation Context 
 
In evaluating the process of country selection, the following performance measure was applied: 
3.3.3.1  The extent to which the IF country selection cr iteria are fair, transparent, and appropriate. 
 
3.2.10.3   Procedures and Processes for Prepar ing the Diagnostic Trade Integration Studies, and 
the Quality of the DTIS 
 
Evaluation Context 
 
The findings are based on (1) survey country components, (2) a two-day country visit, as well as (3) a review of relevant available documents.  WT/IFSC/6/Rev.2 
Página 106  
 
 The evaluation was guided by applicable expected impact , outcome  and output  results, their 
corresponding performance measures, as well as associ ated assumptions and risks, as contained in the 
Logical Framework Analysis  (Annex A). Impact  is defined as a long-term result; outcome  as a 
medium-term result; and output  as a short-term result. Applicability  was determined in terms of its 
primary relation to IF governance and mana gement, as distinct from donor operations.  
 
The following performance measures  were used to assess the quality of the DTIS: 
 1.1.1.1 The degree to which IF country government s have completed their DTIS or needs analyses  
 
1.1.1.3  The degree to which IF country governments ha ve linked their DTIS or needs analyses to 
national development plans and/or PRSPs  
 The following risk has been identified: 
 
R.10: DTIS and the associated Action Matrices may not fully reflect the considered views of LDC 
governments and stakeholders and may not provide  clear prioritization and guidance for further 
action.   
A. Evaluation Findings 
 
A.1 Summary Statement 
 
A.1.1 The Diagnostic Trade Integration Study (DTIS) process has progressed and continues to 
evolve as partners are learning from the experience gained to make future improvements. Successive 
DTISs are improving in terms of focus, precision and the identification and prioritization of issues. In 
addition successive DTIS studies have, in recogn ition of the need under the revamped IF to 
mainstream trade into the National Development Pl ans or Poverty Reduction Strategy Papers (PRSP) 
process placed a degree of emphasis on addressing the links between trade, economic development 
and poverty. A significant number of countries have, or are in the process of completing, a DTIS. Even a member of the original Round Table C ountries has decided to use a DTIS like process for 
future planning. 
 
The major issues surrounding the DTIS’s are the difficu lty of translating the Action Plan Matrix into 
inputs for the PRSP or into a funding request package  format that is suitable for consideration by 
donors.    
There is a perception among many, especially within  the LDC community, that the agency (in most 
cases the World Bank) is not only leading the proce ss but has ownership of the process as well. This 
perception, which appears to mirror reality closel y, while being efficient from a task completion 
perspective, may not be contributing to the devel opment of ownership, leadership and buy-in on the 
part of the LDCs, an element that appears to be fundamental to the ultimate success of the IF process. 
 A.2 Survey Results  
The survey results support the theory and belief by many in the LDC community that the DTIS 
process can provide current status information, id entify issues and problems and act as a roadmap for 
addressing trade related issues. The survey results also support the existence of the perception issue 
referenced above. Finally, the results point to a ve ry strong conviction on the part of individuals from 
all three partner communities that country ownership of the IF process is paramount. 
  WT/IFSC/6/Rev.2 
 Página 107 
 
 
 A.3 Interview Results 
 
A.3.1 During the course of this evaluation, inte rviews and focus group discussions were conducted 
with a significant number of people from all three partner communities, and similar strengths and weaknesses of the DTIS process were expressed by all three groups. 
 
A.3.2 Many of the earlier DTISs were voluminous documents, heavily concentrated on the macro-
economic policy overview of the country, with mu ch less focus on micro-economic conditions and the 
identification of specific trade related issues and opportunities. The DTIS process was seen by many, 
especially within agencies, as a mu lti-purpose process with a much broa der focus than as the basis for 
developing a well defined action plan addressing issu es specific to the goals and objectives of the IF.  
 A.3.3 The DTIS process appears to be moving closer  to its originally intended purpose of providing 
countries with a tool to determine their current status and to identify trade related issues and 
opportunities plus identify the linkage between trade and poverty reduction.  The role trade can play 
in reducing poverty, however, is not universally accep ted within the IF partners and certainly within 
segments of civil society.  The inclusion of an “Action Plan Matrix” is a pos itive development. Howeve r, a review of a number 
of the resulting documents indicates that frequently th ey are complex and still contain lengthy lists of 
"things that must be done".  It is evident that no on e issue stands alone, but is linked to a host of other 
issues and problems. Despite the interdependency,  there is a need to recognize that individual 
problems must be solved sequentially, one at a time,  underscoring the need to  develop an action plan 
to address a manageable list of priority projects.  If the LDC country , with the mentoring and assistance of the agencies and the lead donor/facilitator, 
develops an action plan with identified projects to address priority needs , the LDC will have a 
"funding request package"  that can be presented to donors  for consideration. A good funding 
request package will most likely attract donor supp ort.  In addition, the current Action Plan 
Matrix format is not easily transferable in to the requirements for PRSP’s, which is an 
important consideration, if the purpose of the DTIS is to mainstream trade into a country’s 
national development plan and/or PRSP.  
 
A.3.4 Many of the DTIS reports and the altern ative process used by several of the Round Table 
Countries, focus heavily on priority  sectors as the key to export growth. Little attention is paid to 
“exporter” support and development. Experience in  many countries suggests that “Good Exporters” 
tend to succeed regardless of the sector to whic h they belong, whereas poorly motivated and ill 
prepared exporters fail, regardless of the sect or of the economy to which they belong. 
 
B. Significance of the Evaluation Findings 
 
The DTIS process has made progress and is more fo cused on the needs of the IF process. However, 
the DTIS is widely perceived as being an agen cy owned, managed and driven exercise, with 
insufficient attention being paid to LDC ownership and leadership. The perception may be reinforced, 
if insufficient time or effort is spent in pre-DTIS sensitization, and this phase is followed by a team of 
World Bank-led international consu ltants  who  produce a study with insufficient consultation with 
stakeholders, which is then reviewed by World Ba nk and other agency staff at their headquarters, 
before being presented to the LDC for review a nd validation at local workshops. The round table 
discussion of the report is also usually held at a core agency headquarters location. 
 The evidence suggests that a simplified DTIS or “D TIS Lite” as it is referred to in some quarters 
could be used to provide a preliminary review of th e trade status and issues to be used as one of the WT/IFSC/6/Rev.2 
Página 108  
 
 evaluation tools to determine the readiness of ne w potential participants in the IF. (See section 
3.2.10.1 on country selection criteria.)  In addition, the current DTIS format, and the con sequent need to re-work the recommended action, 
once, for inclusion in PRSP’s, and again, a second  time, for preliminary consideration by donors 
further extends the time needed to bring the process to the implementation stage. 
 
C. Potential Adjustments 
 
Adjust the DTIS process to be more LDC driven and managed, with the agency role shifting more to 
one of mentoring, providing advice and assistance and coaching the LDC IF team in the DTIS 
process.   Encourage DTIS developers to focus some attention on exporter  development, as well as export  
development. 
 
Modify the format, especially the Action Plan Matrix format, to facilitate its use for integration into 
the PRSP and into the preparation of funding request packages for donors.  
D. Potential Impact of the Choices 
 
The adoption of these concepts would: 
 
• contribute greatly to making the IF a “customer- driven” and owned process, assuring buy-in. The 
approach, while it would take longer and margin ally increase the cost, would also afford an 
excellent opportunity for capacity building, not only for the IF Team, but also help develop local consultants for the future; 
 
• recognize that the capacity and capability of the exporter plays a significant role in improving 
export performance; 
 
• increase the efficiency without losing the e ffectiveness of the IF process in LDC’s. 
 
E. Recommendations 
 It is recommended that: 
 
• The IFSC issue guidelines for DTIS process operation that would modify the approach to one of 
mentoring, assisting and coaching the LDC- IF te am to develop their DTIS study and action plan 
matrix. 
 
• The Agency staff, responsible for the DTIS process, encourage DTIS developers to give 
consideration to both export  and exporter  development in assessing LDC needs. 
 
• The Agency staff, responsible for the DTIS, encour age DTIS developers to give consideration to 
modifying the DTIS format, especially the Action Plan Matrix, to improve its integration into the PRSP and to facilitate consideration by donors.  
  WT/IFSC/6/Rev.2 
 Página 109 
 
 
 3.2.10.4   Selection of Consultants 
 
Evaluation Context 
 
The Following output  performance measures  were identified: 
3.1.1.4  The degree to which the selection of both inte rnational and domestic c onsultants contributed 
to the DTIS and related activities. 
3.1.1.5  The degree to which the quality and approach of technical advisors are sensitized to support 
the trade-related development efforts effectively. 
 
The following risk was noted: 
 R.6 Quality and approach of technical advisers ar e not appropriate and sensitized to effectively 
support the trade-related development efforts. 
 A. Evaluation Findings 
 
Given the longstanding practice of undertaking proj ects, using outside consultants, and the well 
established screening and evaluating processes in place,  the evaluators assumed that the World Bank 
and the other core agencies would engage competen t consultants, and therefore the focus of this 
evaluation was on the use and approach  taken by agencies and consultants.  
 
With respect to the use of consultants, the evaluation uncove red a concern that may relate to the 
overall effectiveness of the IF. The World Bank and,  on occasion, other Agencies in their stead, have 
assumed well-intentioned leadership , as for example, in the manage ment and implementation of the 
DTIS process. In assuming this leadership role, however, the operational approach, especially in 
relation to (1) setting the terms of reference, (2) choosing consultants and (3) finalizing reports, may 
be detrimental to instilling a sense of leadership a nd ownership of the IF and its outcomes in the LDC. 
Thus, the perception remains that the approach used is to a large extent  "doing it for them" instead of 
"doing it with them".   
B. Significance of the Evaluation Findings 
 
While it is recognized that using a consultative mentoring  approach maybe more time consuming, it is 
also clear that adopting such an approach would present a capacity building opportunity  to the IF 
proponents within the LDC (the IF Focal Point and others) and make a contribution to reducing the overall perception that the IF remains an agen cy-driven exercise largely for their benefit. 
 
C. Potential Adjustments 
 
 
D. Potential Impacts of the Choices 
 
E. Recommendations 
 
3.2.10.5   Processes and Procedures of the Core Agencies (WB, UNDP, IMF, WTO, UNCTAD, 
ITC) 
 
Evaluation Context 
 
The evaluation context is as described in 3.2.5.  WT/IFSC/6/Rev.2 
Página 110  
 
 With respect to the UNDP, the following expect ed outcome result and corresponding performance 
measure were noted:  3.2.2 IF  Technical Assistance Trust Fund (Window  II) (TATF) criteria are fair, transparent, and 
appropriate 
3.2.2.1   The degree to which TATF guidelines, outlining the scope, criteria and coverage, are 
accepted by all IF parties   In addition, the following assumption  was made: 
 
A.19 The IF programme allows enough flexibility to  accelerate the implementation of individual 
country Action Plans. 
 The following risks  were noted: 
 
R.4 IF implementation might suffer if there is insufficient provisioning of corporate memory 
structures 
R.5 The implementation pace of IF initiatives is more rapid than the ab sorptive capacity within 
LDCs   
3.2.10.6   Processes and Procedures  within LDCs 
 
Evaluation Context 
 
The evaluation context described in  3.2.1.2 applies to LDC involveme nt in procedures and processes. 
 
3.2.10.7   Processes and Procedures of Donors  
 
Evaluation Context 
 
The evaluation context described in 3.2.6 applies to  the participation of Donors in procedures and 
processes. In addition the following two assumptions  were noted: 
A.7 Donors are willing to align their pr iorities to the LDC stated priorities 
A.16 Donors will continue to fund and replenish the IF Trust Fund [IFTF] to meet its mandate and 
provide other funding for IF implementation 
 
3.3 Integration of IF Evaluation Findings  
 The Integration of IF Evaluation Findings is, as th e title implies, an integration of major issues 
discussed in section 3.2 “Evaluation Findings”. This section addresses: (1) the effectiveness of IF as a 
model for trade capacity building; (2) the extent of  need to re-focus programmes and work plans of 
core agencies and donors; (3) the extent of n eed for the adjustment of the functional and 
organizational structure; (4) coordinating and synchr onizing of funding cycles; and (5) the degree of 
niche identification for IF, and its acceptance by other players. 
 
3.3.1 The Effectiveness of IF as a Model for Trade-Capacity Building
20 
 
Evaluation Context 
 
The following expected outcome result  was identified: 
                                                      
20 This section should be read in conjunction with 3.4.1, which partially covers similar material.  WT/IFSC/6/Rev.2 
 Página 111 
 
 
 3.3.5 The degree to which resources of the IF  Trust Fund are coordinated with the JITAP 
programme of activities.  The following expected output result  and corresponding performance measures  were identified: 
 
3.1.1 Trade-related functions and corresponding skills are executed effectively and efficiently. 
3.1.1.1 The degree to which trade-related functions  and corresponding skills have been analysed and 
profiled. 3.1.1.2 The degree to which a catalogue for comp etency- based human resource development has 
been developed. 
3.1.1.3 The degree to which IF and LDC officials ar e assessed and trained on trade-related functions 
and corresponding skills. 3.2.1.1 The degree to which the role of IF with in overall trade-related technical assistance and 
capacity building has been defined and is understood.  
The following assumption  was made: 
A.16 Donors will continue to fund and replenish the IF Trust Fund [IFTF] to meet its mandate and 
provide funding for IF implementation.  
A. Evaluation Findings 
 
A.1 Summary Statement 
 
A.1.1 The theory and operational approach envi saged for the Integrated Framework has been 
carefully crafted, is entirely appropriate and a s ound approach capable of ach ieving positive results, if 
it is recognized that the Integrated Framework can best  be described as a step-by-step process that will 
identify an effective prior ity focused action plan ( a funding request package) to maximize trade 
performance, foster economic growth and contribute to poverty reduction. 
 A.1.2 The notion that the six agencies will coope rate and coordinate their efforts to deliver 
integrated support to the client (LDC) is also a sound policy approach to implement an LDC-owned action plan.  
 
A.1.3 An integrated approach is sound and a critical  component for donors to mentor and assist the 
LDC to identify appropriate funding sources for an ag reed to set of projects to support the action plan. 
 
In this context, trade-related technical assistance  [TRTA] is a critical element that must provide 
support to the LDCs for identifying, planning and a country-specific IF action plan and for building 
capacity to cover activities in support of managi ng the IF process and implementation. Although 
perceptions to the contrary still prevail, TRTA  funding was not intended to be available for 
infrastructure development or to eliminate suppl y-side constraints. Hence the need for a well 
developed and targeted technical assistance approach  is of critical importance, not only to address 
trade related problems within LDCs, but to also deve lop the capacity of the in-country participants to 
manage the process itself. 
 A.1.4 The evaluation revealed that in several count ries there is a clearly identified need for capacity 
building and orientation activities at all levels, including: the Focal Point, the National Steering 
Committee and other stakeholders including govern ment ministries, the private sector and civil 
society 
 The evaluation also revealed that agency, donor re presentatives and external consultants, such as in 
the case of DTIS development, tend to deliver  the goods, rather than mentor and assist the IF Focal 
point and coach  local consultants to do the work. It woul d seem that the decision to use external WT/IFSC/6/Rev.2 
Página 112  
 
 consultants to do the work rather than coaching  local consultants, may be attributable to two factors: 
(1) the decision is driven by a pe rceived need to get the work done quickly, rather than using it as a 
technical assistance opportunity to develop local capac ity for both current and future needs; (2) it may 
be that consultants are more comfortable or are being encouraged to do rather than coach . While the 
perception that qualified local consultants are not av ailable may have some basis in fact, it is also 
possible that the selection criteria being used do not adequately consider practical experience and 
local or traditional knowledge as being as important  as academic or professional qualifications.  
 
B. Significance of the Evaluation Findings 
 A prime contributor to the ultimate success in the implementation of IF and its goals and objectives 
will be local capacity, local buy-in and the sense of  pride that flows from ach ievement. Trade-related 
technical assistance (TRTA) provides the opportunity to instil this quality into the IF Process.  
C. Potential Adjustments 
 
C.1 In policy  terms, the IFSC may wish to  issue a policy and supporting guidelines  that would 
recommend the use of local people and refocus th e approach by agencies, donors and consultants 
from one of doing to one of coaching to capitalize on the opportunity to do capacity building more broadly within the client community (LDC).   
A Guideline on IF-related Capacity Development  in LDCs that includes the following: 
  (1) Provide formal orientation  to in-country staff, potential IF managers (including Focal Points, 
Chairpersons of National Steering Co mmittees and other key stakeholders; 
  
(2) Provide guidelines to encourage agencies a nd donor representatives responsible for leading 
the DTIS or project identification and developmen t processes to continuously monitor these activities 
to identify local capacity development opportunities, and  (3) Encourage the inclusion of capacity developmen t requirements in all terms of reference.   
 
A Guideline on IF-Consultant selection  could include preferential tr eatment provisions for local 
candidates and revised qualification criteria to gi ve increased weight to experience plus local and 
traditional knowledge.  
D. Potential Impacts of the Choices 
 
If the measures proposed in “C” are adopted by th e IFSC and the IFWG, a coherent TRTA approach
21 
is possible. LDC buy-in and confidence will increase.  LDC capacity will be built for both the present 
and the future. The selection process for consultant s will be transparent, fair and oriented to 
development. The level of quality of in-country management of IF will increase. The IF-related 
capacity development processes will be both effective and highly efficient. 
 
                                                      
21 An in-depth discussion on the topic of capacity building through competency based analysis and 
modular training can be found in Appendix G – Coherent Trade – Related Technical Assistance Approach: 
Technical Background.   WT/IFSC/6/Rev.2 
 Página 113 
 
 
 E. Recommendations 
 
It is recommended that:  1. The IFSC issue a Guideline on IF-related Capacity Development  to focus attention on the 
need for capacity development and to maximi ze in-country skills confidence and pride. 
 2. The IFSC issue a Guideline on IF Consulting , with a view to attracting and developing more 
fully qualified local people capable of undertaking assignments or contracts for IF-related research 
and implementation studies. 
 
3. The IFWG develop and maintain an IF-related  consultant database comprising both local and 
international consultants.  
3.3.2 The Need to Re-Focus Programmes and Work Plans of Core Agencies, Donors 
 
Evaluation Context 
 
The following two assumptions  were noted: 
A.19 The IF programme allows enough flexibility to  accelerate the implementation of individual 
country Action Plans. 
A.20 IF managers ensure that LDC governments have a clear understanding of the commitments 
required in participating in the IF process.  
3.3.3 IF Governance 
 
Evaluation Context 
 
The evaluation context is as described in 3.2.5. 
 
A. Summary Statement 
 There are two IF governing and managerial bodies in existence, namely the IF Steering Committee 
(IFSC) and the IF Working Group (IFWG), both of whom are supported in their activities and deliberations by the IF Secretariat. As part of th e revamping exercise, the Secretariat was transferred 
from the ITC to the WTO. The IF Trust Fund, including the recently approved Window II funding is administered by the UNDP. 
 
The Integrated Framework comprises six agenci es, one observer, numerous donors and nineteen 
beneficiary countries (one of which is currently inac tive), and there is considerable pressure to expand 
the number of participating countries. The IF is new and precedent setting, and the WTO DOHA 
Ministerial Declaration on supply-side constraint s added another dimension. As a result, the 
challenges of managing and providing the Secretariat support to such a large scale undertaking, with 
such a diverse client base and complex delivery structure, are enormous.  
 This section addresses the need for adjustment of  the functional and organizational structure. 
 
B. The Management Team 
 
Integrated Framework Steering Committee (IFSC)  
The IFSC comprises representatives from the three partne rs in the IF with participation open to any 
member or representative of the three partners. Th e IFSC oversees the broad policy and contextual WT/IFSC/6/Rev.2 
Página 114  
 
 issues for the IF. For example, the IF Steering Co mmittee approved the Window II funding facility in 
May 2003, based on the recommendations and the term s of reference developed by the IF Working 
Group.  Window II is designed as a quick disbursing , bridging mechanism for modest projects related 
to mainstreaming. The Window II te rms of reference also permit f unding of project development and 
institutional strengthening plus the procurement of equipment as part of institutional strengthening. 
 
Integrated Framework Working Group (IFWG) 
 
The IFWG, under the policy guidance and direction of  the IFSC, is responsible for dealing with 
specific issues including day–to-day operations and approvals, including Window I project approval 
(in close collaboration with UNDP), within the IF  Trust Fund. The IFWG, which is chaired by a WTO 
official, comprises the Chair plus 11 members, one representative from each of the six core agencies, 
an observer from the OECD, two LDC represen tatives and two donor representatives. The UNDP 
representative assumes the chair of the IFWG when  IF Trust Fund decisions are on the agenda. 
 The IF Secretariat  
The IF Secretariat is housed in, and staffed by, WTO human resources. It provides both support and 
advisory services to the IF Steering Committee (IF SC) and to the IF Working Group (IFWG). The 
support function includes all the normal secretariat func tions related to the activities and deliberations 
the IFSC and the IFWG. Additionally, the Secretar iat is responsible for record keeping and report 
preparation. An added and critical function also  being shouldered by the Secretariat is a 
communications function aimed at keeping the IF co mmunity apprised of developments and activities. 
 
