NEPAD INFRASTRUCTURE DEVELOPMENT

Transcription

1 NEPAD INFRASTRUCTURE DEVELOPMENT Conference of Regional Economic Communities (RECs) Chief Executive Officers on NEPAD Abuja, Nigeria, October 29-30, 2003 Proceedings of the Conference

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3 PREFACE 1. The New Partnership for Africa s Development (NEPAD) is Africa s chosen development framework founded on a pledge by African leaders, based on a common vision and a shared conviction that they have a pressing duty to eradicate poverty and to place their countries, both individually and collectively, on a path of sustainable growth and development. Consequently, the primary ownership, design and implementation of the NEPAD program of action are the responsibility of the individual African countries. However, it is very difficult, almost impractical, for any central management structure to effectively and efficiently coordinate and follow up actions of individual countries. Therefore, the Regional Economic Communities (RECs), which bring together a relatively limited number of countries, have been acknowledged as most suitable links between the African Union (AU)/NEPAD leadership and the African countries. The RECs are able to follow up more closely the actions of their respective member countries as well as to provide guidance and coordination that may lead to fast tracking of development. Indeed, this is why the RECs have been referred to as building blocks of the African Union, without which Africa s envisaged building (economic growth and poverty eradication) cannot be successfully constructed. 2. Based on the understanding of the central role of the RECs, the African Development Bank (AfDB) has worked through the RECs to coordinate the development and implementation of a NEPAD Short-Term Action Plan (STAP) on infrastructure, as mandated by the African Heads of State, through the NEPAD Heads of State and Government Implementation Committee (HSGIC). 3. The 2003 review of the progress of implementation of STAP revealed that there are some constraints that inhibit the RECs to fulfill their coordination and leadership role, namely, lack of clarity as to what NEPAD really is; lack of clarity as to what is expected of the RECs and the countries; lack of definition regarding linkages between Countries and RECs; overlapping of REC responsibilities; failure by RECs to keep abreast of NEPAD-type programmes that they are not directly involved in; lack of alignment of REC programmes and NEPAD priorities; and lack of financial and technical capacity in the RECs. 4. Among the practical suggestions made to address these constraints was to hold a seminar which would allow the leadership of the RECs, the NEPAD Secretariat and the key members of the NEPAD Steering Committee to discuss the issues raised in the review, particularly with respect to roles and responsibilities; alignment of NEPAD and REC programmes; financial and human resource constraints faced by the RECs; and options for solving resource problems. 5. The principal objectives and outputs of the seminar are: Agreement on a strategy and actions to be taken to ensure ownership of the NEPAD programme by RECs and respective member countries; Clarification of the roles of key stakeholders; Agreement on strategies to develop appropriate 1

4 structures and capacity to enable the RECs to fulfill their roles; and Agreement on a coordinated approach to mobilize Technical Assistance to develop capacities of RECs. 6. Five themes were discussed at the seminar, namely Role of RECs; Role of Key Partners; Promoting ownership of NEPAD in RECs (and respective member countries); Structuring and capacity of RECs to fulfill their roles; and Intra and Inter-REC coordination. 7. We are grateful to the African Development Bank for initiating, co-ordinating and financing the conference and to the RECs, African specialised institutions, and international development partners for their cooperation and assistance in providing necessary information and facilitating the work culminating to the short-term action plan as well as for their active participation in the conference. Prof. Wiseman Nkluku Chairman, NEPAD Steering Committee 2

