Costed Action Plan for SADC Industrialization Strategy and Roadmap 7. Cross-cutting issues Cross-cutting issues such as gender, financing, infrastructure, constituency-building for industrialization and environment (including blue and green economy, climate change and variability and waste management) are crucial elements for widening the scope and benefits of industrialization and regional integration. These are addressed either separately or within other areas of intervention and action. 8. Functional Responsibilities Actions identified in the Plan are clearly demarcated as national or regional, and in some cases, a distinction is made between public and private sector responsibilities. Value chain implementation for instance is not a regional responsibility, cross-cutting measures to facilitate their development are a function that SADC Secretariat should coordinate and where appropriate implement. 9. Communication and Outreach The communication strategy is geared towards educating, sensitizing and informing the industrialization stakeholders on the Industrialization Strategy thrust and initiatives. It is also intended to ensure systematic and continuous flow of information and feedbacks with a view to re-informing the Strategy and deepening its interventions. The proposed Industrial Statistics Unit and Observatory in the Industrial Development Directorate to be created will back up such efforts. 10. Monitoring, Evaluation and Risk Management Strong governance, monitoring, evaluation, and risk management mechanisms are central for smooth implementation and, indeed, insulation of the Action Plan from negative externalities. It also permits the exploitation of the ample opportunities and coping with increasing competitiveness challenges arising from changes in the international economy. Working with all development agents in strategic partnerships will not only help create more opportunities and skilled jobs, but also establish joint and enlightened accountability in industrial development to cope with and manage enterprises in the evolving fast-paced transformations in world trade and industry. The results-based framework, organizing all the related interfaces, would thus need to be responsive to these peculiarities. A main attribute of such framework should be its internal consistency and peculiarity of the actions and interventions. It should contain standards against which interventions and actual outcomes can be achieved and compared. 74