C. Significance of the Evaluation Findings 
 
C.1 The IFSC and the IFWG can both take a measure of credit for the IF progress to date, 
although there is a perception, grounded in a strong degree of reality, that the IFWG in particular, is somewhat cumbersome and slow making decisions,  even on routine matters. The Secretariat is 
providing the logistical support to the IF manageme nt of the process, and the evidence suggests that 
meeting the administrative needs is taxing their limite d resources. There is also a perception that the 
Secretariat, in its advisory role, may be lacking in  capacity with regard to the development component 
of the trade / development interface required in the IF, especially as activity on the ground begins to 
pick up speed. The speed, with which IF Trust Funds  are disbursed, even after approval, has been 
raised as an issue, especial ly among LDC beneficiaries. 
 The IF family of six agencies, one observer organization, a host of donors and some nineteen 
countries, each with its own unique situation, capac ity and potential from an economic, political and 
resource availability perspective also represents a challenge, as does the need to incorporate the 
differing perspectives within such a diverse group.   C.2 The IF is a complex undertaking, and the issu es it is being asked to address are equally broad 
based and complex adding an add itional challenge. Trade itself is not a simple subject; it is a 
multifaceted sector with a range of issues incl uding trade policy and trade development, trade 
promotion, trade facilitation and in ternational negotiations, including market access. Is this not trade 
policy? Yes to a certain extent, but there is a point  to be made about burden, and there is the physical 
dimension of negotiating that is over and above the policy development.  
 
The WTO Doha Ministerial Declaration, which stat ed “We urge the core agencies, in coordination 
with development partners, to e xplore the enhancement of the IF with a view to addressing the 
supply-side constraints of LDCs”, added yet a nother dimension to an already heavy agenda.  
  WT/IFSC/6/Rev.2 
 Página 115 
 
 
 C.3 The IF approach is a change in the way of “Doing Business” which necessitates a change in 
planning, programming and implementation. The su ccessful implementation of the Integrated 
Framework requires a change in thinking on the part  of institutions and individuals at all levels. 
 C.4 The survey (Annex E -Q 37) asked respondents “In your view, what are the two most 
important things needed to improve the implemen tation of the IF?” and while country ownership was 
the most often heard theme, a clearer definition of  the roles, tasks and responsibilities, a call for the 
timely release of funds, and increased  access to trade related informa tion were also themes in many 
responses.   
C.5 The IF Working Group has contributed to prog ress made but the group is large in relation to 
the task.  Nevertheless, streamlining the IF Working Group would seem to be  appropriate. 
 C6. An IFWG structure comprising seven pers ons would increase effectiveness and efficiency. 
The IFWG would comprise the Chairperson and tw o representatives each from the three partners, 
namely the LDCs, the Donors and the Agencies.  
 Those two representatives from each partner would be charged with the role of representing the 
interests of the members of that group. To acco mplish this, the two representatives would need to 
accept increased responsibility and re present the collective views and positions of the “partner”. A 
supporting consultative mechanism within each partne r, to coordinate and develop the respective 
positions would provide a solution.  Any differences between members within a given group would be 
dealt with through the consultative mechanism instead of in the IFWG. 
 In addition to improving the efficiency of the Working Group, IFWG representation would be more balanced and reinforce the notion that the IF is customer focused and LDC driven. It would help 
dispel the perception that the IF is “an agency -driven exercise primarily for their benefit.”  
 The consultative mechanism within  the agencies would contribute to developing a coherent and 
consistent action plan. The consultative pro cess by the Donor representatives would improve 
awareness, could increase the level of commitment within the current roster, and perhaps attract a 
larger community of bilateral donors.  
 
Within the LDC partner, the consultative pro cess could make a positive contribution as it would 
increase awareness and promote a common understandi ng of the goals and objectives and the scope 
and coverage. It would assist IF Focal Points to  gain knowledge, share experiences and promote “best 
practices” . Such a network could prove invaluable in assisting capacity building and moving the IF to 
a higher level of success. 
 C.7 A strong and independent Secretariat to th e IF is a necessity, and meeting the current 
logistical and administrative support needs is taxing its limited resources. Developing tools to address 
the issues impeding progress of the IF will place an added burden on the Secretariat. The need for 
quality information widely disseminated throughout the IF community supports the establishment of a 
dedicated Information Unit, within the Secretaria t, to handle information and develop communication 
tools.  The establishment of the LDC Focal Point Network could be an inaugural assignment for the 
unit.  Complementing the secretariat staff with individuals seconded from within the three IF Partners could 
improve cross-fertilization between partners a nd address the perception that the development 
community’s perspective is under-represented. A de dicated Information Unit and an LDC Focal Point 
Network would benefit from the addition of qualif ied staff from the LDC community familiar with 
local issues. Seconding staff from different partne rs would also facilitate capacity development and 
“Action Learning” for future IF leaders. WT/IFSC/6/Rev.2 
Página 116  
 
  
D. Recommendations 
 
It is recommended that: 
 
1. The IF Steering Committee remains as a high-level policy review and policy setting 
organization.   2. Consideration be given to streamlining the operations of the IF Working Group by reducing 
the membership and developing a consu ltation network within each IF partner. 
 
3. Consideration be given to strengthening th e Secretariat’s capacity through secondments from 
within the three IF Partners.    4. Consideration be given to the establishment  of a dedicated Information Unit within the 
Secretariat. 
 5. Consideration be given to the establishm ent of the IF LDC Focal Point Network. 
  
3.3.4 Coordinating and Synchronizing of Funding Cycles 
 
A. Evaluation Findings 
 
There is a great deal of variation among donors with  respect to programming and funding cycles.  The 
general rule is that donors are in a position to commit funds in support of  programmes and projects 
normally for periods of up to five or more years to provide an opportunity for long-term planning and 
an element of predictability for LDC partners.  However, the means by which the commitments of 
funds are made vary a great deal.    Some countries separate their country programmi ng framework from the budgetary allocation process 
and commit funds on a rolling basis.  This m eans they establish a country programming framework 
for a period of time, but extend the financial pla nning framework by one year on an annual basis.  
This type of system potentially allows some activity in an area outside the country programme framework, although at a low level between progr amming cycles, depending on the flexibility 
permitted within the country programme for new programming priorities.  
Some donors establish a longer term country programming framework and associated funds for a 
specific block of time, say three or five years.  In these cases, if IF-inspired projects are brought to donors for consideration, important donors may no t be in a position to commit themselves to 
participation in a project, if the proposal is made too early in the funding cycle.    Most donors recognize the constraints imposed in their programming and funding systems to 
participating in new priorities, but claim there is  little that can be done on a case-by-case basis, unless 
the whole system is modified to be more accommodating to emerging priorities.  
B. Significance of the Evaluation Findings 
 Donors’ programming and funding cycles may have a negative impact on their ability to respond to 
emerging priorities, such as the IF, in a timely manner, thus reducing the possibility that high priority IF projects will receive appropriate funding.  This is a particular problem in LDCs where there is a limited number of donors.   WT/IFSC/6/Rev.2 
 Página 117 
 
 
 C. Potential Adjustments 
 
Given the difficulty of changing the country programming and funding systems of a variety of donors in the short term, the most effective way of managing a complex array of mechanisms is through longer-term planning, involving close LDC and donor c oordination.  The donor facilitator, if one has 
been appointed, can play an extremely useful role in  this regard.  An important instrument to better 
ensure the full consideration of a new priority, su ch as IF-related activities, is to provide for a full 
discussion of the new priority at Country Consultati ve Groups or Round Tables, as early as possible, 
in the process, in order to give time to donors to adjust their planning and budgeting frameworks, if 
that can be done. 
 
D. Potential Impacts of the Choices 
 
Close and early consultation and coor dination, with the help of a donor facilitator, if appointed, will 
help overcome some of the problems raised in the implementation of IF-inspired programmes and 
projects by a variety of programming and funding cycles.  Round Tables and CCGs are the formal 
mechanisms, which can give impetus to emergi ng priorities in donors’ programming decisions. 
 
E. Recommendations 
 
1. Early donor consultation and c oordination should take place, assisted by a donor facilitator, if 
necessary, to maximize the opportunities for a ttracting donor support to IF initiatives and to 
harmonize donor support for programmes and pr ojects within the context of the PRSP. 
 2.  Early presentation of emerging IF priorities at Country Consultative Groups or Round Tables 
will permit donors to judge the importance of the IF initiative within overall development priorities of 
LDCs, and to begin planning for its implementation. 
 
 
3.3.5 The Degree of Niche  Identification for IF, and its acceptance by other players 
 
Evaluation Context 
 
The Integrated Framework is a recent and p recedent setting approach to LDC development whereby 
the Trade and Development agency will cooperate to  assist LDCs become participants in the 
international market place and utilize the bene fits to contribute the reduction of poverty. 
 
A. Evaluation Findings 
 
The fundamental question in this regard is what  niche can IF fill within the overall development 
agenda, and in particular, within the wide field of trade related technical assistance, and should a 
concentrated effort and resources be expended to im plement the process or should IF be considered as 
a non priority activity playing only a minor role in country development. The revamping undertaken 
in 2002 and the expansion of the process to mainst ream trade into overall country development plans 
only sharpens the focus on this question.  The evaluation suggests that the most significan t and re-occurring issue identified by respondents 
within all the partners in the IF process, was the pe rception issue. What became clear was the lack of 
understanding and a lack of a common understanding of the goals and objectives of the IF and what 
final outcome or “product” was to be expected fro m the process. Many LDC participants perceived 
the IF as a new funding scheme or mechanism that could solve any problem related however broadly 
to the improvement of trade. While time has lessened the perception it still remains and likely 
accounts for the perception that the IF has accomplished very little to date. WT/IFSC/6/Rev.2 
Página 118  
 
  
This is evidenced by an often heard concern that there are insufficient financial resources attached to 
the IF trust fund to address the trade related issu es and problems within the LDC countries. Some 
observers have suggested that the IF, because of th e relatively small budgets associated directly with 
the process would be incapable of addressing the needs.  This perception has led many to conclude that 
IF should be considered as a secondary non-priority part of the development process, and even within 
on-going trade policy and trade development assistan ce programmes, despite the progress to date and 
the consistent message emanating from the partners esp ecially the core agencies, as  to their level of 
commitment and support for the IF.  B. Significance of the Evaluation Findings 
 
The perception that the IF is incapable of addressi ng the needs of the LDCs is hampering progress as 
many stakeholders feel that devoting the level of resources and effort required for managing and 
implementing the IF, especially within the LDC community, is not commensurate with the likely 
results in terms of funds require d or concrete results achieved. 
 A review of the theory and architecture that forms th e basis for the IF process suggests that what the  
developers of the revamped IF intended it to be was a step by step process that would assist LDC’s mainstream trade into national development plans or PRSP’s and provide LDCs with a mechanism to 
analyze their current trade situation, identify the problems and issues that need to be addressed and 
develop a detailed plan to address them. Armed with this plan, the LDC country would then be in a 
position to approach donors with a clearly identified set of projects to address identified priorities and 
invite donors to fund those projects. The IF funding was to be used to fund this process only .  
 Therefore, the IF may well be adequately funded to do the job. If the LDC country, with the 
mentoring, cooperation and assistance of the agen cies (working together) and the donors (assisted by 
the lead donor/facilitator), develops an action plan with identified projects to address priority needs, 
and integrates it into its development architecture, the LDC will have a funding request package  that 
can be presented to all donors for consid eration. A well presented and documented funding request 
package  will most likely attract donor support. Finally, if a funding request package  of US$50 million 
for example, is funded then the modest amount of  up front IF funding has leveraged a very large 
amount of funds from donors and that is what IF was designed to do . That modest amount of IF 
money, if the process is executed as it appears the architects intended, will increase the capacity of 
LDC participants, improve the in-country consulta tion process and identify in-country priority need 
and, lead to  increased trade, a higher performing economy leading to poverty reduction. The country could benefit greatly from that modest IF investment.   
 
C. Potential Adjustments 
 
If steps are taken to develop an agreed set of goa ls and objective which clearly delineate the intended 
outputs from the IF process and the resulting information is widely circulated within all partners, then 
IF can overcome the perception that it may be a no n-priority initiative which is under-funded and not 
supported except in official statements.   
 
D. Potential Impacts of the Choices 
 
Left unattended, the issue could result in the percepti on that IF being relegated to the category of an 
unsupported initiative incapable of achieving its goals .  The considerable investments in LDC human 
resources would be lost and LDC’s would feel let down.   WT/IFSC/6/Rev.2 
 Página 119 
 
 
 E. Recommendation 
 
As indicated elsewhere in this evaluation, th e IFSC address the issue of perceptions and the 
identification of the goals and objectives of the IF.  3.3.6 The Need to Address Supply-Side Constraints  
 
Evaluation Context 
 
The following outcome  performance measures  were identified: 
 
3.2.2. The degree to which the IFSC and IFWG have issued guidelines to respond to the WTO’s 
request for IF enhancements, in orde r to address supply side constraints. 
 3.2.3. The degree to which IF qualified projects, which are designed to remove supply-side 
constraints, and which are contained in LDC action plans, were assessed for cost/benefits in reaching 
identified goals.  Background to this performance measure
:  At the DOHA WTO Ministerial meeting, Ministers urged 
the core agencies in coordination with development pa rtners, to explore the enhancement of the IF to 
address supply-side constraints: “We urge the co re agencies, in coordination with development 
partners, to explore the enhancement of the IF with  a view to addressing the supply-side constraints of 
LDCs”.  This measure is expected to reflect the results of two administrative steps: (1) the requests are 
assessed and only appropriate requests within IF gu idelines are short-listed; (2) the performance 
measure then determines to what extent the f unding core agencies and donors executed their plan. 
 
A. Evaluation Findings  
 
While the evidence suggests that the IF partners ha ve not formally addressed the issue in depth, the 
issue of supply side constraints is ever present in IF discussions, particularly in the DTIS process. It is 
also included in the Window II terms of reference.  The lack of a clear understanding of the scope and 
coverage of the IF and when it takes effect is very  much in evidence. Many of the identified priority 
needs, as well as potential projects, re late to supply side constraints. In addition to identifying needs 
related to new products, increased production cap acity and more highly skilled employees, supply 
side constraints include bridges, roads, and ports including airports, plus power plants, equipment and 
technology, i.e. durable goods and infrastructure. 
 
B. Significance of the Evaluation Findings  
 
The evaluation findings point to at least three issues that need to be addressed: 
 
1. The perception that the IF is or should be a funding mechanism to undertake a wide range of 
development projects. The request from WTO Ministers to address supply-side constraints reinforced  
this perception. However, there is no clear or agr eed to set of parameters to define supply side 
constraints and to establish the outer limits within an IF framework.  
2. Supply-side constraints, especially infrastructure projects, entail major expenditures and these 
projects must be weighed against other priorities with in a country’s action plan in terms of efficiency 
and effectiveness in addressing priority IF issues, even though infrastructure projects tend to be more 
visible.  WT/IFSC/6/Rev.2 
Página 120  
 
 3. The elimination of necessary supply-side constraints should involve public and private 
partnerships; however, in-country stakeholders  need to be clear on their respective roles and 
responsibilities, especially between government and the private sector. The need for improved 
products for example is clearly the responsibility of producers.   C. Potential Adjustments  
 
The post DTIS action matrices in many countries incor porate priority areas or identify projects that go 
well beyond the scope of the normal trade related t opics of policy, development, promotion, market 
access and facilitation. The documents often includ e priorities pertaining to industry and product 
development, technology transfer, and production sk ills enhancement plus infrastructure projects. 
Therefore IF management (IFSC and IFWG) should develop guidelines  to establish a common 
understanding as to the scope and coverage of the IF , including an agreed to set of parameters to 
define supply side constraints and to establish th e limits which differentiate projects specific to 
addressing trade related issues from  infrastructure needs that may be better addressed within the 
broader scope of National Development Plans or PRSPs . 
 LDC partners, in finalizing their action plan matrices and developing specific project proposals , 
should include a cost/benefit assessment in rela tion to reaching a measurable set of goals and 
objectives.   
All stakeholders within countries should be involved in the IF process and have clearly established 
roles and responsibilities. In the case of  supply side constraints, defining roles  and lead responsibility 
to solve specific problems, especially between gov ernments and the private sector, is crucial and 
should be an integral part of the IF (Focal Point) management.   D. Potential Impacts of the Choices 
 
The solutions to the issue of supply side constrai nts are a key element of the solution for the overall 
management and operation of the IF, particularly in  relation to the perception issue and the sub issue 
of scope and coverage, all of wh ich are problems that can be eff ectively solved by issuing clear 
guidelines . The need to involve stakeholders  and to prioritize and to develop action plans  with 
measurable goals which meet  IF objectives within countries, are also  key to determining where best to 
allocate scarce resources or to attract donor support.  
 
E. Recommendation 
 It is recommended that: 
 1. The IFSC and IFWG in addressing th e overall management and implementation 
recommendations for the IF, pay speci fic attention to the need for guidelines  to establish a common 
understanding of the scope and coverage and an agreed  to set of parameters to define supply side 
constraints and establish the limits of IF-defined activities. 
 
2. The countries in implementing the recommenda tions related to in-country development and 
management of the IF pay particular attention to the cost/benefits of supply side constraint projects  
and weigh them against the established goals. 
  WT/IFSC/6/Rev.2 
 Página 121 
 
 
  
3.4 Integrated Framework Enhancement Tools 
 
3.4.1 A Coherent TRTA Approach  22 
 Evaluation Context 
 
The following assumption  was made: 
 A.16 Donors will continue to fund and replenish the IF Trust Fund [IFTF] to meet its mandate and 
provide other funding for IF implementation 
 
A. Evaluation Findings 
 
In the context of the Integrated Framework, trad e-related technical assistance [TRTA] provides for 
broad support to the LDCs for planning and implem entation of projects within a country-specific IF 
action plan and for building capacity to cover ac tivities in support of IF implementation. TRTA 
funding was never intended to be nor is it generally available for infrastructure development or to 
eliminate supply-side constraints.   The evaluation revealed that in several countries th ere is a need for capacity building and orientation 
activities at all levels, including: the Focal Point, the National Steering Committee and other 
stakeholders including government ministries, the private sector and civil society.  The evaluation also revealed that external consultant s, as in the case of DTIS  development, tended to 
deliver  the goods, rather than mentor and assist the IF Focal point and coach  local consultants in 
doing the work. It would seem that a decision to use external consultants to do the work, rather than 
coaching  local consultants, may be attributable to one of two reasons: (1) the decision is driven by a 
perceived need to get the work done quickly, rather  than using it as an opportunity to develop local 
capacity  for both current and future needs; (2) it ma y be that consultants are more comfortable or are 
being encouraged to do the work rather than coaching  others. While the perception that qualified local 
consultants are not available may be true, it is possi ble that the selection criteria being used should be 
adjusted to consider practical experience and lo cal or traditional knowledge as being as important as 
academic or professional qualifications.   
B. Significance of the Evaluation Findings 
 A primary contributor to successful development and therefore the implementation of IF depends on 
local capacity, local buy-in, and th e sense of pride and power that flow from achievement and trade-
related technical assistance (TRTA) provides an  opportunity to instil these qualities into IF. 
 
C. Potential Adjustments 
 C.1 In policy  terms, the IFSC may wish to issue guidelines  that would strongly support the use of 
local people and to refocus the approach to cap italize on the opportunity to do capacity building 
within the client community (LDC).   A Guideline on IF-Consultant selection  could include a preferential treatment to local candidates and 
an adjustment to the qualifications criteria to gi ve increased weight to experience plus local and 
traditional knowledge.  
                                                     
 
22 This note should be read in conjunction with 3.3.1, which partially covers similar material. WT/IFSC/6/Rev.2 
Página 122  
 
 A Guideline on IF-related Capacity Development  in LDCs might include the following provisions: 
(1) to provide formal orientation  in LDCs to potential IF ma nagers (including Focal Points, 
Chairpersons of National Steering Co mmittees and other stakeholders.   
 A Guideline on Mentoring and assistance  could include guidelines to encourage agencies and donor 
representatives responsible for leading the DTIS or  project identification and development processes 
to continuously monitor these ac tivities to identify local capacity  development opportunities and 
encourage inclusion of capacity development opportun ities into any terms of reference developed.  
 