5 JOINT COMMUNIQUE OF THE CHIEF EXECUTIVE OFFICERS OF REGIONAL ECONOMIC COMMUNITIES AND THE NEPAD SECRETARIAT October, Abuja, Nigeria 1. At the invitation of Chief Olusegun Obasanjo, President of the Federal Republic of Nigeria and Chairman of the Heads of State and Government Implementation Committee (HSGIC) of the New Partnership for Africa s Development (NEPAD), the Chief Executive Officers of the Africa Regional Economic Communities (RECs) and the NEPAD Secretariat met on October 2003, in Abuja, Nigeria. The meeting was hosted by the Secretariat of the Economic Community of Western African States (ECOWAS) and sponsored by the African Development Bank (AfDB). 2. The Chief Executive Officers or their representatives from CEN-SAD, CEMAC, COMESA, EAC, ECCAS, ECOWAS, IOC, SADC and UEMOA attended the meeting. The RECs and NEPAD partner institutions comprising the regional and international development or investment banks or institutions (AfDB, EBID, DBSA and World Bank), ABR, ATU, CSIR, Commonwealth Secretariat, EU, FAO, IMO, NEPAD Business Group, NEPAD Nigeria and UNECA also participated at the meeting. 3. His Excellency, President Olusegun Obasanjo guided the deliberations of the meeting by his keynote address and interaction with the dignitaries in a closed-door session. The Chairman of the African Union (AU) Commission, His Excellency Alfa Oumar Konare also made a speech, which provided key complementary guidance to the deliberations of the meeting. He reiterated that the Abuja Treaty provides the basis for regional integration and identifies the RECs as critical stakeholders for economic integration. He also drew the attention of the meeting to the need for member countries to decide to which one regional grouping they would like to belong to, for purposes of African Regional Integration, in accordance with the Treaty. 4. Based on the guidance, the presentations made on theme topics and the subsequent deliberations, the meeting reached agreements and made undertakings as follows: General Understanding of NEPAD 5. The meeting acknowledged that NEPAD represents an expression of the will and determination of the African (AU) leadership to steer Africa to higher levels of sustainable development and, therefore, rid itself of poverty and marginalization from the global economy and body politic. The meeting reaffirmed the understanding that NEPAD is a new engine of Africa s socioeconomic renewal program which is underpinned by the energizing and revitalization of development institutions through the adoption of policies and strategies, which will enable accelerating implementation of development initiatives and sustain economic growth over time. 3

6 6. The meeting noted that the international community has accepted the NEPAD framework as a basis for cooperation and socio-economic development of Africa. The meeting, therefore, joined the broad African and international community in acknowledging that NEPAD is Africa s best hope for a brighter future. Consequently, the meeting accepted the challenge by the Chairman of the HSGIC, President Obasanjo, for the RECs to be part of the process of taking Africa s destiny in her own hands and to chart a way forward that will ensure that this hope is realized. 7. The meeting re-affirmed that NEPAD is the socio-economic program of the AU. The meeting recognized the role of RECs as pillars and building blocks for continental integration and acknowledged that overall coordination and harmonization at the continental level should be under the AU Commission and that the work on the Protocol on Relations between the AU and the RECS should be accelerated to this end. The meeting also endorsed the view of the Chairman of the HSGIC that NEPAD is the development framework for Africa and is widely considered to be an engine of socio-economic growth. He also underscored the need to consider some major roles expected from the REC s and other stakeholders in the area of designing, developing and facilitating implementation of these projects and programmes at country levels. Promoting NEPAD Ownership 8. The Chief Executive Officers of the RECs made a commitment to take steps to promote the ownership of NEPAD in their respective organizations and Member countries by: Placing the review of implementation of the NEPAD programmes and projects developed under the framework as a standing agenda item of the meetings of the RECs Summits and other various key committees or institutions. Establishing a NEPAD focal point for advocacy, liaison and coordination with member country agencies and stakeholders. Promoting the establishment of similar NEPAD focal points or desks in the member countries. However it was recognized that this would require adequate financial and manpower resources. 9. The meeting supported the call by the Chairperson of the HSGIC and the Chair of the AU Commission to the RECs to take the programs adopted under the NEPAD Framework as their own. The CEOs of the RECs, therefore, undertook to work towards ensuring that their respective REC s overall and sectoral development strategies and programs are consistent with those of NEPAD. They further recognized that the implementation of these programmes require capacity and resources. 4

7 Role of the RECs 10. The meeting observed that, in line with the Constitutive Act of the African Union, the RECs are essential building blocks for the integration and economic development of Africa. Therefore, the RECs have a pivotal responsibility to mobilize and oversee translation of the NEPAD objectives, goals and strategies into practical, implementable programs, projects and activities at sub-regional and member state level. The specific responsibilities in this regard include: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) Establishing capacity building requirements and mobilizing assistance to develop necessary own capacity and reposition the RECs to fulfill their functions in coordinating and monitoring implementation of the programmes adopted under the NEPAD Framework for sustaining growth. Establishing capacity to integrate regional programs with Programs adopted under the NEPAD Framework. Facilitating mainstreaming of NEPAD principles and priorities into the national development frameworks. Taking a leadership role in enabling countries to adopt common or harmonized policies and priorities, regulatory frameworks and standards, and to implement regional programs and projects located within their countries or at bilateral level. Making use of the window of opportunity generated by NEPAD for more beneficial engagement with development partners and managing relationships with them, through greater awareness of their interests and the design of programs or projects that will attract and motivate their participation. Creating special funds for regional integration and for strengthening capacity for analysis of issues, program and project implementation. Streamlining mechanisms on how to cooperate and establish synergetic working modalities with other sub-regional organizations. Engaging the private sector and civil society more intensely to secure their participation and investment in the regional programs and programs adopted under the NEPAD Framework. Engaging knowledge institutions such as universities and research institutions to enhance their technical and analytical capacity. Approaching the NEPAD Secretariat and the HSGIC through their regional representatives for assistance in resolving constraints to economic development. 5

