Technical Assistance for the execution of the “Sugar” Programme in Ivory Coast

In May 2013 AFC was awarded a new contract funded by the European Union to support the implementation of the “Sugar” Programme in the Ivory Coast. Since the 1970s, Sugarcane has played an important role in agricultural production and export in the Ivory Coast. The industry has since undergone some major changes with privatisation of production and processing units in the 1990s. Production was particularly affected during the socio-political crisis of 2002-2007, as the 4 major processing complexes are located in the north of the country, an area which was not under the control of the government. 

Since the return of political stability, the government launched in March 2007 a strategy for the revival of the sugar sector in Ivory Coast which is articulated around three major axes:

• Improvement of the sugar industry’s productivity and environmental management;
• Support to village producers and the populations surrounding the major processing complexes;
• Improvement of the macroeconomic climate and strengthening of the institutional framework of the sugar sector.

Ultimately the aim of this strategy is for the Ivory Coast to become completely self-sufficient in its own sugar production and to also supply the markets of the sub-region. In charge of implementing this strategy is the “Cellule d’Appui au Programme Sucre” (Support cell to the Sugar Programme- CAPS). AFC has been contracted to support the CAPS over the next three years in the implementation of the national sugar programme.

AFC will technically support the CAPS through the following 4 axes:

• Consolidation of the institutional framework;
• Assist in the programming of the actions;
• Assist in the operational management of the Technical and Financial Sugar Support Programmes;
• Ensure the financial monitoring and accountancy of the Sugar Support Programmes.

This will be achieved through, on the one hand working jointly with the CAPS and other institutions involved with regards to the sectorial negotiations, programing and organisation and financial monitoring, and on the other hand through direct actions to strengthen their capacities such as training  on administrative procedures, financial monitoring and the establishment of manuals and guides.