D. Potential Impacts of the Choices 
 If the measures proposed in “C” are adopted by the IFSC and the IFWG, a coherent TRTA approach 
is made possible. LDC buy-in and local confidence in  the IF will increase. LDC capacity will be built. 
The selection process for consultants will be transparen t, fair and oriented to development. The level 
of quality of in-c ountry management of IF will increase.  The IF-related capacity development 
processes will be both effective and highly efficien t, due to focused generic approaches and their 
substantial transferability. (An in-depth discussi on on the topic of capacity building through 
competency based analysis and modular training can be found in Appendix G – Coherent Trade – Related Technical Assistance Approach: Technical background.)   
E. Recommendations 
 
It is recommended that:  1. The IFSC issue a Guideline on IF Consultants , with a view to attracting more fully or 
partially qualified local consulta nts for IF-related research studies. 
 
2. The IFSC issue a Guideline on IF-related Capacity Development , with a view to the 
increasing the capacity of local consultants and IF managers thereby enhancing implementation of IF 
processes in LDCs.  3. The IFSC issue a Guideline on A Guideline on Mentoring and assistance  with a view to 
capitalizing upon the opportunity to develop in-country skills and competency for the long run benefit 
of the IF and the client (LDC)   4. The IFWG develop and maintain an IF-related  consultant database comprising both local and 
international consultants. 
 
 
3.4.2 The Need for a Results-Based Management Approach  Evaluation Context 
 The following performance measure  is proposed for future monitoring and evaluation: 
3.3.1 The degree to which core agency and donor suppor t to LDCs participating in IF is aligned 
with the principles of results based management.  The following assumption  is made: 
A.17   All IF participants are fully committed to  a common set of goals and objectives requiring a 
results-based approach.  WT/IFSC/6/Rev.2 
 Página 123 
 
 
  
A. Evaluation Findings 
 
While the country and agency reports indicate that , in aggregate, the IF is enjoying reasonable 
progress, there are also ample indications that the progress is highly variable from country to country. 
That finding is not unexpected, since the IF process was designed to be  “country-owned”.  
 The variability in progress appears to be attr ibutable to various factors, such as:  
• Degree of political stability; 
• Degree of leadership commitment; 
• Degree of focus on goals and priority setting; 
• Assignment of responsibility for IF to offi cials who are already overburdened with other 
responsibilities, which may be of a higher priority than IF; 
• Degree to which responsible officials may be awar e of “what” needs to be done, but are perhaps 
not aware of “how” best to execute necessary tasks; 
• Degree to which responsible officials are s upported by a secretariat and adequate financial 
resources; 
• Degree to which staff changes, which are to be  expected in any organization, may create a 
vacuum, if corporate memory departs with the previously responsible official; 
• Degree to which the level of support to LDCs by core agencies and donors varies, depending on 
their representatives’ unique characteristics and th eir understanding of their respective roles and 
responsibilities in IF. 
 
It would appear, that, in some cases, the implementation of IF is perceived as a series of free-standing activities that, have been assigned and are being controlled by outsiders, without conveying their 
significance in the context of the total picture of trade-related development, as a means for ultimately 
reducing poverty. 
 
The findings also indicate that most participants 
want the IF not only to succeed, as a mechanism to mainstream trade into development, and ultimately to reduce poverty, but they are personally committed to the process and its 
goals, while others display lesser motivation and, 
in some instances a sense of disillusionment, if their early expectations are not achieved. It is believed 
that most of the officials now engaged in IF-re lated activities, would welcome the opportunity to 
make a more effective contribution to the IF pr ocess, if they had the required mandate and staff 
resources, as well as access to necessary tool s and opportunities for skills enhancement. 
 B. Significance of the Evaluation Findings  
Without detracting from the desire to ensure that the IF process, in a given country, be country-owned , 
the findings point, nevertheless, to a need to enhance:  
• the quality of implementation;  
• the tracking of progress;  
• the comparability of achievement;  
• the opportunity to learn from the good practices of others; 
• the capacity of proponents to advance the IF cause,  perhaps, to the extent necessary, by means of 
on-site coaching; as well as, 
• motivational opportunities. 
 Survey Results 
LDC respondents strongly agreed (57%) and 
agreed moderately (35%) that IF can contribute to 
poverty reduction.  
Source: Annex E, Question 20 WT/IFSC/6/Rev.2 
Página 124  
 
 This would seem to call for an array of systematic enhancements, as well as soft capacity 
development approaches in support of IF implementation. 
 
C. Potential Adjustments 
 As for people motivation , it is widely recognized that goal setting , and the subsequent “celebration” of 
goal-related achievement, is one of the most pow erful motivators, as long as the goals are both 
difficult and achievable.
23 With that in mind, a systematic approa ch that is eminently suited to achieve 
IF-related results, and motivate people ch arged with its implementation, is Results-Based 
Management  (RBM). 
 
While traditional management tends to be activ ity oriented, RBM focuses on expected results. 
Basically, the theor y of an integrated RBM system can be described as follows: 
 
• Fundamental is a three-tiered structure of  expected results, often referred to as a Logical 
Framework  (See Annex A: Evaluation Framework, Logic Model and Indicators ) comprising, (1), 
at the highest level of aggregation, long-term impacts , (2) medium-term outcomes , and (3) short-
term outputs ; 
the impacts  are defined in accordance with the overall programme or project goal, 
the outcomes , in accordance with the specific programme or project purpose(s) , and  
the outputs , in accordance with specific activities ;  
• For each expected impact , outcome  and output  result, specific qualitative and/or quantitative 
performance measures  are defined, as well as underlying assumptions and risks that put the 
achievement of the expected results in a more restrictive context; 
• With respect to assumptions and risks, it should be noted that an assumption  is a positive 
statement about an issue, while a risk is a negative statement about the same issue; 
• Expected output  results, are achieved using inputs , which can be resources  or activities . 
 In practice , RBM practitioners construct a matrix, which provides a simplified overview of the entire 
system, as follows: 
 
• Expected Impact  Result; 
• Expected Outcome  Result; 
• For each expected Outcome  Result, the necessary broad activities  to achieve the outcome
 result; 
• For each activity , the planned necessary tasks; 
• For each planned necessary task, 
° The expected operational output  result, 
° For each operational output , (1) the strategy  or method  to be used, (2) the baseline data that 
may be available, (3) the quantitative and qua litative performance measures to be required, 
(4) the human resources required, (5) the duration of expected tasks, as well as (6) the cost 
of execution (i.e. the budget). 
 
The RBM approach is being used effectivel y in both developed and developing countries. 
 In the IF context, an RBM approach would work best, if each country-specific application were to 
apply this model to include:  
• LDC Government IF representatives, including the Focal Point 
• National Steering Committee (NSC)  
                                                     
 
23 Michael Nash, Making People Productive: Wh at really Works in Rais ing Managerial and Employee 
Performance  (Jossey-Bass Inc: San Francisco, 1985)  WT/IFSC/6/Rev.2 
 Página 125 
 
 
 • Government representatives 
• Private Sector representatives 
• Civil Society representatives 
• Core Agency representatives in LDC 
• Donor representatives in LDC, including the Facilitator 
 Ideally, the output  performance measures would include (1) core measures  and (2) LDC-unique 
measures . The core measures , which would be comparable across LDC countries participating in IF, 
might include measures such as: 
 
• DTIS completed; 
• Representative NSC established; 
• Trade-related technical assistance carried out, expressed in consta nt monetary units. 
 LDC-unique measures  would reflect programme initiatives that are unique to a given country. 
 
D. Potential Impacts of the Choices 
 
If an LDC, along with country-based representatives of  the core agencies and donors were to adopt an 
RBM approach, it is likely that the IF programme would achieve a greater measure of success more quickly than would be the case if an RBM approach w ould not be used. This is due to the expectation 
that agreed locally generated results w ould increase buy-in and co untry ownership.  
 
It is also likely that officials and other stakehol ders involved in the RBM process would become more 
highly motivated , and hence more effective, because they would be directly involved in setting 
difficult and achievable goals, tracking their ach ievement and celebrating each resulting success.  
 
E. Recommendations 
 
It is recommended that:  1. As part of introducing IF in new LDCs, the IFSC consider the adoption of an RBM approach 
within the IF and orient the new LDC to the advantages of Results-based Management (RBM); 
 
2. With respect to LDCs, which are now particip ating in IF, IFSC consider the adoption of an 
RBM approach within the IF and orient the Focal Point, and/or National Steering Committee, the in-
country staff of agencies and lead/donor facilitators  and other appropriate bodies, to the advantages of 
Results-based Management (RBM);  
3. With respect to both, current and future LDCs participating in IF, sufficient technical 
assistance be made available to local stakeholders, pa rticularly in relation to the capacity to manage 
the IF itself, to develop proficiency in appl ying a Results-based Management (RBM) approach. WT/IFSC/6/Rev.2 
Página 126  
 
  
3.4.3  A Stable and Predictable Mechanism for the Follow-up of the Recommendations of the DTIS and for Follow-up in General 
 
Evaluation Context 
 
The evaluation context of 3.4.3 applies.  
A. Evaluation Findings 
 By design, the five Round Table IF countries, were not required to complete DTIS, since that 
diagnostic process only started with the Revamped  IF. Nevertheless, some of the Round Table 
countries executed similar approaches, while at least two of them (Tanzania and Bangladesh) considered developing a DTIS voluntar ily after having entered the programme. 
 
The evaluation findings indicate that not all of the Revamped IF countries (three), nor the non-pilot 
countries (eleven), have, so far, completed a DTIS. Those that have completed one, either a final or 
draft version, display considerable variability in  approach, some being more macro-economic than 
others. This is a factor that might  have an impact on the type and ex tent of follow-up measure that can 
be designed.   
Part of the DTIS process is the development of an Action Plan Matrix . These documents tend to 
recommend “activities” to be undertaken in the LDC;  however, one of the problems is that these are 
not ordered in terms of priority and that they c over actions ranging from short and simple to long and 
complex. In addition, the Action Plan Matrices have been found to be difficult to use as input 
documents to the Poverty Reduc tion Strategy Paper (PRSP) process and as bases for approaching 
potential donors for funding.  
 Another aspect concerns the very nature of “recommendations”. A recommendation is normally not 
prescriptive , but advisory  in nature. That implies that the clie nt, in this case the LDC, has the option 
of acting upon it. The question then is whet her the government has decided to action the 
recommendations, and, if so, whether it is proceeding with the action. 
 
What has been said regarding the follow-up to DT IS recommendations, applies equally to other types 
of follow-up of IF related plans.  While the DTIS and similar approaches relate to the IF planning phase , follow-up relates to the 
implementation phase . In other words, the question is wh ether the work of the planners is connected  
to the work of the implementers. When speaking of “follow-up” of DTIS recommendations or any 
other follow-up, the underlying assumption is that ther e will be “results”. The problem is that results 
usually don’t just happen, and if they happen, th ey may come about through trial and error methods, 
or some other circuitous route, often at sub-optimal cost. This variability of response is readily apparent in reviewing the implemen tation experience in the LDCs that are currently participating in 
IF. 
 
B. Significance of the Evaluation Findings  
It is evident that: 
• the notion of “follow-up” to DTIS recommendations clearly implies the need to achieve “results”; 
• the follow-up that may be planned, that is stable and comparable, must also address the 
differences that may be inherent in similar types of approach; 
• the follow-up system that may be designed, shoul d also accommodate other types of IF follow-up,  WT/IFSC/6/Rev.2 
 Página 127 
 
 
 • due to the potential variability of LDC res ponses to DTIS reco mmendations, performance 
measures that are designed must satisfy the needs of core agencies and donors as well as those of 
any given LDC; 
 
These observations suggest that a follow-up system needs to be designed that is sensitive to unique 
LDC requirements, as well as to core agency an d donor needs. 
 
C. Potential Adjustments 
 
What is clearly not desirable is a set of indicat ors that is imposed on LDCs by core agencies and 
donors. The ideal approach would fully involve LDC stakeholders in the design of the LDC-specific 
IF process, including the design of follow-up measur es that may be required. Such an approach can 
best be accommodated in the context of Results-based Management  (RBM) (see 3.4.3).  
 In practice, this approach would work, as follows:  
• New LDCs that are interested in particip ating in the IF, express their candidacy;  
• The core agencies assess that interest against approved objective selection criteria (see 3.2.10); 
• The core agencies may invite other LDCs show ing a high ranking in the selection profile to 
consider whether IF might be useful to them; 
• Potential future LDCs participating in IF, are i nvited to collaborate with the core agencies in 
defining the terms of their participation and the ex tent of their possible direct involvement in the 
local IF development process; 
• LDCs participate actively with the core agenci es in defining the Terms of Reference of their 
DTIS, taking the lead as much as possible; 
• As part of this definitional process expected results are clearly documented, and follow-up 
approaches and monitoring indicators are mutually agreed to, ideally in the context of a full 
Results-based Management (RBM) system; 
• LDC leadership responsible for IF, also assu mes responsibility for follow-up monitoring and 
reporting of results, which means that the process of monitoring follow-up is not one of external 
supervision, but of participatory manageme nt, involving core agencies, donors and LDC 
stakeholders; 
• The LDC, in collaboration with core agenci es and donors, would design specific follow-up 
performance measures in accordance with the LDC’s IF Logical Framework  (see example: Annex 
A Evaluation Framework, Logic Model and Indicators   as well as 3.3.1).    
 
D. Potential Impacts of the Choices 
 
The choice of a thoroughly participative planning environment, involving LDCs, core agencies and 
donors, would likely lead to greater buy-in  on the part of the LDC, than would be possible under an 
approach of greater external direction.  If LDC stakeholders are participating managers of their IF process, with responsibility for monitoring 
progress, it is likely that IF results are reported in a more timely,  more meaningful and more stable 
manner than would be possible under an in termittent external monitoring approach. 
 
Under an LDC led participatory monitoring approa ch, the monitoring data would likely be viewed, 
not as an annoying external requirement that inte rferes with day-to-day operations, but as an essential 
tool for day-to-day management and decision-maki ng. Under such a scenario, LDC managers would 
be able to identify problems early and respond to th em quickly, either on their own or with external 
assistance. 
 WT/IFSC/6/Rev.2 
Página 128  
 
 E. Recommendations 
 
It is recommended that:   1. A thoroughly participatory planning process be adopted, with full LDC participation, 
including the definition of the TOR for DTIS, exp ected results (using a Logical Framework), as well 
as corresponding follow-up performance criteria. 
 
2. LDC IF managers be responsible for monito ry expected results, in  accordance with agreed-
upon performance criteria, as well as for reporting of these to LDC stakeholders, core agencies and 
donors.  
 
3.4.4 Performance Criteria, Benchmarks, Indi cators and Data Sources for On-going 
Evaluation  
 
Evaluation Context 
 
The evaluation context of 3.4.3 applies  
A. Evaluation Findings 
 The evaluation did not reveal the existence of co mmon performance criteria, benchmarks or related 
indicators.  
 
B. Significance of the Evaluation Findings  
The fact that the IF Evaluation Terms of Reference refer to the development of performance 
criteria/benchmarks, indicators and data sources fo r ongoing evaluation and nothing of this sort was 
evident during the evaluation in itsel f establishes the need to develop such criteria for future use.  
 
C. Potential Adjustments 
 It would seem that the requirement for performan ce criteria specified in the IF Evaluation TOR 
implies both ongoing monitoring  and evaluation . Monitoring , as distinct from evaluation, is usually a 
continuous  management control process that provides a c ontinuous loop to ensure that programme or 
project activities remain on track or adjustments ar e made to account for changing circumstances, 
while evaluation  is a periodic assessment of a programme’s or project’s effectiveness and efficiency. 
Potential adjustments will be suggested to address both monitoring  and evaluation . 
 C.1 Monitoring  While a set of performance criteria could be specified  for the entire IF system, this would not appear 
to be desirable, because monitoring might be per ceived as an external approach to control LDC 
implementation of the IF. It is conceivable that  such an approach would attract considerable 
opposition.  Alternatively, if monitoring is perceived to be an  ongoing management tool for the benefit of and led 
by LDC IF managers, then it would best be unde rtaken as part of a Results-based Management 
(RBM) approach, which could provide for (1) core measures  and (2) LDC-unique measures  (see 
3.4.2). The core measures  would presumably correspond to the system-wide performance criteria and 
indicators that are called for in the IF Evaluation.   WT/IFSC/6/Rev.2 
 Página 129 
 
 
 If the RBM approach is chosen, th e expected results, in terms of impacts , outcomes  and outputs , will 
have to be specified from the perspective of LDC, core agency and donor stakeholders. The Logical 
Framework Analysis  (LFA) in Annex A may serve as an exam ple. The third column in that table 
contains the performance measures applicable to th e expected results contained in the table.   
 
Benchmarks  can be derived from the core measures  in a variety of ways, often on the basis of 
averages  of historical data. In the case of IF, the averag e cost for a core activity. Benchmarks can also 
be set to reflect minimum standards for content  or product quality . Whatever benchmarks are 
ultimately adopted, they should not be externally im posed, but developed with the full participation of 
all stakeholders. 
 
C.2 Evaluation  Future periodic evaluations may require two data sources: (1) RBM data, both core and LDC-specific, 
which is discussed under monitoring ; and (2) secondary research data of a macro nature, as discussed 
in Annex D, Preliminary Secondary Analysis - Understanding the Assumptions and Setting the 
Context.  On the one hand, the macro data might iden tify the extent to which overall programme 
goals are achieved, say “greater LDC participat ion in international trade”, or “greater 
economic growth”, which would tend to suggest lesser poverty. On the other hand, the RBM 
data would help to explain some of the underlyi ng factors that contributed to the macro-level 
change.   
 
D. Potential Impacts of the Choices 
 
If the RBM approach is adopted, led in each country  by the LDC’s managers, it is expected that 
monitoring will become a more effective management tool than externally led monitoring approaches. 
It is also expected that evaluation approaches using both RBM data and secondary research data 
would result in a comprehensive assessment of IF effectiveness.  
E. Recommendations 
 
It is recommended that: 
 
1. IF performance criteria  be defined in the context of a Logical Framework Analysis  (LFA), 
reflecting LDC, core agency and donor requirements.  2. The data source  for monitoring  be a Results-based Management (RBM) system. 
 