8 (xi) Coordination and harmonizing of NEPAD/REC programs and promoting their complimentarity, as well as the monitoring and evaluation of their implementation by member states. (xii) (xiii) Establishing effective systems to harmonize, coordinate, ensure complementarity, monitor and evaluate implementation of NEPAD/REC programs by member countries and designated implementation agencies, and advise the REC leadership accordingly. Exchanging and sharing information between NEPAD Secretariat and RECS on the implementation of the programs adopted under the NEPAD Framework. Role of the NEPAD Secretariat 11. The meeting acknowledged that the NEPAD Secretariat has a critical role in energizing and supporting planning and implementation of the programs adopted under the NEPAD Framework. The meeting noted and expressed expectation for the Secretariat to deliver on the following main responsibilities: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) Coordinating preparation of implementation of better focused programs and time bound action plans for identified priority areas. Coordinating programs and projects which cut across several RECs or sub-regions. Invoking the capacity of HSGIC to deal with political impediments to program implementation. Bringing high priority programs and projects to the attention of development institutions and international development partners. Mobilizing additional resources from the development partners and the private sector. Assessing progress and report to the HSGIC and AU Commission on the implementation of programs adopted under the NEPAD Framework. Managing the inter-recs coordination and sharing of information, experience and good practices, by organizing regular coordinating meetings and developing and disseminating information toolkits for advocacy of programs adopted under the NEPAD Framework, successes or emerging good practice. Building networks and facilitating exchange of information and experience between NEPAD Secretariat and the National and REC focal points. 6

9 Strengthening the Capacity of RECs and NEPAD Secretariat 12. The meeting agreed that the speed of implementation of programs adopted under the NEPAD Framework should be accelerated and that this is hampered by the limited capacity of the principle coordinating and/or implementing institutions particularly the NEPAD Secretariat, the RECs and national Governments. The meeting, therefore, urged the institutions concerned to develop clear and well elaborated capacity building programs. On the basis of such elaborated needs, the Secretariat and the HSGIC should then lead the mobilization of resources for capacity building. Regional Integration Issues 13. The meeting noted the statement of the Chairman of the African Union Commission on the provisions of the Abuja Treaty on the integration of the Continent. The meeting agreed that the CEOs of the RECs would attend the meeting called by the AU Commission Chairman, to be held in Addis Ababa November 2003, to deliberate, among others, on the implementation of these provisions. Role of the Private Sector 14. The meeting acknowledged the importance of the African Private Sector and corporate friends of Africa and recognized that they have a critical role in the implementation of the programs under the NEPAD Framework and called upon NEPAD, RECs and National Governments to draw upon their capital, technical and human resources. Role of Partners 15. The meeting acknowledged the support of the development partners in the implementation of programs under the NEPAD Framework and urged them to continue to do so. Way Forward 16. The meeting decided that this seminar should be a launching of future regular meetings of the CEOs of RECs to facilitate coordination and exchange of information on implementation of programs adopted under the NEPAD Framework. 17. The RECs and the NEPAD Secretariat shall implement the agreements and undertakings made at this seminar. In this regard appropriate reports on action taken shall be produced by the parties concerned for dissemination to appropriate stakeholders. Such progress reports will be reviewed at the RECs CEOs regular meetings as referred to in paragraph16 above. 18. The meeting endorsed the TOR for the preparation of the Medium to Long Term Strategic Framework (MLTSF) and the RECs shall participate fully in its 7

10 preparation. It was agreed that any further comments should be submitted to AfDB by end of November Appreciation 19. The meeting expressed its profound appreciation to President Olusegun Obasanjo, the people of Nigeria and the ECOWAS Secretariat for their hospitality and excellent facilities put to the disposal of delegates, which ensured the success of the meeting. The meeting also expressed its gratitude to the AU Commission Chairperson for his guidance, and the AfDB for providing support in the financing and organization of the meeting. Done at Abuja, this 30th Day of October