3. Benchmarks  be defined in terms of historical LDC experience with the IF, grounded in a 
Results-based Management (RBM) system.  The data source for periodic evaluations be twof old, (1) the data derived from a Results-based 
Management (RBM) system and (2) secondary research data. WT/IFSC/6/Rev.2 
Página 130  
 
 4. Recommendations 
This table contains a selection of recommendati ons taken from the sections of the document, 
according to the relevance. The specific or particul ar recommendations referred to the IF organization 
remain in the body of the document.   Table 4.1  
Selected Recommendations 
 
GENERAL RECOMMENDATION IF AREA REFERENCE 
1. The IFSC issue guidelines for DTIS process operation that 
would modify the approach to one of mentoring, assisting and 
coaching the LDC- IF team to develop their DTIS study and 
action plan matrix. [Selected recommendation # 1 ]  
 IFSC 
 
 IFSC 
 
3.2.1.2 The Quality 
of the DTIS 
2. Efforts be made to iden tify and encourage an active 
mentoring or assistance role by a Lead donor/ facilitator.  
[Selected recommendation # 2 ]  
 Country lead donor 3.2.2.1 
Bangladesh 
3. The government in conjunction with the IF Focal point and the assistance of the local core  agency representatives consider 
launching a DTIS process to reconfirm and refine priorities and 
increase the effort to have trad e fully mainstreamed into the 
final PRSP.  [Selected recommendation # 3 ]  LDC Country 3.2.2.1 
Bangladesh 
4. The IF Focal point be fully resourced, including human and financial resources to adequately manage the IF process. 
[Selected recommendation # 4 ]  IF Local Point 3.2.2.2 Haiti 
5. Mentoring and assistance be provided to the IF team to 
increase awareness of the IF, especi ally within ministries, as a 
means of encouraging the full mainstreaming of trade into 
PRSPs. [Selected recommendation # 5 ]  
 Donors, Agencies 
and NSC 3.2.2.3 Uganda 
6. A lead donor/facilitator be recruited or an agency 
representative be nominated to provide advice and assistance to the IF Focal point to undertake an assessment of the range of ongoing TRTA activities with a view to ensuring that the activities are progressing towards measurable and appropriate 
goals and objectives.  [Selected recommendation #6 ]  
 LDC NSC, Donors 
and Agencies  
7. A results based management process be considered to provide 
that continuous loop of monitoring, assessment and adjustment to meet the identified goals.  [Selected recommendation # 7 ]  
 NSC LDC 3.2.3.1 Cambodia 
8. Communication skills be developed, including for the IF 
Focal point and the NSC, to enable proponents to promote the IF and obtain the necessary senior government and budgetary 
support.  [Selected recommendation # 8 ]  IFSC 1.2.3.2  Mauritania 
9. IF assist in respect to the task distribution of activities within 
the Action Plan, by providing technical assistance to the groups NSC 3.2.4.2 Malawi  WT/IFSC/6/Rev.2 
 Página 131 
 
 
 GENERAL RECOMMENDATION IF AREA REFERENCE 
responsible for its execution, to  ensure coordination between the 
IF and the plan24. [Selected recommendation # 9 ]  
 
10. To ensure the continuity of the project, a lead person for the IF process in the country be iden tified for day-to-day leadership.  
[Selected recommendation #10 ]  LDC NSC 3.2.4.2 Malawi 
11. IF to be more communicative, efficient and transparent on 
funds management at the country level, providing clear definitions on budget allocation and identifying sources of 
funding.  [Selected recommendation #11 ]  IFTF/IFSC 3.2.4.2 Malawi 
12. The operation of JITAP and IF be harmonized in countries 
where both offer their services and their resources to be used in 
a coordinated way. [Selected recommendation #12 ]  
 JITAP IF 3.2.4.2 Malawi 
13. Roles, tasks and responsibilities of each stakeholder should 
be clearer. Each agency should inform its local representative of its precise role and what should be his or her contribution in the process.  [Selected recommendation # 13]  Agencies 3.2.4.7 Djibouti 
14. Donor headquarters and field missions have a clear 
understanding of the level of e ffort which will be applied by 
each field mission to its participation in IF activities.  [Selected 
recommendation # 14]  
 Core Agencies 3.2.8.2 Role of 
Donors 
15. The IF Steering Committee remains as a high-level policy review and policy setting organization. [Selected 
recommendation # 15]  IFSC 3.2.8.4 Governance 
16.Consideration be given to strengthening the Secretariat’s 
capacity through secondments from within the three IF Partners. 
[Selected recommendation # 16]  IFSC 3.2.8.4 Governance 
17. Consideration be given to the establishment of the IF LDC 
Focal Point Network.  [Selected recommendation # 17]  
 IFSC/ LDC NSC 3.2.8.4 Governance 
 
                                                      
24 As the case of the Trade Group at the private sector working with the GSM. WT/IFSC/6/Rev.2 
Página 132  
 
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les moins avancés dans leurs activités commerciale s et liées au commerce. Révision.  Genève, 
Suisse :  Organisation Mondial du Commerce.  23 octobre 1997.  13p. 
Organisation Mondial du Commerce.  Modalités de l’évaluation du Cadre Intégré.   Genève, Suisse :  
Organisation Mondial du Commerce.  4 février 2003.  6p. 
Organisation Mondial du Commerce.  Réexamen du Cadre Intégré : Communiqué des Chefs de 
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Organisation Mondial du Commerce.  Sélection des trois pays pilotes initiaux au titre du programme 
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2001.  17p. 
Price Waterhouse Coopers.  Uganda Budget 2003, The Economy , n. d. 
Private Sector Foundation Uganda.  Promotional Brochures . Uganda Export Promotion Board, 
Promotional Calendar, 2003. 
Programme des Nations Unies pour le Développement , Fonds d’affectation du Cadre Intègre   (IFTF) 
Document  WT/IFSC/W/8/Add.3.  Octobre 2001  
Rajapathirana, Sarath; Charles Lusthaus; Marie-Hélène Adriene.  Report of the Review of the 
Integrated Framework.  Geneva, Switzerland: World Trade Organization.  June 29, 2000. 
Republic of the Gambia.  Progress Report, Pilot Projects for the Implementation of Sector Strategies 
Activities, Fisheries, Horticulture, Handicraft.  Njie, Abdou A. B. 
Sample Periodic Monitoring Table Second LDC Trade Ministers' Meeting, Dhaka, Ba ngladesh.  Dhaka Declaration.  June 2, 2003. 
Severe, Henri-Robert  Joseph; Guy  Chilosi.  Po rt-au-Prince, Paolo : Gouvernement Haïti - Ministère 
du Commerce et de l’Industrie.  2001. 
The Nepal Trade and Competitiveness Study Conference.   A Study Conducted as Part of the IF for 
TRTA.  Kathmandu.   June 27, 2003. 
The United Nations in Uganda.  December 2002. UNCTAD-ICC.  An Investment Guide to Nepal:  Opportunities and Conditions.  January 2003. 
UNDP.  Strengthening of the National Implementation of the Integrated Framework.  March 25, 2003. 
Wolfensohn, James D.; J. Denis Bélisle, Carlos Fo rtin, Eduardo Aninat, Mike Moore, Mark Malloch-
Brown.  Communiqué conjoint des six organisations  participant au Cadre Intégré – Banque 
Mondiale, CCI, CNUCED, FMI, OMC et PNUD .  Washington, D.C. :  Banque Mondiale.  28 
février 2002.  4p. 
World Bank Group.  IF Organization Overview (Internet).   World Bank Group. 2001. 
World Bank Group. Lead Donors/Facilitators (Internet).   World Bank Group. 2001. 
World Bank.  Cambodia:  A Pilot Project on Integr ation Competitiveness Study for TRTA to LDCs.  
Phnom Penh, January 10, 2002. 
World Trade Organization.  Integrated Framework – Proposal for a Pilot Scheme.   Geneva, 
Switzerland: World Trade Organization. February 16, 2001.  5p. 
World Trade Organization.  Selection of the Initial Three Pilot Countries under the Integrated 
Framework Pilot Scheme.   Geneva, Switzerland: World Trad e Organization. August 15, 2001.  
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World Trade Organization.  Terms of Reference for the IF Evaluation.   Geneva, Switzerland: World 
Trade Organization. February 3, 2003.  6p.  WT/IFSC/6/Rev.2 
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 World Trade Organization.  The Integrated Framework Trust Fund, Window II, Terms of Reference.   
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World Trade Organization. Integrated Framework Pilot Scheme:  Proposal for Follow-up to the IF 
Round Tables. October  24, 2001.  
 WT/IFSC/6/Rev.2 
Página 136 Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
Goal: 
 
Strengthening participation of LDCs in the global economy Impact Results (Long-term): 
 
1.0 Trade is an important driver of 
LDC economic growth, employment, and poverty 
reduction 
    
 
  2.0 Low income populations raise 
their income levels 
 
  3.0 LDCs increasingly participate 
in international trade 
 
 Performance Indicators: 
 
1.0.1 There is evidence that economic growth, attributable to trade, has contributed to poverty 
reduction 
 1.0.2 LDC exports increase  1.0.3 The trade sector is an 
integral part of the LDC country 
development plans  2.0.1 There is evidence that low income populations have raised 
their income levels through trade-
related activities  3.0.1 There is evidence that LDCs are increasingly integrated into the 
international and regional trading 
systems  3.0.2 There is evidence that LDCs are becoming, or are eligible to become, WTO members  
 
3.0.3 LDC share of world exports increases Assumptions (Impact): 
 
A.1 Trade Ministers continue to endorse IF as an appropriate mechanism to foster LDC trade  
 
A.2 LDCs will maintain IF as a priority in their national development strategy  
A.3 Core agencies and donors 
continue to fund IF adequately  A.4 LDC governments are committed to good governance 
and to the creation of an open and 
stable   business environment  A.5 Low income populations (men and women) are targets of trade-
related activities 
 
Risk (Impact): 
R.1 LDC exports are at risk, 
unless a more supportive trade environment is created, and 
improved market access is 
achieved  
  WT/IFSC/6/Rev.2
 Página 137Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
Outcome Results (Medium-
term): 
 
1.1 LDCs integrate trade within 
national development plans 
and/or PRSPs 
 1.2 LDCs implement trade-related 
priorities 
 Performance Indicators: 
 
1.1.1 The degree to which LDC governments have integrated trade within national development 
planning and/or PRSPs 
 1.2.1 The degree to which on-going mechanisms are in place to implement trade-related priorities 
1.2.2 The degree to which LDC 
governments are able to co-ordinate donor support effectively 1.2.3 The degree to which LDC governments are able to mobilize 
sufficient funds (internally and 
externally) for an identified and prioritized set of activities or projects Assumptions (Outcome): 
 
A.6 LDC policy, leadership and direction support the inclusion of trade in national development 
plans and/or PRSPs    
 A.7 Donors are willing to align their priorities to the LDC stated priorities 
 
A.8 LDCs are able to translate policy prescriptions into actionable projects  
A.9 Political expectations for 
support from civil society are realistic   
Purpose: 
 
Use IF as a mechanism to: 
• Mainstream trade into 
development plans and/or 
PRSPs; and 
• Deliver trade-related technical 
assistance (TRTA) 
 
2.1 Broadly based economic 
activities are being undertaken     
 
2.2 Business and trade development support services are being offered 2.1.1 The degree to which broadly 
based economic activities are increasing 2.1.2 The degree to which labour-intensive economic activities are increasing 
 
2.2.1 The degree to which business and trade development support services are increasing A.10 LDC governments choose to 
promote broadly based economic activities involving both labour and capital intensive projects to increase export-based revenues  
A.11 Business and trade support 
services for urban and rural exporters meet the needs of businesses, including exporters  
A.12 Business and trade support 
services are being delivered by public and private service providers  
 WT/IFSC/6/Rev.2 
Página 138 Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
 3.1 LDC governments have the 
capacity to implement trade-related priorities  3.2 IF trade-related technical 
assistance trust funds support the 
effective launch of LDC’s IF programmes    
 
    
 
    
 
   3.3 Effective IF governance exists 3.1.1 The degree to which LDC 
governments have the capacity to implement trade-related priorities  3.2.1 The degree to which IF trust 
funds are strategically targeted to 
support the successful launch of prioritized action plans   3.2.2 The degree to which the 
IFSC and IFWG have issued 
guidelines to respond to the WTO’s request for IF enhancements, in order to address supply side constraints.  
 
3.2.3  The degree to which IF 
qualified projects, which are designed to remove supply-side constraints, and which are 
contained in LDC action plans, 
were executed.   3.3.1 The degree to which core agency and donor support to 
LDCs participating in IF is aligned 
with the principles of results based management  3.3.2 The degree to which the core 
agencies and donors are 
responsive to LDCs’ trade-related A.13 Senior LDC leadership and 
direction in policy matters are provided to support trade as a priority  
A.14 LDC governments are 
committed to enhance human resource capacity, as required, to implement trade-related priorities  
A.15 LDC governments are 
committed to ensuring that the necessary resources (human and financial) are available to implement trade-related priorities 
 
A.16 Donors will continue to fund and replenish the IF Trust Fund [IFTF] to meet its mandate and provide other funding for IF implementation 
 
A.17 All IF participants are fully committed to a common set of goals and objectives requiring a results-based approach. 
 
Risk (Outcome): 
R.2 Core agency, donor, and LDC 
IF related objectives conflict, or are not sufficiently harmonized   
  WT/IFSC/6/Rev.2
 Página 139Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
needs and priorities 
 3.3.3 The degree to which LDCs participate effectively in IF planning and implementation  
 
3.3.4 The degree to which effective networking methods to transfer knowledge, lessons learned, and good practices among 
and within partners, are in place 
 3.3.5 The degree to which resources of the IF Trust Fund are coordinated with the JITAP 
programme of activities funding 
Inputs (Resources and activities)  
• DTIS 
• TRTA 
• TRCB 
• Competency based training 
• Etc. 
  Output Results – IF  (Short-
term) 
 
3.1.1 Trade-related functions and 
corresponding skills are executed 
effectively and efficiently     
 
    
 
    
 3.1.1.1 The degree to which trade-related functions and corresponding skills have been 
analysed and profiled 
 3.1.1.2 The degree to which a catalogue for competency- based human resource development has 
been developed 
 3.1.1.3 The degree to which IF and LDC officials are assessed and trained on trade-related 
functions and corresponding skills 
 3.1.1.4 The degree to which the selection of both international and Assumptions (Output - IF): 
 
A.18 The core agencies and donors further integrate IF and its activities into their respective 
work plans  
 A.19 The IF programme allows enough flexibility to accelerate the implementation of individual 
country Action Plans 
 A.20 IF managers ensure that LDC governments have a clear understanding of the commitments 
required in participating in the IF 
process  
Risks (Output-IF):  
 WT/IFSC/6/Rev.2 
Página 140 Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
 
    
 
   3.2.1 The role of IF within overall 
trade-related technical assistance 
and capacity building is understood   
3.2.2 IF Technical Assistance 
Trust Fund (Window II) (TATF) criteria are fair, transparent, and appropriate  
3.2.3 Donors fund the IF Trust 
Fund smoothly and without distortion    
 
    
 
  3.2.4 The implementation of IF domestic consultants contributed 
to the DTIS and related activities.   3.1.1.5 The degree to which the quality and approach of technical 
advisors are sensitized to support 
the trade-related development efforts effectively  3.2.1.1 The degree to which the 
role of IF within overall trade-
related technical assistance and capacity building has been defined and is understood  
3.2.2.1 The degree to which TATF 
guidelines, outlining the scope, criteria and coverage, are accepted by all IF parties   
3.2.3.1 The degree to which 
donors fund the IF Trust Fund in a timely manner  3.2.3.2 The degree to which donors fund the IF Trust Fund 
without earmarking 
 3.2.3.3 The degree to which lead donor/ facilitators have been identified and have assisted the 
LDC (IF Focal point) in the 
management of the IF Process  3.2.4.1 The degree to which IF R.3 Execution of the projects 
might be at risk is there is insufficient continuity and succession planning at the IF level  
R.4 IF implementation might 
suffer if there is insufficient provisioning of corporate memory structures  
R.5 The implementation pace of 
IF initiatives is more rapid than the absorptive capacity within LDCs   
 
    
  
  WT/IFSC/6/Rev.2
 Página 141Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
activities is timely 
    
 
    
 
    
 
    
 
3.3.1 Stakeholders have a common understanding of the IF    
 
3.3.2 An effective and efficient system of planning, coordinating, implementing, and evaluating is in place across the programme 
 
   partners (co-ordinating agencies, 
LDCs, Donors) have streamlined their respective procedures  3.2.4.2 The degree to which IF 
partners (co-ordinating agencies, 
LDCs, Donors) have mainstreamed the IF into their work plans  
3.2.4.3 The degree to which IF 
priorities are considered and accepted at the World Bank’s 
Country Consultative Group  
(CCG) meetings.  
3.2.4.4 The degree to which IF priorities are considered and accepted at the UNDP’s Roundtable meetings 
 
3.3.1.1 The degree to which IF 
participants have a common vision, understanding of the scope, coverage, measurable goals and expected results 
 
3.3.2.1 The extent to which IF roles and responsibilities are clearly defined, understood, and effective  
 
3.3.2.2  The extent to which IF policies, priorities and guidelines are in place and clear  
 WT/IFSC/6/Rev.2 
Página 142 Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
 
    
 
    
 
    
 
    
 
3.3.3 IF countries are selected objectively   
3.3.2.3  The extent to which an effective decision making and managerial structure is in place  
3.3.2.4 The extent to which 
methods/instruments for monitoring and evaluation and tools for the dissemination of information, good practices  and 
lessons learned are in place 
 3.3.2.5 The extent to which there are effective methods for reporting and continuous feedback on 
country planning and 
implementation to be used as a management tool for the LDC and as a reporting mechanism to all partners are in place 
 
3.3.3.1 The extent to which the IF country selection criteria and processes are fair, transparent, and appropriate  
 Output Results – Country Level 
(Short-term):  
1.1.1 DTISs or needs analyses are completed  
 
    
 
 1.1.1.1 The degree to which IF country governments have completed their DTIS or needs 
analyses  
 1.1.1.2 The degree to which IF country governments have linked Assumptions (Output – LDC): 
A.21 The senior LDC leadership 
sustains commitment, support and interest  A.22 The Focal Point is effective, 
acting as leader, co-ordinator, 
clearinghouse for information and views in the implementation of the  
  WT/IFSC/6/Rev.2
 Página 143Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
 
   1.1.2 The country’s trade priorities 
have been defined through broad 
consultations    
 
    
 
    
 
     
 
   1.2.1 LDC governments 
implement IF 
   their DTIS or needs analyses to 
national development plans and/or PRSPs   1.1.2.1 The degree to which the 
relevant government Ministries 
and agencies have participated in the setting of the country’s trade priorities  
1.1.2.2 The degree to which the 
private sector has participated in the setting of the country’s trade priorities  
1.1.2.3 The degree to which the 
academic community has participated in the setting of the country’s trade priorities  1.1.2.4 The degree to which 
workers have participated in the 
setting of the country’s trade priorities  1.1.2.5 The degree to which other 
stakeholders have participated in 
the setting of the country’s trade priorities  1.2.1.1 The degree to which LDC 
governments have developed, 
prioritized, and costed an Action Plan  IF 
 A.23 All LDC stakeholder groups are actively involved in the design, implementation, and 
monitoring of IF activities  
 A.24 Local funding is available to support IF activities (including organizational changes) 
to which the LDC has committed.  
 A.25 LDC governments will undertake necessary organizational changes to 
support IF planning and 
implementation activities.  A.26   Donor country plans for IF countries make provision to support priority IF activities, 
especially those included in 
PRSP's  Risk (Output – LDC) :  
R.7   Communication with 
stakeholders is insufficient to 
assure effective buy-in  R.8   Execution of the projects might be at risk, if there is 
insufficient continuity and 
succession planning at the country level   
 WT/IFSC/6/Rev.2 
Página 144 Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
 
    
 
    
 
    
 
    
 
     
2.1.1 Identified low income 
populations are included in trade priorities   
2.2.1 Mechanisms for including 
the low income populations in business and trade initiatives have been enhanced 1.2.1.2 The degree to which each 
LDC government implements its Action Plan  1.2.1.3 The degree to which IF 
country trade priorities are 
mainstreamed within each LDC’s programme and budgetary planning and allocation process  
1.2.1.4 The degree to which each 
LDC government commits the necessary organizational resources to carry out the agreed IF priorities within its country 
 
1.2.1.5 The degree to which donors’ funds responds to LDC IF priorities   
1.2.1.6 The degree to which lead 
donors/facilitators are playing an effective support role in the development and implementation of LDC IF plans  
2.1.1.1 The degree to which low 
income populations (men and women) benefit from IF trade initiatives  
2.2.1.1 The degree to which 
mechanisms are in place to ensure low income populations can access business and trade R.9 Absorptive capacity within 
LDCs lags the potential implementation pace of IF initiatives  
R.10: DTIS and the associated 
Action Matrices may not fully reflect the considered views of LDC governments and stakeholders and may not provide 
clear prioritization and guidance 
for further action.  
  WT/IFSC/6/Rev.2
 Página 145Annex A 
Logical Framework Analysis 
Narrative Summary Expected Results Perf ormance Measurement Assumptions/Risks 
 
 3.1.2 Co-ordinating institutional structure (e.g., NSC, focal point, etc.) is in place with the necessary 
capacity in terms of human and 
financial resources to manage and implement the IF   
 
 3.3.4 Monitoring and evaluation systems exist that review progress and feed back into planning and 
budgetary processes  initiatives 
 3.1.2.1 The degree to which country specific human resource functions and corresponding skills 
have been validated 
 3.1.2.2 The degree to which country specific competency based training is available to 
stakeholders  
 3.3.4.1 The degree to which monitoring and performance measures are results based 
 WT/IFSC/6/Rev.2 
Página 146  
 
 Annex B 
Agency and Bilateral Donors - Visits and Contacts 
 
Agencies 
 The following agencies were visited: 
 
 Commission of the European Union 
 
 International Monetary Fund 
 
 International Trade Centre 
 
 Joint Integrated Technical Assistance Programme 
 
 The World Bank 
 
 United Nations Conference for Trade and Development 
 
 United Nations Development Programme 
 
 World Trade Organization 
 
Donors 
 
In addition to Donor representatives, who are members of the IF Working Group, the Donor 
Representatives of the following countries were visited 
 
 Canada 
 
 Denmark 
 
 Netherlands 
 
 United Kingdom  
 
 Norway  WT/IFSC/6/Rev.2 
 Página 147 
 
 
 Annex C 
Country Visits 
 
The following countries were visited: 
 
 Bangladesh 
 
 Cambodia 
 
 Djibouti 
 
 Ethiopia 
 
 Gambia, The 
 
 Guinea 
 
 Haiti 
 
 Lesotho 
 
 Madagascar 
 
 Malawi 
 
 Mali 
 
 Mauritania 
 
 Nepal 
 
 Senegal 
 
 Tanzania 
 
 Uganda 
 
 Yemen 
 Note
:  Two of the 19 LDCs could not be visited: Burundi , due to political unrest at the time of the 
scheduled visit, and Eritrea , since that country was inactive as far as IF programming is concerned. 
 WT/IFSC/6/Rev.2 
Página 148  
 
 Annex D 
Secondary Analysis: 
  
Understanding the Assumptions and Setting the Context 
 The underlying theoretical framework for evaluating th e Integrated Framework is consistent with the 
assumptions made by the donors in the development community in terms of poverty interventions.  
Essentially there is a belief, as shown in the graphic below, that poverty will decline as a direct result 
of the level and extent of the im plementation of a funded intervention.
25  The critical factor in this 
framework is the caveat of “all other factors being equal” which recognizes that many things can and 
probably will go awry during implementation.   Before addressing what some of these other factor s are it is essential to re cognize that they only 
become relevant when this underlying assumption is recognized as being valid.  This is important, as 
this basic assumption is not questioned in the current evaluation.  It is used as the basis for framing 
the evaluation and these other factors are the focus of the evaluation activities.  In effect, this logical 
relationship is presumed to be true so that when reality does not conform to expectations explanation 
is required not the rejection of the underlying assumption.   
 