11 SEMINAR OF REGIONAL ECONOMIC COMMUNITIES CHIEF EXECUTIVE OFFICERS ON NEPAD Speech on Seminar Objectives By Prof. Wiseman Nkuhlu Chairperson: The NEPAD Steering Committee Your Excellencies, Your Excellency, President Olusegun Obasanjo, Chairman of NEPAD Heads of States and Government Implementation Committee. His Exellency, Mr.Alfa Oumar Konare Chairperson of the African Union Commission; Chief Executive Officers of the Regional Economic Communities Honourable Ministers and Government Officials Represented Honourable members of Parliaments and Law makers in Africa Chief Executive Officers of Development Banks in Africa Captains of Businesses in Africa Members of the Diplomatic Corpse Distinguished Guests Ladies and Gentlemen AS we are already aware, the New Partnership for Africa s Development (NEPAD) is Africa s chosen development framework founded on a pledge by African leaders, to rid our continent of extreme poverty and set ourselves on the path of sustainable growth and development. I must therefore thank you, on behalf of the NEPAD Secretariat and the NEPAD Steering Committee, for having taken time out of your busy schedules to attend this meeting. I thank the Peoples President, Olusegun Obasanjo as Chairman of the NEPAD Heads of States and Governments Implementation Committee, for his magnanimity to host this very strategic seminar. I must also thank the Chief Executives of our Regional Economic Communities for kindly accepting our invitation to seeking avenues for effective leadership for the development for our continent. My thanks also goes especially to the President of the African Development Bank and his group for all their general technical support in NEPAD projects and programmes and also for their financial commitment towards making this seminar a reality. Captains of other development banks and businesses in Africa deserve some thanks as they are all key stakeholders in the implementation of the NEPAD initiative. I thank you all for your presence and I am confident that you are all ready towards taking good decisions that will change the tide of socioeconomic events in our continent, our sub-regions, our countries and our people. 9

12 The NEPAD s core emphasis is on participation, ownership, accountability and responsibility by both the Regional Economic Communities and individual African countries for their own development. To ensure effective and efficient management and coordination of individual countries, it is necessary for the Regional Economic Communities, which bring together neighbouring countries and who have been acknowledged as most suitable linkages between the African Union, NEPAD leadership and the African countries, to form the basal link in implementation of the NEPAD Framework. Naturally, as the building blocks of the NEPAD initiative, regional economic groupings are better able to follow up on actions of their respective member countries as well as provide guidance and coordination that may lead to fast tracking development initiatives envisaged in NEPAD. As the NEPAD Secretariat proceeds towards implementation of programmes, several constraints have been noted to inhibit the RECs in fulfilling their expected roles. Your Excellencies, Ladies and Gentlemen, it is by no mistake or favoured judgement that the second day of this seminar is aimed at crystallizing some core areas that will enhance smooth delivery on the NEPAD priority sectors. It is on the understanding of the central role of the RECs that the African Development Bank, a core partner of the NEPAD Infrastructure Initiative, has been closely involved with the RECs in coordinating the development and implementation of a NEPAD Short- Term Action Plan on Infrastructure. In doing so, the common challenges of subregional management and co-ordination are being experienced first hand. It is for this reason, your Excellencies, that the NEPAD Secretariat is taking the NEPAD initiative closer to the people through the REC s and country-level structures aimed at clarifying some constraints expected in this implementation phase of the NEPAD projects and programmes. Therefore, as a recommendation by the NEPAD Steering Committee and HSGIC, this seminar was called to provide an entry point for elucidating the roles and responsibilities of RECs towards NEPAD and their stakeholders; aligning NEPAD and REC programmes; addressing financial and human resource constraints faced by the RECs; and identifying possible options for easing limitations. By these two days, our gathering hopes to: Agree on strategies and actions to be taken to ensure ownership of the NEPAD programme by RECs and respective member countries; Have better clarity on roles of the key stakeholders; Agree on strategies to develop appropriate structures and capacity to enable the RECs fulfil their roles; and Agree on a coordinated approach to mobilize Technical Assistance to develop capacities of RECs. With these brief words, his Excellencies, we hope that this seminar will establish some institutional working relationship between the NEPAD Secretariat and the Regional Economic Communities towards better harmonisation and co-ordination of our continent s development objectives. Thank you for your attention. 10