 
 
 
This overall framework rests on the further assumpti on that the social/economic interventions are 
inputs into a process that will ultimately lead to a re duction of poverty as an outcome.  However, this 
process is mediated through a large and varied nu mber of organizations, individuals, legal and 
economic systems, levels of fiscal capacity and so forth.  These factors can be essentially categorized 
as general (those which impact all programmatic in terventions) and specific (those which impact by 
virtue of the specific type of intervention select – e.g. trade, food subsidies, micro-economic initiatives, etc.). 
                                                     
 
25  It may be argued that donors do not make this assumption however it logically must be made either 
implicitly or explicitly.  If donors do not make this assu mption then there is no justification for any funding for 
any intervention addressing poverty.   Poverty  
Social/Economic Intervention(s) All other factors being equal, Poverty 
should decline as the level and extent of Social/Economic intervention increases.   Assumed Relationship Between Povert y and Social/Economic Intervention  WT/IFSC/6/Rev.2 
 Página 149 
 
 
 General Factors 
 
Within the general category of factors there are three essential factors.  One is fiscal capacity, the 
second is the governance system in place, and the thir d is the base level of poverty.  Essentially the 
fiscal capacity assumption is that countries with higher levels of fiscal capacity will start with lower 
levels of poverty and further they would also  be positioned to best exploit economic based 
interventions.  The governance assumption is based on the relationship between political inclusiveness 
= greater social development and political exclus iveness = lack of social development for any 
intervention (as described in The Political Roots of Poverty26).  These two contextual factors interact 
in that the effectiveness of fiscal capacity is de pendent upon the effectiveness of the governance 
system.  Where the governance system is poor there will be a higher level of poverty compared to a 
jurisdiction of equivalent fiscal capacity but good governance.27 
 In terms of operationalizing these factors within the timeframe of this project, macro level assessments is all that is feasibl e.  The fiscal capacity and poverty indicators will be taken from the 
Human Development Index particularly the per capita GDP as an indicator of fiscal capacity and the 
Human Poverty Index as the indicator of poverty.  As an indicator of the quality of governance the World Bank has further developed an approach to measuring political inclusiveness/exclusiveness along the dimensions of:  
• Voice and Accountability  
• Political Stability and Absence of Violence  
• Government Effectiveness  
• Regulatory Quality  
• Rule of Law  
• Control of Corruption  
 These factors will establish the general context and expectation for the success or lack of success of 
any specific intervention in alleviating poverty.  Definition of Terms and Variables Used  
All data was standardized using the mean and standa rd deviation for the LDC’s.  Not all countries had 
data for all essential variables but 44 of the 49 LDC’ s had adequate data in all areas and all 19 of the 
IF countries had testable data.  In only the per capita GDP variable was it necessary to delete an 
extreme outlier for calculation purpo ses with the use of an arbitrar y maximum value for analytical 
purposes with the LDC data set.  For the analysis of  the 19 IF countries no adjustment was required.  
The standardization approach permits the most di rect inter-country comparison within this or any 
group of countries by determining how different  each country is from all other LDC on selected 
factors.  
Limits of time and resources meant that only the most  recent available data h as been used and only 
summary indicators developed for preliminary analy tical purposes rather than the development of a 
complete interactive working model.
28  The full fledged decision model would permit the 
consideration of governance, poverty and fiscal compone nt variables discretely or in combination and 
                                                      
 26 Bruce Bueno de Mesquita and Hilton L. Root in The National Interest  No. 68, Summer 2002 Issue. 
27  This has been used by the au thor as the framework for implemen ting the monitoring and evaluation 
approach to  the impact of decentra lization in Indonesia by the Ministry of Home Affairs as reported in 
http://www.gtzsfdm.or.id/documents/d ec_ind/newsletter/Newsletter41.pdf. 
28  During the final stages of prep aration the 2003 UNDP report was released but too late in the process 
to redo all of the charts but the most recent data was used in developing expected trends. WT/IFSC/6/Rev.2 
Página 150  
 
 in level of importance depending on the criteria to be used.  For the presen t analysis the following 
adaptations have been made. 
Governance Indicator 
 
The simple average of the sta ndardized scores across the six f actors (Voice and Accountability, 
Political Stability, Government Effectiveness, Regu latory Quality, Rule of Law, and Control of 
Corruption) reported for 2002.29  Forty-five of the 49 countries had data for all six factors, three 
countries had data for 5 factors and one country had data for only one factor. 
Poverty Indicator 
 
The preference is to use the Human Poverty Index (HPI) subcomponent of the overall United Nations 
Human Development Index (HDI) however only 33 of the LDC had an HPI even for the most recent 
period compared to 44 of them having a HDI.  Th e high correlation between the HPI and the HDI for 
the 33 countries with both measures (>.88) made usi ng the HDI sufficient for preliminary analytical 
purposes.   
Fiscal Capacity 
 
In the absence of more detailed fiscal data  the per capita GDP reported in the 2002 Human 
Development Index report was used as a proxy.  It is preferable to have gove rnment expenditure data 
as GDP is, at best, of mixed value as an indicator of fiscal capacity.30  But at one level it does indicate 
potential that could be exploited to address outstandi ng social development issues.  The fact that there 
are countries listed within the LDC group which have fairly high per capita GDP reinforces the need 
for the moderating influence of the Governance Indicator.  Analytic Approach  
Two basic lines of analysis were undertaken.  One w as to examine the IF LDC’s in terms of whether 
they represented a cross-section of LDC’s and whether the underlying assumption could be demonstrated with the LDC’s.  Following addressing those two lines of analysis, consideration was 
given to developing high probabilit y selection criteria and finally establishing baseline forecasts for 
the 19 IF countries in order to establish forwar d looking benchmarks against which to assess progress. 
 
Results of Analyses 
 
The standardized data set was the basis for examini ng the IF countries within the context of the LDC 
group along the dimensions of fiscal capacity, pove rty and governance as outlined in the preceding 
discussion.  In effect the two basic lines of anal ysis were done simultaneously as the logic underlying 
                                                     
 
 29 Governance  material based on results reported by World Bank through  Research Project by Daniel 
Kaufmann, Aart Kraay and Massimo Mastruzzi, as described in  "Governance Matters III: Governance Indicators for 1996-2002" .   Further 
work needs to be done  within these variables as initial indications ar e that Governance Effectiveness and Rule of 
Law are most predictive, in association with per capita GDP, of the Human Development Index (R2 = .715) and 
may well provide selection criteria priorities.   
 
30 The mere fact that the Exon Valdez disaster added to the GDP of the state of Alaska should 
demonstrate that GDP is not an indi cator of progress nor necessarily of  economic viability.  Similarly in the 
current data set, the fact  that Equatorial Guinea has a per capita  GDP that exceeds many  in the high HDI 
countries makes it clear that qualifying variables need to  be used.  In the absence of any other data, GDP does 
serve as an indicator of potential within LDC’s assuming the heroic assumption that the corruption index is low.  
In the present abbreviated simulation the GDP distributi on has not been qualified by the corruption index as 
would be logically expected but is considered within  the context of the aggregate Governance Indicator.  WT/IFSC/6/Rev.2 
 Página 151 
 
 
 testing the framework also underlay the assessment of representativeness of the IF countries of all 
LDC’s.    The essential logical assumptions which underlay this initial analysis was:  
Expectation 1 - fiscal capacity and HDI should be positively correlated, specifically: 
 
a. countries with above average per capita GDP will be expected to have above 
average HDI 
b. countries with below average per capita GDP  will be expected to have below 
average HDI 
 The analysis leads to four quadrants being identified:   Quadrant 1.  Lower than average per capita GDP and Higher than average HDI 
 Quadrant 2.  Higher than average per capita GDP and Higher than average HDI 
 Quadrant 3.  Higher than average per capita GDP and Lower than average HDI 
 Quadrant 4.  Lower than average per capita GDP and Lower than average HDI 
 
Quadrants 2 and 4 fit Expectation 1 while Quadrants 1 and 3 are anomalies.   The graph below shows 
the results for the 44 LDC’s for which there is comp arable data with the 19 IF countries highlighted. 
Human development index (HDI) 2000 and Per Capita GDP 2000
-2-1.5-1-0.500.511.522.53
-1.5 -1 -0.5 0 0.5 1 1.5 2 2.5 3 3.5 4
Per Capita GDPHDI 2000
Lower per capita GDP and Lower HDILower per capita GDP and Higher HDI
Higher per capita GDP and Higher HDI
Higher per capita GDP and Lower HDIBangladesh
GambiaHati
Tanzania UgandaCambodia
Madagascar
Mauritania
BurundiDjibouti
Eritrea
EthiopiaGuineaLesotho
Malawi MaliNepal
SenegalYemen
 
 
The majority of LDC’s fit with Expectation 1 ( 31 of 44 countries) with 12 countries in Quadrant 2 
(top right) and 19 in Quadrant 4 (bottom left).  The positive anomaly in Quadrant 1 (top left), in which 
HDI is higher than expected given the fiscal cap acity as measured, had 8 countries while the negative 
anomaly in Quadrant 3 (bottom right) had 5 countries.   In effect, countries in Q-1 are more successful 
than expected while those in Q-3 ar e less successful than expected.   
 It is also of interest to note that the selection cr iteria employed to date, for including countries in the 
IF, resulted in representation in all quadrants.  Th is provides a longer term basis for examining the WT/IFSC/6/Rev.2 
Página 152  
 
 impact of the IF given different starting points in  each of the human development, per capita GDP and 
governance domains.   This may provide insights in to the mediation pathways for IF impacts on 
poverty particularly as it is mediated through ec onomic growth and improvements in governance. 
 While the distribution of the IF countries is importa nt the overall conceptual framework leads to the 
next assumption: 
 
Expectation 2 – countries, which do not ma tch Expectation 1 will vary on governance 
variable, specifically:  
a. countries in Quadrant 1 (Lower than av erage per capita GDP and Higher than 
average HDI) will tend to have hi gher than average Governance scores 
b. countries in Quadrant 3 (Higher than average per capita GDP and Lower than 
average HDI) will tend to have lo wer than average Governance scores 
 
Of the 8 countries in Quadrant 1 four met the expectation while 3 of the 5 countries in Quadrant 3 
were at or below average Governance scores.  Since the comparisons are made within the LDC 
countries themselves some granularity with the data may be lost but in effect 38 of the 44 countries 
followed the expected pattern, which is consistent with the underlying framework assumption.  This is 
supported by the multi-linear regression analysis, wh ich indicates that 72% of the variation in HDI 
scores can be accounted for by per capita GDP  and the aggregate Governance indicator. 
 
Potential Selection Criteria 
 
This leads to the identification of potential high probability selection factors in terms of maximizing 
the impact of the IF on poverty.  Ideally, pe rfect data on fiscal capacity, governance and poverty 
would be available in consistent a nd current form precisely when decisions needed to be made.  This 
is not the case.  What is available is a consiste ntly produced set of UNDP indicators for HDI and per 
capita GDP and the World Bank has been regularly updating their governance indicators.   Each of these indicator systems has detractors who,  in the main, can provide nothing remotely better 
to replace them.  In the absence of perfect data cons istent data is the next best and through increasing 
use of the UNDP and World Bank data in these areas their importance and quality will, hopefully, 
over time improve.  Nevertheless, they remain for the present the most robust source of potential 
selection indicators.  However, while this data can provide an objective basis for assessing countries 
for consideration for inclusion in the IF programme , it can only be one aspect with the assessment of 
the managerial capacity and leadership of the IF process are the other key considerations. 
 
In terms of selection criteria the focus is identifyi ng where economic interventions will have the most 
impact.  In areas where there is a lack of gove rnance support to sustain economic initiatives these are 
not considered appropriate for the IF and should ra ther be referred to other agencies and programmes 
for remediation prior to inclusion in the IF.  It is critical to recognize what the IF and do and is best 
suited in terms of focusing activities and avoidi ng situations where the IF is not ready for 
implementation. 
 Given that the vast majority of LDC’s follow th e conceptual framework it will come as no surprise 
that the framework provides the b asis for the selection criteria.  However, which selection criteria are 
used depends upon the purpose of the programme.  For example: 
 
• If a high rate of return for an investment of effort is required then countries with above 
average HDI and below average per capita GDP and above average governance would be 
selected.  WT/IFSC/6/Rev.2 
 Página 153 
 
 
 • If assisting the most needy countries in th eir developmental process, accepting some 
inevitable bumps in the process, then countri es with below average HDI and below average 
per capita GDP and at or above average governance would be selected. 
 In both instances countries with below average gove rnance indicators would be referred to other 
programmes as a precondition to entering the IF.  Howe ver, there are two considerations that should 
be borne in mind.  One is that the governance sub-indices need further examination as only one of 
them (Government Effectiveness) actually directly an d strongly seems to significantly related to HDI .   
The second is that the approach used here is a devi ation approach such that the mid-point and who is 
above and below is constantly movi ng with each new data set.  That is an analytical strength if the 
analyst knows how to use it. 
 
Expected Results 
 
This is, by definition, the weakest of the analyti cal steps.  In the absence of good forecasts of the 
causal governance and economic variables what remain s is the default of time as the independent 
variable driving changes in HDI.   
 Additional challenges are due to not all historical  periods being available for all years and the 
volatility of some of the national indicators.  Ho wever, for baseline indicators against which to 
estimate the possible impact of the IF interventions  the trend line analysis is a reasonable basis. 
 
To overcome problems associated w ith different time series for each country the first step was to 
prepare annual estimates for each country for whic h data existed between 1975 and 2000.  The second 
step was to use the time series for each country to  forecast year by year estimates through to 2015.  
Those countries with data from 1975 through 2000 were  taken as the basis for determining an overall 
trend for use with countries with very short time series to use as a base.  Essentially the annual rate of 
change forecasted for the IF countries with th e full HDI series from 2001 through 2015 became the 
basis for estimating future levels of HDI.  In addition, examination of several of the country data series revealed cyclical patterns as well as a 
sudden increase or decrease from 2001 to 2002 simply due to the statistical formula.  These situations 
were normalized by using the rate of change formul a used for those countries with short time series. 
 
These revised expectations tend to be conservative but can serve as a baseline against which to assess 
future performance.  An additional enhancement would be the development, on the basis of the 
current governance and fiscal capacity measures, of an estimate of what level of HDI should be expected would provide a further framework with wh ich to moderate the reliance on a modified linear 
trend. 
 The projections are presented in Table D1. WT/IFSC/6/Rev.2 
Página 154  
 
 Conclusions 
 
The significance of the findings are
: 
 1. The meta framework serves as a useful anal ytical tool in order to assess progress, selection 
and expectations for IF countries. 
 2. The current range of IF countries cover the full spectrum of countries within the framework 
and provide a longer term basis upon which to  develop success oriented selection criteria. 
 
Future opportunities
: 
 1. Existing data can be used to improve the ta rgeting of the IF to countries on the basis of 
programme purpose with further development of  required governance, poverty and fiscal capacity 
data for each of the LDC.  
 
2. The World Bank governance indicators will require  further examination to determine whether 
all elements are of equal importanc e or should be weighted - consider ing that the only indicator with a 
significant relationship to the interaction of per capita GDP and HDI was Government Effectiveness. 
 3. Some means of assessing donor preparedness n eeds to be integrated into the weighting 
framework as the LDC could have all positive indi cators but, if the local donor representatives are 
unmotivated or less than enthusiastic towards the IF , failure is most likely unless there is charismatic 
leadership from the LDC itself.  4. Given the data framework it is possible to de velop realistic series of targets which could be 
used as the basis to assess the managerial capacity and leadership of the IF process – the only 
difficulty with this is that it could only be obvious that  there is a failure when in  fact there is a failure 
if there is not constant monitoring to provide a dvance warning where remedial action is warranted. 
 Alternatives
: 
 
Essentially there are two basic alternatives: 
 1. Continue with the current process of selecti on and implementation with continuing ambiguity 
and mixed results.   
2. Orient donors to the new way of doing bus iness and make evaluations of donor managers’ 
performance contingent on performance of the LDC within the IF.  The second option would be enhanced with the impl ementation of the suggestions made previously as 
the lack of monitoring data from outside of the IF programme itself is problematic.  Independent 
verification is essential for documenting valid results.  
  WT/IFSC/6/Rev.2 
 Página 155 
 
 
 Recommendations : 
 Consistent with the results of this analysis, it is recommended that:  1. The development of a simple, consistent and re plicable data framework for the dimensions of 
poverty, fiscal capacity and governance be developed,  which is an essential component of a country 
selection and monitoring framework.  2. Some means of assessing local donor managerial capacity and leadership needs be integrated 
into the selection process, as failure to ac hieve results may not be due to the LDC. 
 
3. The use of the data framework for monitori ng progress on the basis of establishing annual 
expectation benchmarks is essen tial and consistent with the ge neral Results Based Management 
approach being recommended.  
 
NOTE:  What can be done technically is to devel op an interactive dynamic decision model to enable 
programme criteria to be assessed under different leve ls of emphasis.  Whether this is the method 
adopted or not is up to the client and while not of  the same order as the previous recommendations is 
a very strong suggestion.  
 WT/IFSC/6/Rev.2 
Página 156 Table D 1  
 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 
Bangladesh 0.478 0.502 0.51 0.52 0.52 0.53 0.53 0.53 0.54 0.54 0.55 0.55 0.56 0.56 0.57 0.57 
Gambia 0.405 0.463 0.47 0.48 0.48 0.48 0.49 0.49 0.5 0.5 0.51 0.51 0.52 0.52 0.52 0.53 
Haiti 0.471 0.467 0.47 0.48 0.48 0.49 0.49 0.5 0.5 0.51 0.51 0.52 0.52 0.52 0.53 0.53 
Tanzania, U. Rep. of 0.440 0.400 0.41 0.41 0.41 0.42 0.42 0.43 0.43 0.43 0.44 0.44 0.45 0.45 0.45 0.46 
Uganda 0.444 0.489 0.5 0.5 0.51 0.51 0.52 0.52 0.53 0.53 0.54 0.54 0.54 0.55 0.55 0.56 
Cambodia 0.543 0.556 0.57 0.57 0.58 0.58 0.59 0.59 0.6 0.6 0.61 0.61 0.62 0.62 0.63 0.64 
Madagascar 0.469 0.468 0.48 0.48 0.49 0.49 0.49 0.5 0.5 0.51 0.51 0.52 0.52 0.53 0.53 0.53 
Mauritania 0.438 0.454 0.46 0.47 0.47 0.47 0.48 0.48 0.49 0.49 0.5 0.5 0.51 0.51 0.51 0.52 
Burundi 0.313 0.337 0.34 0.35 0.35 0.35 0.36 0.36 0.36 0.37 0.37 0.37 0.38 0.38 0.38 0.39 
Djibouti 0.445 0.462 0.47 0.47 0.48 0.48 0.49 0.49 0.5 0.5 0.51 0.51 0.51 0.52 0.52 0.53 
Eritrea 0.421 0.446 0.45 0.46 0.46 0.47 0.47 0.48 0.48 0.48 0.49 0.49 0.5 0.5 0.51 0.51 
Etiopía 0.327 0.359 0.37 0.37 0.37 0.38 0.38 0.38 0.39 0.39 0.39 0.4 0.4 0.4 0.41 0.41 
Guinea 0.414 0.425 0.43 0.44 0.44 0.44 0.45 0.45 0.46 0.46 0.47 0.47 0.47 0.48 0.48 0.49 
Lesotho 0.535 0.510 0.52 0.52 0.53 0.53 0.54 0.54 0.55 0.55 0.56 0.56 0.57 0.57 0.58 0.58 
Malawi 0.400 0.387 0.39 0.4 0.4 0.4 0.41 0.41 0.42 0.42 0.42 0.43 0.43 0.43 0.44 0.44 
Mali 0.386 0.337 0.34 0.35 0.35 0.35 0.36 0.36 0.36 0.37 0.37 0.37 0.38 0.38 0.38 0.39 
Nepal 0.490 0.499 0.51 0.51 0.52 0.52 0.53 0.53 0.54 0.54 0.55 0.55 0.56 0.56 0.57 0.57 
Senegal 0.431 0.430 0.44 0.44 0.45 0.45 0.45 0.46 0.46 0.47 0.47 0.47 0.48 0.48 0.49 0.49 
Yemen 0.479 0.470 0.48 0.48 0.49 0.49 0.5 0.5 0.51 0.51 0.51 0.52 0.52 0.53 0.53 0.54  WT/IFSC/6/Rev.2 
 Página 157 
 
 
 Annex E 
 
Survey Results 
 
Background  
 This section of the report details the key findings of a survey carried out in the 18 countries visited by 
the evaluators. The key objective of this survey was to provide quantitative information concerning 
the IF from all stakeholders, namely core agen cies/donors representatives and all local stakeholders 
(private sector, civil society, government offici als etc). Previously, primary research was conducted 
and qualitative information collected in the field th rough focus groups and in depth interviews.  
 
Methodology of the surveys  
 Survey medium 
 The IF evaluation’s Survey was conducted only via the World Wide Web. Participants were invited to 
respond to a questionnaire posted on the Voxco Web site.   
 
Type of sampling 
 
The list of respondents focused on people already involve d in the IF that have access to internet and 
have an active email address. As a result, the lis t of potential respondents is not as extensive as we 
planned. Due to the time pressures in completing the evaluation, we had to rely heavily on the IF focal 
points in the countries, supplemented at times by lo cal agency or donor representatives to identify the 
relevant stakeholders including those not already familiar with the process.  
 
Many of the respondents were also part of the in - country meetings and focus group discussions held 
and had been solicited as respondents at that time. Respondents were invited to  go to the website and 
complete the survey as follows:   1. Email invitation letter to participate in the survey 
 
2. Up to 3 reminders encouraging them to respond  A few respondents were last minute additions to the list and only received the invitation letter. 
 Period of validity of answers - Duration of the survey  
The survey questionnaire was hosted on the Voxco we b site and remained available on the Web from 
August 1, 2003 until August 20, 2 003 midnight eastern time Canada.  
 
Type of questionnaire 
 The questionnaire was in French and English an d was designed for completion within fifteen to 
twenty minutes. Following the classification questions  to determine their location and function, the 
majority questions were designed to obtain a response based on the level of agreement or 
disagreement with a series of statements. Other ques tions asked respondents to rate specific criteria in 
terms of importance. The survey comprises a numbe r of common core questions addressed to all 
respondents with additional specific questions targ eting the three IF partner groups, LDCs donors and 
agencies.  WT/IFSC/6/Rev.2 
Página 158  
 
 Points to Consider  
 
• Respondents were assured of confidentialit y and a unique PIN number was assigned to 
respondents to control access to the survey a nd prevent multiple responses from the same 
individual.  
•  Late surveys that arrived after the cut- off date were excluded from this study. 
• The number of respondents from each individual country, coupled with the variation in the 
response rate between countries resulted in too small a sample to assess each of the 18 countries visited. 
 
Response rate  
Eighty-eight questionnaires were completed by th e 272 potential contacted respondents. However, 
many of the people invited to participate in the survey did not do so either because they were not 
reachable or have declined th e invitation to participate:  
 1. undelivered emails : 45 potential respondents   
2. declined the invitation because they  “have already given feedb ack during the country visit”:2 
 3. the IF is irrelevant to them: 1  4. access problem to the website: 5 
 
5. out of the office: automatic machine response(on vacation): 6  Those in categories 2 to 4 are based on return ema ils from these people. The real numbers might be 
higher as many may have declined participation without sending an e-mail to explain the reason. 
Thus, the final sample was 216 respondents resulting in a response rate of 40.7% considered very 
satisfactory for this kind of survey.  WT/IFSC/6/Rev.2 
 Página 159 
 
 
 Results 
Section 1: Profile of participants and level of their involvement in the Integrated Framework.  
 
 
Chart E-1: Profile of Respondents  
 
Government officials and the private sector are fairly well represented as are agencies and donors. 
However, the civil society participation was quite  low and is indicative of the level of their 
involvement in the IF process to date, a factor that was observed during the evaluation. It is fair to say 
however that the awareness level is increasing among civil society groups in many countries as is the 
recognition by IF proponents of the need to engage them in the IF process.  
 
Chart E-2: Profile of the private sector 
 
    
 
   25% 17%
28% 24% 6%
0% 5% 10% 15% 20% 25% 30% Agencies  
Donors  
Civil Society  
Private Sector  
Government (LDC)
43% 38% 18%0% 
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Cooperative  
Others  
Association  
Business  WT/IFSC/6/Rev.2 
Página 160  
 
           
Chart E-3: Profile of the Civil Society 
 
Business community respondents come mainly from  high ranking officers in private business and 
business associations. Civil society participants in th e survey are typically from academia followed by 
different non-government organization (NGO) representatives.    
 
Chart E-4: Positions of Private Sector participants 
 
  
Chart E-5: Positions of Governmental participants 
 60% 20%20%0%0%
0% 10% 20% 30% 40% 50% 60% 70% Religious Org.  
Worker Org.  
Others  
NGO 
Academia  
38% 5%14%14%0%0%29%
0% 10% 20% 30% 40% Others  
Technical / Professional Staff  
Middle Management  
Senior Management  
General Manager  
COO 
CEO 
4% 8% 44% 44% 
0% 10% 20% 30% 40% 50% Other  
Officer  
Deputy Director  
Director General   WT/IFSC/6/Rev.2 
 Página 161 
 
 
 Most government participants are senior officials (deputy ministers, advisors to ministers).  
 
Charts E-6a and E-6b stem from answers to the question: “What is the best description of your 
organization’s role in the Integrated Framework?”  
 
Chart E-6a: Level of involvement by LDC participants in the IF process 
 
 
Chart E-6b: Level of involvement by Agency / Donor participants in the IF process 57%  57%  39%  29%  12%12%0%4%
0% 20% 40%  60%  Other  
Participates in funding IF activities  
Is NOT involved in the IF program in any way
Provides trade-related technical assistance to countries directly
Participates in Managing the IF  
Participates in studies for the IF  
Could Profit from IF outcomes or receives benefits from IF
Facilitates IF implementation  
70%  27%  57%  57%  59%  3%57%  14%
0% 50%  100%  Other  
Participates in funding IF activities  
Is NOT involved in the IF program in any way
Provides trade-related technical assistance to countries directly
Participates in Managing the IF  
Participates in studies for the IF  
Could Profit from IF outcomes or receives benefits from IF
Facilitates IF implementation  WT/IFSC/6/Rev.2 
Página 162  
 
 Discussion of Results  
 
The majority of the LDC respondents describe th eir organization as facilitating implementation 
(57 %) or being a potential beneficiary (57%) of IF  indicating the high frequency of respondent who 
are directly involved or well aware of the IF. Within the agency / donor community, 59% of 
respondents classified themselves as trade-related technical assistance providers and 57 % classified 
themselves as study participants or managers of the process. Obviously some respondents see 
themselves as playing a dual role.  Fifty-seven per cent of the local stakeholders believe their organizations could profit from IF 
outcomes or receives benefits from the process, wh ile less than thirty-nine per cent of local 
stakeholder organizations participate in studies rela ted to IF and twenty-nine per cent participate in 
managing the IF process.  WT/IFSC/6/Rev.2 
 Página 163 
 
 
 Section 2: level of familiarity with the process 
 
Level of familiarity with the IF and its goals and objectives 
  
  LDCs     Agencies  Donors 
  
7) I am very familiar with the 
goals and objectives of the IF      
    
  
Strongly Agree       41%  
Moderately Agree             2 8 % 
Moderately Disagree                      1 1 % 
Strongly Disagree                          9%  
Don't Know                      1 1 % 
  
8) The goals and objectives of the IF
are clear and easy to understand      
  
Strongly Agree       33%  
Moderately Agree         27%  
Moderately Disagree            22%  
Strongly Disagree                      4%  
Don't Know                  14%  
  
9) I am very familiar with the current 
status of the IF in my country    
  
Strongly Agree         47%  
Moderately Agree             12%  
Moderately D isagree              18%  
Strongly Disagree           10% 
Don't Know                           14%  
  
  
10) I think that the IF policies are 
clear and easy to understand    
  
Strongly Agree               27%  
Moderately Agree         39%  
Moderately Disagree                        12%  
Strongly Disagree                            4%  
Don't Know                    18%  
  
    60%       59%   
        40%              3 1 %   
                                 0%         5 %   
0%    5 %   
0%                                      0%   
 
 
 
         13%        2 7 %   
 47%      50 %   
     40%          13 %   
    5 %   
    5 %   
 
I am very fam iliar with the current 
status of the IF 
 
  60%         3 6%   
    33%            45 %   
0%    9 %   
                          7%                        10  % 
0%                                  0%   
 WT/IFSC/6/Rev.2 
Página 164  
 
 Discussion of Results 
 
Agencies (60%) donors representatives (59%) and local stakeholders (41%) strongly agree that they 
are very familiar with the goals and objectives of the process which again is indicative of the level of 
respondents who are directly involved. Although the vast majority of respondents (LDC -69%; 
Agency- 100% and Donors-90%) indicate they are at least moderately aware of the IF, a significant 
number of respondents (LDC- 26%; agencies- 40% a nd donors 18%) disagree with the statement that 
the goals and objectives are clear and easy to unders tand. In addition, thirty-four per cent of LDC 
respondents either disagree or responded “don’t know” to the statement “IF policies are clear and easy to understand”.  
 
11) In 2000 the IF was revamped. Have the roles and responsibi lities of your organization 
changed in any way as a result?  
                                    
                                 LDCs                                    Agencies                     Donors                   
Yes     
                                  4%     
  53%   
     36% 
No    
  63%    
          33%   
        32% 
Don't kno w    
                   33%   
                   13%   
        32%   
  
Discussion of Results 
 
The IF programme was revamped in 2000 and signi ficant changes were introduced. The information 
above suggests that the revised programme did not, in the eyes of the LDCs change their roles and 
responsibilities significantly and that the changes we re more prevalent within the agency/donor 
communities. This is not surprising as the revamping exercise did have a more significant impact on 
agencies and donors, primarily because the LDC c ountries have been segregated into pre and post 
revamping categories and only now are the original five round table countries being encouraged to embrace the new approach dictated by the re vamping exercise. The twenty-four per cent of 
agency/donor respondents, who did not know, may be indicative of the need for greater clarity on the roles and responsibilities of this group, especially at the field level. 
 
12)  IF definition: Please describe, in two to th ree sentences, your understanding of the IF and its 
goals and objectives?  
Discussion of Results 
 Many respondents gave detailed an swers to this open-ended questi on and many respondents identified 
more than a single goal or objective. It is interesti ng to note the similarity in views expressed by local 
stakeholders who stressed on the poverty alleviation,  the IF to provide capacity building assistance for 
trade related areas, especially in the export sector , and to assist the beneficiary countries to built the 
requisite institutional infrastructures. 
  WT/IFSC/6/Rev.2 
 Página 165 
 
 
 Section 3:  Expectations from the IF process – IF delivery 
 
Expectations and Implementation of IF  - LDCs   
 
 
13)  Are you aware of the Diagnostic 
Trade Integration Studies (DTIS)?  
 
Yes   
  51% 
No   
  49% 
 
 
 
14) Has a DTIS Study been completed in 
your country?  
 
Yes  
  69% 
No  
                       23% 
Don't know  
                              8% 
 
 
 
 
15) The Diagnostic Trade Integration 
Studies (DTIS) can meet your country's 
needs in identifying trade related issues.  
 
Strongly Agree   
  44% 
Moderately Agree   
  44% 
Moderately 
Disagree                            0% 
Strongly Disagree   
            11% 
Don't Know                           0% 
 
16) The DTIS can provide a roadmap for 
countries to address goals and objectives 
relative to trade and their participation in 
the world economy.  
 
Strongly Agree 
 73%
Moderately Agree 
                  19%
Moderately Disagree                            0%
Strongly Disagree                            0%
Don't Know 
                        8%  
17) The DTIS can provide a vehicle to 
identify Trade-Related Technical 
Assistance (TRTA) needs.  
Strongly Agree
 65% 
Moderately Agree
                 19% 
Moderately Disagree
                        4% 
Strongly Disagree                          0% 
Don't Know
                    12% 
 
18) I think the IF has helped, or has the 
potential to help, my country build 
increased capacity.  
 
Strongly Agree  
 57% 
Moderately Agree  
         27% 
Moderately Disagree  
                  6% 
Strongly Disagree  
                    2% 
Don't Know  
                 8% 
 
19)The trade related issues identified 
with IF have been or will be integrated 
into the development plans and poverty 
reduction strategies in my country.  
 
Strongly Agree  
  53% 
Moderately Agree  
          24% 
Moderately Disagree  
                   8% 
Strongly Disagree  
                   6% 
Don't Know  
                 10% 
 
 
20) I believe the IF can contribute to 
poverty alleviation.  
 
Strongly Agree  
 57% 
Moderately Agree  
       35% 
Moderately Disagree  
                     2% 
Strongly Disagree  
                     2% 
Don't Know  
                   4% 
 
  WT/IFSC/6/Rev.2 
Página 166  
 
 21) The Trade related technical assistance is targeted to support Trade Negotiations:  
                                             LDCs                                              Agencies/Donors                 
Strongly Agree   
      43%          
                               8%  
Moderately Agree   
                  27%          
      43%  
Moderately Disagree    
                            14%          
                   22%      
Strongly Disagree    
                                    4%           
                       16%  
Don't Know    
                               12%          
                            11%  
  
Discussion of Results 
 
The results from question 22 below suggests that the le vel of expectations from the IF process is high 
among local stakeholders as sixty-two per cent of re spondents agreed with the statement “I had high 
expectations for the impact of IF on poverty reduction in my country”.  
 The results suggest that the DTIS process is also expected to produce results as more than eighty per 
cent of respondents agree that the DTIS can meet their countries’ need in identifying trade related issues, provide a roadmap to address goals and obj ectives relative to trade, provide a vehicle to 
identify Trade-Related Technical Assistance (TRT A) needs to improve participation in world 
economy.   
 Moreover, seventy per cent of local stakeholders , as shown below, are convinced (43% of them 
strongly agree) that the Trade Related technical assi stance to be provided by the process is targeted to 
support Trade Negotiations, while thirty-eight pe r cent of agencies/donors representatives disagree 
with this statement. There are two factors at pl ay in this case. Those countries currently targeting 
WTO membership or at least accession are very focused on trade policy and negotiating. However, 
the disparity the response of the two groups may be a small indication of the apparent disparity 
between the perceptions of the two communities on the goals and objectives of the IF.   
22) I had high expectations for the impact of the IF on poverty reduction in my country.  
                                       LDCs  
Strongly Agree   
                        35% 
Moderately Agree   
                                27% 
Moderately Disagree   
                                           16% 
Strongly Disagree   
                                                     8% 
Don't Know   
                                              14% 
  
23) My expectations regarding the impact of the IF on poverty alleviation have or will be 
met.  
                                       LDCs  
Strongly Agree   
                               29% 
Moderately Agree   
                       37% 
Moderately Disagree   
                                               14% 
Strongly Disagree   
                                                            2% 
Don't Know   
                                            18% 
 
   WT/IFSC/6/Rev.2 
 Página 167 
 
 
 Discussion of Results 
 
Furthermore, ninety-two per cent of LDCs participan ts believe IF can contri bute to poverty alleviation 
and sixty two per cent as shown below, have high expectations for the impact of the IF on poverty 
reduction in their country and many (66%) believe these expectations will be met.  
 
24) In which of the following ways, if any, has the IF changed or will change your 
company's business? Select all that apply - Private sector  
 
Increased international trade opportunities   
 76%
Increased exports   
                   48%
Improved export facilitation   
                   48%
Improved human resource skills   
                   48%
Increased efficiency   
                            38%
Increased local trade opportunities   
                                           24%
Affected in a negative way the way your 
company operates   
                                                       10%
No significant change                                                                  0%
Other    
                                                 19%
  
25) The IF has improved or will improve my company's business:  ( Private sector) 
 
Strongly Agree   
                 33% 
Moderately Agree   
            38% 
Moderately Disagree   
                                        10% 
Strongly Disagree                                                     0% 
Don't Know   
                               19% 
 
  
Discussion of Results 
 
In addition, the majority of private sector commun ity thinks that the IF has improved or will improve 
at least some aspect of their business and their ex ports. They stressed the increase in international 
trade opportunities, export, export facilitation and human resources skills improvement as the most important impacts expected from the process.  
 
Chart E-26: When do you think IF will yield significant benefits to targeted countries? 
 6% 7% 9%
59%53%41%
31%27%45%
4% 13% 5% 
0% 10% 20% 30% 40% 50% 60% 70%LDC's  Agencies  Donors  
Never  
6 to 10 Years  
1 to 5 Years  
Now WT/IFSC/6/Rev.2 
Página 168  
 
 The high level of expectations is accompanied by a s hort timeline focus. Indeed, sixty-five per cent of 
local stakeholders expect the IF to yield significant benefits to targeted countries within 5 years. This 
per centage drops to fifty-four per cent among ag encies and donor representatives but is still above 50 
per cent.  
27) The IF …. (LDCs) 
 Agree Disagree 
 Don't Know
a. In its revamped form, has been effective in significantly
integrating the poverty allevi ation concerns of LDCs  
 45% 14%  41% 
b. Is analytically based, funded and built into my country’s
development plans   43% 20%  37% 
 
c. Has improved local skills via technical assistance in my country 
 32% 27%  41% 
d. Is a very complex programme which is difficult to implement 
 26% 52%  22% 
e.Has increased trade opportunities in my country
 26% 27%  47% 
f. Has helped to alleviate poverty in my country 22% 
 41% 
  37% 
 
g. Has facilitated access to technology and knowledge  
 18% 39%  43% 
 
Discussion of Results  
While fifty-two per cent of the local stakeholders disagree that the IF is a very complex programme 
which is difficult to implement and forty-five per ce nt agree that the revamped IF has been effective 
in significantly integrating the poverty alleviation c oncerns of LDCs, only twenty-six per cent agree 
that the process has increased trade opportunities or helped alleviate poverty in their countries. 
Moreover, less than 20% of respondents think that 47% of them have no idea about this issue. The 
proportion of people that appear to be unaware of  these issues is high reaching forty-one per cent in 
cases and reflects the low visibility of IF in many countries.    Expectations are very high making the delivery is seen ineffective pointing to  a need for increased 
communication between all the IF partners to ensu re a common perception of the goals and objectives 
and the scope and coverage  of the IF process.   WT/IFSC/6/Rev.2 
 Página 169 
 
 
 Section 4: Coordination and cooperation among IF partners  
 
28) Efforts are being made to identify a Lead Donor/Facilitator in LDC countries. This 
development will contribute to increased donor cooperation and coordination:   
                                                           Donors                           
Strongly Agree   
         68% 
Moderately Agree   
                                                  27% 
Moderately Disagree                                                                                 0% 
Strongly Disagree                                                                                 0% 
Don't Know   
                                                                          5% 
  
 
29) In your opinion, who should for be responsible to coordinate donors within LDC 
countries?  
 
                                  LDCs                               Agencies                                   Donors                                 
IF Focal Point  
               16%                                               0% 
             27% 
Lead 
donor/Facilitator  
      25%   
        40% 
                         14% 
LDC Government  
  29%   
  47%
  45% 
Local Agency 
representative.  
              18%                                               0%
                                 5% 
Other   
                    12%   
                               13%
                             9% 
 
   
Discussion of Results 
 
It is interesting to note that ninety-five per cen t of donors agree that a Lead Donor/Facilitator will 
contribute to increased donor cooperation and coordina tion. While all three groups support the notion 
that donor coordination should be done by the LDC country, (LDC-45%: Agencies- 47% and donors 
(72%) there is a disparity between who should be responsible. The LDC respondents place more 
emphasis on the Lead/donor facilitator as being responsibl e, the majority within all three groups point 
to the LDC government. 
 
Many interesting comments were collected from st akeholders concerning this issue using an open 
ended question. The notion that the LDC government  should be responsible seems to prevail although 
many respondents indicate that LDCs will certainly need assistance from donors in facilitating the process because they often lack  the capacity themselves. 
 
Local stakeholders in selected countries recommend that  the role of coordination should be given to a 
local based core agency that fully  understands the issues, does not ha ve a high level of staff turnover, 
and can deliver long term focused support.   WT/IFSC/6/Rev.2 
Página 170  
 
 Section 5: IF country selection criteria  
 
30) Are you aware of the IF Program country selection criteria?  
                               LDCs                       Agencies                        Donors                           
Yes   
              31% 
     67%  
        45%  
No   
  69% 
           33%   
     55%  
 
             For those who said yes only: 
 
             a.  I think the IF country selection criteria are... Fair                                               LDCs                    Agencies             Donors                           
Strongly Agree   
         44%  
       40%  
                 30%  
Moderately Agree   
  56%   
       40%   
  60%  
Moderately Disagree                        0%   
            20%   
                     10%            
Strongly Disagree                          0%                     0%                              0%  
Don't Know                          0%                     0%                              0%  
 
             b. I think the IF country selection criteria are... Transparent  
                                                LDCs                    Agencies             Donors                          
Strongly Agree      
   63%  
              10%     
                40%  
Moderately Agree      
            31%  
       40%   
                40%  
Moderately Disagree     
                   6%  
    50%   
                      20%           
Strongly Disagree                             0%                     0%                                0%  
Don't Know                             0%                     0%                                0%  
 
 
             c.  I think the IF country selection criteria are... Appropriate  
                                             LDCs                         Agencies             Donors                          
Strongly Agree   
    63%   
        30%  
            50%  
Moderately Agree   
             38%   
  50%   
                  30%  
Moderately Disagree                            0%    
            20%   
                     20%        
Strongly Disagree                              0%                       0%                              0%  
Don't Know                              0%                       0%                              0%  
  
Discussion of Results 
 
Although the majority of the people who are aware of the criteria find them fair, transparent and 
appropriate, only fifty-four per cent of agencies/ donor representatives are aware of the country 
selection criteria; this percentage drops to less than  one third for LDCs. But, it’s striking to note that 
the agencies/donors representatives seem more conserva tive on this issue than local stakeholders as 
twenty three per cent of non- LDC stakeholders disagr ee with the statement that these criteria are fair, 
transparent and appropriate only 2% of local stakeholders think so.  WT/IFSC/6/Rev.2 
 Página 171 
 
 
 Section 6: Governance of the IF   
 
31) I am very satisfied with the current administration of the IF at the country level. 
LDCs  
Strongly Agree   
                                         14% 
Moderately Agree   
              41% 
Moderately Disagree   
                                   22% 
Strongly Disagree   
                                                 8% 
Don't Know   
                                         16% 
  
32) The revamped IF included changes in the overall management structure of the IF and 
the changes have increased the effectiveness of the IF. LDCs  
Strongly Agree   
                                                6% 
Moderately Agree   
               37% 
Moderately Disagree   
                                  20% 
Strongly Disagree   
                                                     2% 
Don't Know   
                    35% 
  
33)  There are a number of factors that might be important to the success of the IF in your country. 
Listed below are some of these potential factors. For each one, please rate how important you think that factor is to the success of the IF in your country. LDCs 
 
 Percentage of Statements  
 Very 
Important Important Total 
a. The participation of all stakeholders in the process 90% 2% 92% 
b. Government-wide support 78% 12% 90% 
c. Integration of trade into development plans                 71% 22% 93% 
d. Management of the IF 69% 22% 91% 
e. The capacity to manage IF activities 69% 24% 93% 
f. Trade-related technical assistance 63% 20% 83% 
g. A National Steering Committee 59% 27% 86% 
h. Addressing supply side constraints 51% 24% 75% 
i. Coordination with other countries involved 33% 39% 72% 
 Discussion of Results  
LDCs are moderately satisfied with the current admini stration of the IF at the country level and mildly 
agree that the revamped IF has increased the eff ectiveness of the process. Nevertheless, 35% of the 
surveyed people don’t know which again may be indicative of a low level of in-depth awareness 
within LDCs.  LDC respondents (92%) ranked the participation of a ll stakeholders in the process as very important 
in the success of the IF, followed by government wide support (78%). 
 
LDCs stakeholders generally believed that Integra tion of trade into development plans, management 
of the IF and the capacity to manage IF activities are also very important to the success of the IF. 
Between sixty-nine and seventy-eight per cent of  local stakeholders believed it was absolutely 
important, while a further fifty-one to sixty-three per cent placing a  high degree of importance upon trade-related technical assistance, National Steering Committee and addressing supply side WT/IFSC/6/Rev.2 
Página 172  
 
 constraints. Coordination with othe r countries involved in the process is shown to be of much lesser 
importance.  Some LDCs stakeholders (33%) stressed other factor s they considered might help the success of the 
IF included consideration of local realities, pr ivate sector transparen cy, the follow up process, 
Government's commitment, people's willingness and the participation of local experts. 
 34)  The following statements focus on issues rela ted to the IF process? Please rate your level of 
agreement or disagreement with each  of the following statements. LDC 
 
  Agree 
 Disagree 
 Don't Know
 
a. The IF is a good mechanism to link trade, development andpoverty reduction  95% 3% 2% 
b. The Lead donor/facilitator is playing an effective support role
within the IF process 
 
c. There is support and active participation in the planning an d
implementation of the IF by government in my country  68% 
 
 
66% 8% 
 
 
22% 24% 
 
 
12% 
d. The revamped IF is achieving its expected results o
f
mainstreaming trade into development plans and poverty
reduction strategies 
 e. The IF is achieving its expected result in facilitating thedelivery of necessary technical assistance 51% 
 
 
 
51% 
 18% 
 
 
 
24% 31% 
 
 
 
25% 
    
f. The coordinating institutional structure (e.g. NSC, focal point,
etc.) is in place and well staffed in my country  41% 45% 14% 
g. Donors pledge funds in a timely manner 
 h. All IF partners (Co-ordinati ng Agencies, LDC's, Donors) have 
streamlined their respective procedures to facilitate the
rapid/timely implementation of IF activities  i. The IF Trust Fund  disburse funds to the IF in a timely manner 31% 
  
31% 
 
24% 42% 
  
28% 
 
33% 27% 
  
41% 
 
43% 
    
Discussion of Results  
LDC respondents are generally convinced (95%) that  the IF is a good mechanism to link trade, 
development and poverty reduction and that the Lead  donor/facilitator is playing an effective support 
role (66%) and there is support and active particip ation (66%) in the planning and implementation of 
the IF by government in their countries.  
 
However, only fifty-one per cent of respondents felt th at the revamped IF is achieving its expected 
results in mainstreaming trade into development plans or poverty reduction strategies and facilitating 
the delivery of necessary technical assistance.  
A further forty-five per cent do not believe that the coordinating institutional structure (e.g. NSC, 
focal point, etc.) is in place and well staffed in th eir country and less than thirty-one per cent felt 
satisfied with the funding.  WT/IFSC/6/Rev.2 
 Página 173 
 
 
  
35)  There are a number of potential obstacles or barriers that could undermine the success of the 
IF. Below is a list of some potential obstacles. Fo r each one, please identify the extent to which you 
think this is an obstacle or barrier to the success of the IF.  LDCs   
 
Potential obstacles/barriers to th e success of the IF Major barrier 
a.  Bureaucracy 
b.  Insufficient cooperation between government, the private sector and civil c.  society in the LDC country d.  Lack of a vision or strategy e.  Access to knowledge and technology 
f.  Lack of clearly defined priorities in the LDC country 
g.  Lack of understanding of LDCs' needs h.  Lack of capacity to manage IF i.  Lack of donor support j.  Lack of infrastructure 
k.  Lack of coordination between agencies 
l.  Lack of donor coordination m. Supply-side constraints n.  Management of the IF in the LDC o.  Supervision of projects in the LDC country 80% 
 76% 73% 71% 
71% 
69% 67% 67% 65% 
59% 
51% 51% 45% 41% 
 
Discussion of Results 
 
Bureaucracy is ranked by local stakeholders (80% ) as a major potential obstacle or barrier to the 
success of the IF, while insufficient cooperation be tween government, private sector and civil society 
in the LDC country (76%) is second.    Lack of a vision or strategy, access to knowledge and technology, lack of clearly defined priorities in 
the LDC country and a lack of u nderstanding of LDCs’ needs are ra nked lower but still considered as 
relative to success. WT/IFSC/6/Rev.2 
Página 174  
 
  
36)  Please rate your level of agreement or disagre ement with each of the following statements.    
 
       Agree Agencies     Donors      Disagree 
 Agencies  Donors  
 Don't Know 
Agencies  Donors 
a. LDC governments commit the
necessary resources to carry out the IF within their countries    27%          32% 66%            54%  7%              14% 
b. IF priorities are mainstreamed within
LDCs and within the budgetary planning
and allocation processes    40%           32% 47%            59%  13%              9% 
c. There is enough national commitmen
t
to the IF in LDCs among the private 
sector, the academic community,
workers, and NGOs     34%           32% 46%            59%    20%             9%    
d. LDC missions in Geneva are on top o
f
trade issues and the IF, are in tune with
local needs/priorities, to secure thei r
government’s support for IF    40%           36% 34%            41%  26%            23% 
e. The IF goal as “a mechanism to delive
r
trade-related technical assistance”, is a
realistic objective 
   80%            82% 
  7%                4%  13%            14% 
f. There is active participation an d
involvement by LDCs in the planning
and implementation of the IF in thei r
countries    73%            63% 20%              28%    7%              9%   
Discussion of Results 
 
A majority of agencies/donors representatives are c onvinced that the IF goal as “a mechanism to 
deliver trade-related technical assistance”, is a r ealistic objective (81%) and stated that LDCs are 
actively involved in the planning and implementation of  the IF in their countries. However, they have 
no common position on many issues in the IF process as shown below. 
 A majority of agencies/donors representatives are c onvinced that the IF goal as “a mechanism to 
deliver trade-related technical assistance”, is a r ealistic objective (81%) and stated that LDCs are 
actively involved in the planning and implementation of  the IF in their countries. However, they have 
no common position on many issues in the IF process. 
 
Section 6: Recommendations (by Respondents) 
 
37)  In your view, what are the two most importa nt things needed to improve the implementation 
of the IF?  
      
Local ownership of the IF process is the recommendation that appeared most often among survey respondents. The visibility of the IF process and the clarity of its objectives was clearly an issue as well. Indeed, most participants stated that an in country pre-sensitization before the IF process starts 
would raise the awareness about the process and ensure a common understanding of its goals and 
objectives among all stakeholders.  WT/IFSC/6/Rev.2 
 Página 175 
 
 
   
Encouraging participation by all stakeholders in cluding the private sector and academia in the IF 
decision making process was particularly emphasized as was the capacity building issue. Respondents 
insisted especially on the necessity to assist th e beneficiary countries to build the requisite 
institutional infrastructure and capacity for the impl ementation of the IF. A clearer definition of the 
roles, tasks and responsibilities of each stakeholde r, a call for the timely release of funds and 
increased access to trade rela ted information were also a theme of many responses . 
  WT/IFSC/6/Rev.2 
Página 176  
 
 Annex F 
 
Results-Based Checklist for Country Progress Tracking 
 
Table F-1 
Checklist for Status Summary, Round Table Countr ies, by Expected Results and Performance 
Measures, Assumptions and Risks  
 
 
Table F-2 
Checklist for Status Summary, Revamped IF (P ilot) Countries, by Expected Results and 
Performance Measures, Assumptions and Risks  
 
 
Table F-3 
Checklist for Status Summary, Non-Pilot Countr ies, by Expected Results and Performance 
Measures, Assumptions and Risks   WT/IFSC/6/Rev.2 
 Página 177 
 
 
 Table F-1 
Checklist for Status Summary, Round Table Countries, 
by Expected Results and Performance Measures, Assumptions and Risks  
 
 
Expected Results , Performance Measures,  
Assumptions and Risks  Bangladesh Gambia Haiti Tanzania Uganda
 
Sub-Table F-1-A:  Impact
 Results (Long-term)      
 
Expected Results , Performance Measures,  
Assumptions and Risks      
Expected Results , Performance Measures       
1.0   Trade is an important driver of LDC 
economic growth, employment, and poverty 
reduction      
1.0.1  There is evidence that economic growth, 
attributable to trade, has contributed to poverty 
reduction       
1.0.2  LDC exports increase      
1.0.3  The trade sector is an integral part of the 
LDC country development plans      
2.0  Low income populations raise their income 
levels      
2.0.1 There is evidence that low income 
populations have raised their income levels through trade related activities      
3.0  LDCs increasingly participate in 
international trade      
3.0.1  There is evidence that LDCs are 
increasingly integrated into the international and regional trading systems      
3.0.2  There is evidence that LDCs are becoming, 
or are eligible to become, WTO members      
3.0.3  LDC share of world exports increases      
Assumptions      
A.2  LDCs will maintain IF as a priority in their 
national development strategy      
A.4  LDC governments are committed to good 
governance and to the creation of an open and stable   business environment      
A.5  Low income populations (men and women) 
are targets of trade related activities      
Risks      
R.1  LDC exports are at risk, unless a more 
supportive trade environment is created, and improved market access is achieved      
Assumptions      WT/IFSC/6/Rev.2 
Página 178  
 
  
Expected Results , Performance Measures,  
Assumptions and Risks  Bangladesh Gambia Haiti Tanzania Uganda
A.2  LDCs will maintain IF as a priority in their 
national development strategy      
A.4  LDC governments are committed to good 
governance and to the creation of an open and 
stable   business environment      
A.5  Low income populations (men and women) 
are targets of trade related activities      
Risks      
R.1  LDC exports are at risk, unless a more 
supportive trade environment is created, and 
improved market access is achieved      
Sub-Table F-1-B:   
Outcome  Results  
(Medium-term)  
      
2.2  Business and trade development support 
services are being offered      
2.2.1  The degree to which business and trade 
development support services are increasing      
3.1  LDC governments have the capacity to 
implement trade related priorities      
3.1.1  The degree to which LDC governments 
have the capacity to implement trade-related priorities      
3.2  IF trade related technical assistance trust 
funds support the effective launch of LDC’s IF 
programmes (LDC view)      
3.2.1  The degree to which IF trust funds are 
strategically targeted to support the successful launch of prioritized action plans       
Assumptions      
A.6  LDC policy, leadership and direction 
support the inclusion of trade in national development plans and/or PRSPs         
A.7  Donors are willing to align their priorities to 
the LDC stated priorities (LDC point of view)      
A.8  LDCs are able to translate policy 
prescriptions into actionable projects      
A.9  Political expectations for support from civil 
society are realistic      
A. 10  LDC governments choose to promote 
broadly based economic activities involving both labour and capital intensive projects to increase 
export-based revenues      
A.11  Business and trade support services for 
urban and rural exporters meet the needs of 
businesses, including exporters       WT/IFSC/6/Rev.2 
 Página 179 
 
 
  
Expected Results , Performance Measures,  
Assumptions and Risks  Bangladesh Gambia Haiti Tanzania Uganda
A.12  Business and trade support services are 
being delivered by public and private service 
providers      
A.13  Senior LDC leadership and direction in 
policy matters are provided to support trade as a 
priority      
A.14  LDC governments are committed to 
enhance human resource capacity, as required, to implement trade-related priorities      
A.15  LDC governments are committed to 
ensuring that the necessary resources (human and financial) are available to implement trade-related priorities      
A.17  All IF participants are fully committed to a 
common set of goals and objectives requiring a 
results-based approach      
Risk       
R.2  Core agency, donor, and LDC IF related 
objectives conflict, or are not sufficiently 
harmonized (LDC point of view)      
Sub-Table F-1-C:   
Output  Results (Short-term)  
      
Expected Results , Performance Measures       
1.1.1 DTISs or needs analyses are completed      
1.1.1.1 The degree to which IF country 
governments have completed their DTIS or needs analyses       
1.1.1.2 The degree to which IF country 
governments have linked their DTIS or needs analyses to national development plans and/or PRSPs       
1.1.2 The country’s trade priorities have been 
defined through broad consultations      
1.1.2.1 The degree to which the relevant 
government Ministries and agencies have 
participated in the setting of the country’s trade 
priorities      
1.1.2.2 The degree to which the private sector has 
participated in the setting of the country’s trade priorities      
1.1.2.3 The degree to which the academic 
community has participated in the setting of the country’s trade priorities      
1.1.2.4 The degree to which workers have 
participated in the setting of the country’s trade priorities      WT/IFSC/6/Rev.2 
Página 180  
 
  
Expected Results , Performance Measures,  
Assumptions and Risks  Bangladesh Gambia Haiti Tanzania Uganda
1.1.2.5 The degree to which other stakeholders 
have participated in the setting of the country’s 
trade priorities      
1.2.1 LDC governments implement IF       
1.2.1.1 The degree to which LDC governments 
have developed, prioritized, and costed an Action 
Plan      
1.2.1.2 The degree to which each LDC 
government implements its Action Plan      
1.2.1.3 The degree to which IF country trade 
priorities are mainstreamed within each LDC’s programme and budgetary planning and allocation process      
1.2.1.4 The degree to which each LDC 
government commits the necessary organizational resources to carry out the agreed 
IF priorities within its country      
1.2.1.5 The degree to which donors’ funds 
responds to LDC IF priorities (LDC point of 
view)      
1.2.1.6 The degree to which lead 
donors/facilitators are playing an effective support role in the development and implementation of LDC IF plans      
2.1.1 Identified low income populations are 
included in trade priorities      
2.1.1.1 The degree to which low income 
populations (men and women) benefit from IF trade initiatives      
2.2.1 Mechanisms for including the low income 
populations in business and trade initiatives have 
been enhanced      
2.2.1.1 The degree to which mechanisms are in 
place to ensure low income populations can 
access business and trade initiatives      
3.1.2 Co-ordinating institutional structure (e.g., 
NSC, focal point, etc.) is in place with the necessary capacity in terms of human and financial resources to manage and implement the IF      
3.1.2.1 The degree to which country specific 
human resource functions and corresponding 
skills have been validated      
3.1.2.2 The degree to which country specific 
competency based training is available to stakeholders       WT/IFSC/6/Rev.2 
 Página 181 
 
 
  
Expected Results , Performance Measures,  
Assumptions and Risks  Bangladesh Gambia Haiti Tanzania Uganda
3.3.4 Monitoring and evaluation systems exist 
that review progress and feed back into planning 
and budgetary processes      
3.3.4.1 The degree to which monitoring and 
performance measures are results based      
Assumptions      
A.21  The senior LDC leadership sustains 
commitment, support and interest      
A.22  The Focal Point is effective, acting as 
leader, co-ordinator, clearinghouse for 
information and views in the implementation of the IF      
A.23  All LDC stakeholders are actively involved 
in the design, implementation, and monitoring of IF activities      
A.24  Local funding is available to support IF 
activities (including organizational changes) to which the 
LDC has committed      
A.25  LDC governments will undertake necessary 
organizational changes to support IF planning 
and implementation activities.      
A.26  Donor country plans for IF countries make 
provision to support priority IF activities, especially those included in PRSP's      
Risks      
R.7  Communication with stakeholders is 
insufficient to assure effective buy-in      
R.8  Execution of the projects might be at risk, if 
there is insufficient continuity and succession planning at the country level      
R.9  Absorptive capacity within LDCs lags the 
potential implementation pace of IF initiatives      
R.10  DTIS and the associated Action Matrices 
may not fully reflect the considered views of LDC governments and stakeholders and may not 
provide clear prioritization and guidance for 
further action.      
 WT/IFSC/6/Rev.2 
Página 182  
 
 Table F-2 
Checklist for Status Summary, Revamped IF (Pilot) Countries, 
by Expected Results and Performance Measures, Assumptions and Risks  
 
Sub-Table F-2-A:  Impact
 Results (Long-term)  
 
 
Expected Results , Performance Measures,  
Assumptions and Risks Cambodia Madagascar Mauritania
Expected Results , Performance Measures     
1.0  Trade is an important driver of LDC economic 
growth, employment, and poverty reduction    
1.0.1 There is evidence that economic growth, 
attributable to trade, has contributed to poverty 
reduction     
1.0.2 LDC exports increase    
1.0.3 The trade sector is an integral part of the LDC 
country development plans    
3.0  Low income populations raise their income levels    
2.0.1 There is evidence that low income populations 
have raised their income le vels through trade related 
activities    
3.0  LDCs increasingly participate in international 
trade    
3.0.1 There is evidence that LDCs are increasingly 
integrated into the international and regional trading 
systems    
3.0.2 There is evidence that  LDCs are becoming, or 
are eligible to become, WTO members    
3.0.3 LDC share of world exports increases    
Assumptions    
A.2  LDCs will maintain IF as a priority in their 
national development strategy    
A.4  LDC governments are committed to good 
governance and to the creation of an open and stable  
business environment    
A.5  Low income populations (men and women) are 
targets of trade related activities    
Risks    
R.1 LDC exports are at risk, unless a more supportive 
trade environment is created, and improved market access is achieved    
Expected Results , Performance Measures     
1.3 LDCs integrate trade within national 
development plans and/or PRSPs    
1.1.1 The degree to which LDC governments have 
integrated trade within national development planning and/or PRSPs    
1.2   LDCs implement trade related priorities     WT/IFSC/6/Rev.2 
 Página 183 
 
 
  
Expected Results , Performance Measures,  
Assumptions and Risks Cambodia Madagascar Mauritania
1.2.1 The degree to which on-going mechanisms are 
in place to implement trade related priorities    
1.2.2 The degree to which LDC governments are able 
to co-ordinate donor support effectively    
1.2.3 The degree to which LDC governments are able 
to mobilize sufficient funds (internally and externally) 
for an identified and prioritized set of activities or 
projects    
2.1 Broadly based economic activities are being 
undertaken    
2.1.1 The degree to which broadly based economic 
activities are increasing    
2.1.2 The degree to which labour-intensive economic 
activities are increasing    
2.2 Business and trade development support services 
are being offered    
2.2.1 The degree to which business and trade 
development support services are increasing    
3.1 LDC governments have the capacity to implement 
trade related priorities    
3.1.1 The degree to which LDC governments have the 
capacity to implement trade-related priorities    
3.2 IF trade related technical assistance trust funds 
support the effective launch of LDC’s IF programmes (LDC view)    
3.2.1 The degree to which IF trust funds are 
strategically targeted to support the successful launch 
of prioritized action plans     
Assumptions    
A.6   LDC policy, leadership and direction support the 
inclusion of trade in national development plans 
and/or PRSPs       
A.7   Donors are willing to align their priorities to the 
LDC stated priorities (LDC point of view)    
A.8   LDCs are able to translate policy prescriptions 
into actionable projects    
A.9   Political expectations for support from civil 
society are realistic    
A. 10   LDC governments choose to promote broadly 
based economic activities involving both labour and capital intensive projects to increase export-based revenues    
A.11   Business and trade support services for urban 
and rural exporters meet the needs of businesses, including exporters    
A.12   Business and trade support services are being 
delivered by public and private service providers    WT/IFSC/6/Rev.2 
Página 184  
 
  
Expected Results , Performance Measures,  
Assumptions and Risks Cambodia Madagascar Mauritania
A.13   Senior LDC leadership and direction in policy 
matters are provided to support trade as a priority    
A.14   LDC governments are committed to enhance 
human resource capacity, as required, to implement 
trade-related priorities    
A.15   LDC governments are committed to ensuring 
that the necessary resources (human and financial) are 
available to implement trade-related priorities    
A.17   All IF participants are fully committed to a 
common set of goals and objectives requiring a results-based approach    
Risk     
R.2   Core agency, donor, and LDC IF related 
objectives conflict, or are not sufficiently harmonized (LDC point of view)    
Expected Results , Performance Measures     
1.1.1 DTISs or needs analyses are completed    
1.1.1.1 The degree to which IF country governments 
have completed their DTIS or needs analyses     
1.1.1.2 The degree to which IF country governments 
have linked their DTIS or needs analyses to national development plans and/or PRSPs     
1.1.2 The country’s trade priorities have been defined 
through broad consultations    
1.1.2.1 The degree to which the relevant government 
Ministries and agencies have participated in the setting of the country’s trade priorities    
1.1.2.2 The degree to which the private sector has 
participated in the setting of the country’s trade 
priorities    
1.1.2.3 The degree to which the academic community 
has participated in the setting of the country’s trade 
priorities    
1.1.2.4 The degree to which workers have participated 
in the setting of the country’s trade priorities    
1.1.2.5 The degree to which other stakeholders have 
participated in the setting of the country’s trade priorities    
1.2.1 LDC governments implement IF     
1.2.1.1 The degree to which LDC governments have 
developed, prioritized, and costed an Action Plan    
1.2.1.2 The degree to which each LDC government 
implements its Action Plan    
1.2.1.3 The degree to which IF country trade priorities 
are mainstreamed within each LDC’s programme and budgetary planning and allocation process     WT/IFSC/6/Rev.2 
 Página 185 
 
 
  
Expected Results , Performance Measures,  
Assumptions and Risks Cambodia Madagascar Mauritania
1.2.1.4 The degree to which each LDC government 
commits the necessary organizational resources to 
carry out the agreed IF priorities within its country    
1.2.1.5 The degree to which donors’ funds responds to 
LDC IF priorities (LDC point of view)    
1.2.1.6 The degree to which lead donors/facilitators 
are playing an effective support role in the 
development and implementation of LDC IF plans    
2.1.1 Identified low income populations are included 
in trade priorities    
2.1.1.1 The degree to which low income populations 
(men and women) benefit from IF trade initiatives    
2.2.1 Mechanisms for including the low income 
populations in business and trade initiatives have been enhanced    
2.2.1.1 The degree to which mechanisms are in place 
to ensure low income popu lations can access business 
and trade initiatives    
3.1.2 Co-ordinating institutional structure (e.g., NSC, 
focal point, etc.) is in place with the necessary 
capacity in terms of human  and financial resources to 
manage and implement the IF    
3.1.2.1 The degree to which country specific human 
resource functions and corresponding skills have been validated    
3.1.2.2 The degree to which country specific 
competency based training is available to stakeholders    
3.3.4 Monitoring and eval uation systems exist that 
review progress and feed back into planning and budgetary processes    
3.3.4.1 The degree to which monitoring and 
performance measures are results based    
Assumptions    
A.21  The senior LDC leadership sustains 
commitment, support and interest    
A.22   The Focal Point is effective, acting as leader, 
co-ordinator, clearinghouse for information and views in the implementation of the IF    
A.23   All LDC stakeholders are actively involved in 
the design, implementation, and monitoring of IF 
activities    
A.24   Local funding is available to support IF 
activities 
(including organizational changes) to which the LDC has committed    WT/IFSC/6/Rev.2 
Página 186  
 
  
Expected Results , Performance Measures,  
Assumptions and Risks Cambodia Madagascar Mauritania
A.25   LDC governments will undertake necessary 
organizational changes to support IF planning and 
implementation activities.    
A.26   Donor country plans for IF countries make 
provision to support priority IF activities, especially 
those included in PRSP's     
Risks    
R.7   Communication with stakeholders is insufficient 
to assure effective buy-in    
R.8   Execution of the projects might be at risk, if 
there is insufficient c ontinuity and succession 
planning at the country level    
R.9   Absorptive capacity within LDCs lags the 
potential implementation pace of IF initiatives    
R.10: DTIS and the associated Action Matrices may 
not fully reflect the considered views of LDC governments and stakeholders and may not provide 
clear prioritization and guidance for further action.     
  WT/IFSC/6/Rev.2
 Página 187 
TABLE F-3 
Checklist for Status Summary, Non-Pilot Countries, 
by Expected Results and Performance Measures, Assumptions and Risks 
 
 
 
 
Expected Results , Performance Measures,  
Assumptions and Risks    Burundi   Djibouti Ethiopia Guinea Lesotho Malawi Mali Nepal   Senegal Yemen 
Sub-Table F-3-A  
Impact  Results (Long-term)            
Expected Results , Performance Measures        
      
1.0   Trade is an important driver of LDC economic 
growth, employment, and poverty reduction           
1.0.1 There is evidence that economic growth, attributable 
to trade, has contributed to poverty reduction            
1.0.2 LDC exports increase           
1.0.3 The trade sector is an integral part of the LDC 
country development plans           
4.0  Low income populations raise their income levels           
2.0.1 There is evidence that low income populations have 
raised their income levels through trade related activities           
3.0  LDCs increasingly participate in international trade           
3.0.1 There is evidence that LDCs are increasingly 
integrated into the international and regional trading systems           
3.0.2 There is evidence that LDCs are becoming, or are 
eligible to become, WTO members           
3.0.3 LDC share of world exports increases           
  Assumptions           
A.2   LDCs will maintain IF as a priority in their national 
development strategy           
A.4   LDC governments are committed to good governance 
and to the creation of an open and stable business environment            
 WT/IFSC/6/Rev.2 
Página 188  
Expected Results , Performance Measures,  
Assumptions and Risks    Burundi   Djibouti Ethiopia Guinea Lesotho Malawi Mali Nepal   Senegal Yemen 
A.5   Low income populations (men and women) are 
targets of trade related activities           
Risks           
R.1   LDC exports are at risk, unless a more supportive 
trade environment is created, and improved market access is achieved           
Sub-Table F-3- B:   
Outcome  Results (Medium-term)            
1.4 LDCs integrate trade within national development 
plans and/or PRSPs           
1.1.1 The degree to which LDC governments have 
integrated trade within national development planning and/or PRSPs           
1.2   LDCs implement trade related priorities           
1.2.1 The degree to which on-going mechanisms are in 
place to implement trade related priorities           
1.2.2 The degree to which LDC governments are able to 
co-ordinate donor support effectively           
1.2.3 The degree to which LDC governments are able to 
mobilize sufficient funds (internally and externally) for an 
identified and prioritized set of activities or projects           
2.1 Broadly based economic activities are being 
undertaken 
           
2.1.1 The degree to which broadly based economic  
activities are increasing            
2.1.2 The degree to which labour-intensive economic 
activities are increasing           
2.2 Business and trade developm ent support services are 
being offered           
2.2.1 The degree to which business and trade development 
support services are increasing           
3.1 LDC governments have the capacity to implement            
  WT/IFSC/6/Rev.2
 Página 189 
Expected Results , Performance Measures,  
Assumptions and Risks    Burundi   Djibouti Ethiopia Guinea Lesotho Malawi Mali Nepal   Senegal Yemen 
trade related priorities 
3.1.1 The degree to which LDC governments have the 
capacity to implement trade-related priorities           
3.2 IF trade related techni cal assistance trust funds 
support the effective launch of LDC’s IF programmes (LDC view)           
3.2.1 The degree to which IF trust funds are strategically 
targeted to support the successful launch of prioritized action plans            
Assumptions            
A.6   LDC policy, leadership and direction support the 
inclusion of trade in national development plans and/or PRSPs              
A.7   Donors are willing to align their priorities to the LDC 
stated priorities  (LDC view)           
A.8   LDCs are able to tran slate policy prescriptions into 
actionable projects           
A.9   Political expectations for support from civil society 
are realistic           
A.10   LDC governments choose to promote broadly based 
economic activities involving both labour and capital 
intensive projects to increase export-based revenues           
A.11   Business and trade support services for urban and 
rural exporters meet the needs of businesses, including exporters           
A.12   Business and trade support services are being 
delivered by public and private service providers            
A.13   Senior LDC leadership and direction in policy 
matters are provided to support trade as a priority           
A.14   LDC governments are committed to enhance human 
resource capacity, as required, to implement trade-related priorities           
A.15   LDC governments are committed to ensuring that            
 WT/IFSC/6/Rev.2 
Página 190  
Expected Results , Performance Measures,  
Assumptions and Risks    Burundi   Djibouti Ethiopia Guinea Lesotho Malawi Mali Nepal   Senegal Yemen 
the necessary resources (human and financial) are available 
to implement trade-related priorities 
A.17   All IF participants are fully committed to a common set of goals and objectives requiring a results-based approach           
Risk            
R.2   Core agency, donor, and LDC IF related objectives 
conflict, or are not sufficiently harmonized (LDC point of view)           
Sub-Table F-3-C:   
 Output  Results (Short-term)            
Expected Results , Performance Measures            
1.1.1 DTISs or needs analyses are completed           
1.1.1.1 The degree to which IF country governments have 
completed their DTIS or needs analyses            
1.1.1.2 The degree to which IF country governments have 
linked their DTIS or needs analyses to national development plans and/or PRSPs            
1.1.2 The country’s trade priorities have been defined 
through broad consultations           
1.1.2.1 The degree to which the relevant government 
Ministries and agencies have participated in the setting of 
the country’s trade priorities           
1.1.2.2 The degree to which the private sector has 
participated in the setting of the country’s trade priorities           
1.1.2.3 The degree to which the academic community has 
participated in the setting of the country’s trade priorities           
1.1.2.4 The degree to which workers have participated in 
the setting of the country’s trade priorities           
1.1.2.5 The degree to which other stakeholders have 
participated in the setting of the country’s trade priorities           
1.2.1 LDC governments implement IF            
1.2.1.1 The degree to which LDC governments have 
developed, prioritized, and costed an Action Plan            
  WT/IFSC/6/Rev.2
 Página 191 
Expected Results , Performance Measures,  
Assumptions and Risks    Burundi   Djibouti Ethiopia Guinea Lesotho Malawi Mali Nepal   Senegal Yemen 
1.2.1.2 The degree to which each LDC government 
implements its Action Plan           
1.2.1.3 The degree to which IF country trade priorities are 
mainstreamed within each LDC’s programme and budgetary planning and allocation process           
1.2.1.4 The degree to which each LDC government 
commits the necessary organizational resources to carry out the agreed IF priorities within its country           
1.2.1.5 The degree to which donors’ funds responds to 
LDC IF priorities (LDC point of view)           
1.2.1.6 The degree to which lead donors/facilitators are 
playing an effective support role in the development and 
implementation of LDC IF plans           
2.1.1 Identified low income populations are included in 
trade priorities           
2.1.1.1 The degree to which low income populations (men 
and women) benefit from IF trade initiatives           
2.2.1 Mechanisms for including the low income 
populations in business and trade initiatives have been enhanced           
2.2.1.1 The degree to which mechanisms are in place to 
ensure low income populati ons can access business and 
trade initiatives           
3.1.2 Coordinating institutional structure (e.g., NSC, focal 
point, etc.) is in place with the necessary capacity in terms of human and financial resources to manage and 
implement the IF           
3.1.2.1 The degree to which country specific human 
resource functions and corresponding skills have been validated           
3.1.2.2 The degree to which country specific competency 
based training is available to stakeholders           
3.3.4 Monitoring and evaluation systems exist that review 
progress and feed back into planning and budgetary            
 WT/IFSC/6/Rev.2 
Página 192  
Expected Results , Performance Measures,  
Assumptions and Risks    Burundi   Djibouti Ethiopia Guinea Lesotho Malawi Mali Nepal   Senegal Yemen 
processes 
3.3.4.1 The degree to which monitoring and performance 
measures are results based           
Assumptions           
A.21   The senior LDC leadership sustains commitment, 
support and interest           
A.22   The Focal Point is effective, acting as leader, co-
ordinator, clearinghouse for information and views in the implementation of the IF           
A.23   All LDC stakeholders are actively involved in the 
design, implementation, and monitoring of IF activities           
A.24   Local funding is available to support IF activities 
(including organizational changes) to which the LDC has committed           
A.25  LDC governments will undertake necessary 
organizational changes to support IF planning and implementation activities           
A.26   Donor country plans for IF countries make 
provision to support priority IF activities, especially those 
included in PRSP's           
Risks           
R.7   Communication with stakeholders is insufficient to 
assure effective buy-in           
R.8   Execution of the projects might be at risk, if there is 
insufficient continuity and succession planning at the 
country level           
R.9   Absorptive capacity within LDCs lags the potential 
implementation pace of IF initiatives           
R.10: DTIS and the associated Action Matrices may not 
fully reflect the considered views of LDC governments and stakeholders and may not provi de clear prioritization and 
guidance for further action            WT/IFSC/6/Rev.2 
 Página 193 
 
 
 Annex G 
Coherent Trade-Related Technical Assistance Approach: Technical Background 
 
This Annex provides technical background for section 3.4.1 “A Coherent TRTA Approach” , which 
includes: 
 
• Main features of the DACUM Method  
• Planning DACUM Functional analysis 
• Prior Learning Assessment 
• Planning an Orientation Progra mme for IF-related Managers 
• The Action Learning Approach  
• Personal Competencies  
 
Main features of the DACUM Method   
DACUM is a total system for organizing, deliverin g instruction and managing the learning process. It 
has been developed in Canada in the late sixties a nd is now being used extensively in the education as 
well as in the business and industry sectors in several countries on all continents.
31 Features of a 
DACUM functional analysis: 
 
• it essentially relies on the involvement and input provided by a group of individuals who are 
actual practitioners  of the occupation or function being analysed;  
• it is "consensus-based ", i.e. each competency statement is the reflection of a consensus 
reached by the committee, and ...          
• competency-based, meaning that each generated st atement must be application oriented and 
phrased in such a way that it will be measurable and/or  observable.  
 The competency-based DACUM  approach is highly usef ul in the IF context, when local consultants 
aspire to participating in available IF related consulting. Since DACUM is capable of identifying sub-
occupational  or sub-professional  skills, it is of critical importan ce when assessing the availability of 
qualified resources anywhere, and particul arly in LDCs. The reason is that occupational  or 
professional  qualifications tend to be gl obal and comprehensive, while sub-occupational  and sub-
professional  skills tend to be segmented and modular. Ce rtain locally available consultants may be 
excluded, if the criteria of the selection pro cess call for full-blown occupational or professional 
qualifications, whereas they might be included, if the criteria call for segmented or modular skills.    
  
 
                                                     
 
31  http://www.capra.net/publications/o ccasional/OccasionalPaper4Dacum.pdf . Capra International Inc., 
in collaboration with the Canadian Vocational Association, has used this method to train Facilitators and 
Trainers of Facilitators for Brazil’s National Industrial  Training Service (SENAI) and the Ministry of Labour 
and Employment, in support of Brazil’s new occupational classification to define the skill competencies of about 300 occupational families.  
 WT/IFSC/6/Rev.2 
Página 194  
 
 Planning a DACUM Functional Analysis 
 
If the DACUM method should be selected for the purpose of undertaking an IF  functional analysis, it 
would entail: (1) organizing two workshops, of th ree to five days’ duration each, (a) to identify 
consulting research functions , and (b) to identify IF-related management functions , inviting 8-10 
practicing  functional specialists for each group and appointing an experienced DACUM Facilitator 
for each group; (2) validating the functional profil es that result from the workshop in a convenient 
manner, which might include electronic polling; (3) soliciting IFWG approval of the validated profiles; and (4) publishing the approved profiles fo r use in consultant recruitment and in IF-related 
management orientation programmes. 
 
Prior Learning Assessment (PLA) 
 
PLA is a system whereby individuals can use knowle dge and skills learned outside formal academic 
or training programmes — including on-the-job-experience, volunteer work, hobbies, or self study — 
to gain exemption for particular courses or for other qualification requirements. Such a method could 
be used to assess  - on the basis of the functional an alyses described  in the preceding paragraph - the 
level of competence of entry-level local candidates for consulting assignments.  
Planning an Orientation Programme 
Planning an Orientation Programme would involve: 
 
1. design a modular curriculum, based on the technical and personal competency profile described in C2.1 for use in a va riety of instructional environments, which could include traditional 
seminars ands short-courses, corr esponding courses, or internet-based study, all expected to require 
only a few days of effort;  
2. based on the competency profile, assess potential IF managers to determine the extent to 
which they already possess the required IF-related compet ency level, also using, if desired, the Prior 
Learning Assessment process;  3. certify persons who are already able to de monstrate the required level of competency;  
4. enrol potential IF managers who demonstrat e IF-related knowledge and ability gaps, allowing 
them to select the preferred instructional method;  
5. certify their competency upon successful completion of the instructional process; and  
6. appoint them to the IF-related function on ce competency has been  demonstrated. This 
individual learning approach, can, upon its completi on, be enhanced through group learning, say at 
the level of the National Steering Committee , by employing such approaches as Action Learning , 
which focuses on learning by doing. 
 
Action Learning 
 
Action learning is both a process and a powerful pr ogramme that involves a small group of people 
(for instance, an NSC) solving real problems wh ile at the same time focusing on what they are 
learning and how their learning can benefit each gr oup member and the organization as a whole. The 
components of an Action Learning  programme are: 
 
• A Problem - Action Learning is built around a problem (project, challenge, issue, or task), the 
resolution of which is of high importance to an individual, team, and / or organization. 
• The Group - The core entity in action learning is the Action Learning Group . The group is 
usually composed of four to eight individuals  who examine an organizational problem that 
has no easily identifiable solution.   WT/IFSC/6/Rev.2 
 Página 195 
 
 
 • The Questioning and Reflection Process - Action Learning tackles problems through a 
process that involves first asking questions, to clarify the exact nature of the problem, and 
then reflecting and identifying possible solutions before taking actions. 
• The Resolution to Take Action - For Action Learning advocates, there is no real learning 
unless action is taken, for one is never sure the idea or plan will be effective until it has been 
implemented. 
• The Commitment to Learning  - In action learning, the learning is as important as the action. 
Action Learning places equal emphasis on accomplishing the task and on the learning / development of individuals and organizations. 
• The Facilitator  - The facilitator is very important in helping participants reflect both on what 
they are learning and how they are solving problems.32 (Marquardt 1999) 
Action learning has the capability of being applied to important needs facing organizations today, 
such as: 
• Problem Solving - Action Learning programmes are notorious in their ability to find solutions 
to organizational problems   
• Organizational Learning - Action Learning teams serve as  model and an impetus for 
individual, group and organization-wide learning   
• Leadership Development - Action learning has become the premier way for training future 
and current managers in organi zations throughout the world beca use it prepares and develops 
leaders to deal with real problems   
• Team Building - Action learning helps develop strong te ams and build skills for individuals to 
work effectively in future teams  
• Professional Growth and Career Development - High levels of self-awareness, self- development, 
and continuous learning are gained via action learning. (1)  
 
Personal Competencies 
 
It is being widely recognized that workplace-orie nted human resource development must focus not 
only on professional, technical and clerical skills, but also on personal skills. Personal skills can be 
classified in the following four broad categories: (a) managing self, (b) communicating, (c) managing people and tasks, and (d) mobilizing innovation and change.
33 
 
__________ 
 
  
                                                     
 
32 Michael J. Marquardt . Action Learning in Action. Transforming Problems and People for World-
Class Organizational Learning. Davies Black Publishing, 1999 
33 The concepts are described in: Fredrick T.  Evers, James C. Rush and Iris Berdrow. The Bases of 
Competence: Skills for Lifelong Learning and Productivity . San Francisco: Jossey-Bass Publishers, 1998, 273 
pp.