13 Professor Wiseman Nkuhlu The Chairperson:NEPAD Steering Committee. 11

14 SEMINAR OF REGIONAL ECONOMIC COMMUNITIES (RECs) CHIEF EXECUTIVE OFFICERS ON NEPAD ABUJA, NIGERIA; OCTOBER 29-30, 2003 STATEMENT BY AFRICAN DEVELOPMENT BANK MR. THEODORE NDODO, VICE PRESIDENT, OPERATIONS Your Excellency President Olusegun Obasanjo, Chairperson of NEPAD HSGIC Your Excellency Alfa Oumar Konare, Chairperson of the AU Commission Professor Wiseman Nkuhlu, NEPAD Secretariat Chief Executive Officers of the Regional Economic Communities Distinguished delegates and invited guests Ladies and gentlemen On behalf of the African Development Bank, I would like to first of all express the Bank s and my own gratitude especially to you Mr. President for having made time to come and grace this seminar with your presence and very elaborate and, as usual, eloquent, guidance and, indeed, challenge to the Chief Executive Officers of the Regional Economic Communities and all those involved in driving and coordinating this critical African initiative, the NEPAD initiative and programmes. We in the Bank are also very delighted that this seminar is actually happening. From our experience gained so far, as a designated lead technical agency for assisting with the development and implementation of two major components of NEPAD: infrastructure and finance sectors, we have realized that it is imperative that such a seminar should be held in order for the critical players in the coordination and championing the developing and implementation the NEPAD programmes to exchange views and experience and jointly chart a practical path to successful achievement of the very noble NEPAD vision, goals and objectives for Africa. In conforming with the strongly expressed pronouncement that NEPAD is an African initiative, by and for Africans, the Bank has gone about implementing the mandates given to us on the infrastructure and finance sectors, by closely engaging and working with and through the critical building blocks in each sector. For infrastructure, we have closely engaged the Regional Economic Communities and specialized technical institutions. For the finance sector our principal partners have been the Central or Reserve Banks and UNECA. In all this, the RECs, as acknowledged building blocks of AU, are the critical links with the respective member countries, which are the basic units for ownership, development and implementation of NEPAD agenda and programmes. Through this engagement we believe we have managed to jointly craft as closely as possible truly African sectoral programmes and implementing modalities. However, the relationship we have had with RECs and the other partners has revealed that there are many issues and challenges that we face to ensure that we achieve the NEPAD objectives. In the review of implementation of the short-term action plan (STAP) for infrastructure development, which was carried out in May 2003 with consultation of RECs, the main issues and challenges identified include: 12

15 (i) (ii) (iii) (iv) (v) Engendering ownership and ensuring that the NEPAD programmes are not seen and treated as additional or external but as the foundation and part and parcel of the RECs and national programmes; Clarification of the role of NEPAD with regards to political support and access to funding; Elaboration and understanding of roles and responsibilities of various players, including the RECs and others; The need to strengthen the capacity of the RECs to coordinate and motivate development and implementation of NEPAD programmes by their respective member countries and designated implementing agencies; the need to sharpen the focus of NEPAD program and prioritize projects/initiatives; and (vi) The need to establish a monitoring system for project/program implementation. Suggestions have been made on how these issues might be addressed. However, the best expertise for determining the best course of action to address these issues is with the RECs themselves. The RECs Chief Executives and their immediate support staff, who are also present here at this seminar, struggle with these challenges on a daily basis. I am also informed that many of you have had many partners and experts advise you on these issues. You are, therefore, the best resource Africa can get we to address these issues. This seminar provides that critical opportunity to share your very valuable experiences and knowledge and formulate a practical and best approach to meeting these challenges. In addition to getting solutions to the identified challenges, the seminar is also going to look specifically into how we are going to develop a medium to long-term strategic framework for developing Africa s infrastructure, which is critical for its competitiveness in the global market. The outcome of discussions in this matter will provide us a firmer basis on how best the Bank can assist in this endeavour. The African Development Bank is, therefore, looking forward to a very exciting and most beneficial outcome of the deliberations ahead in this seminar and the workshop tomorrow. I thank you. 13

16 PRESENTATION BY THE CHAIRPERSON OF THE NEPAD STEERING COMMITTEE, PROFESSOR W NKUHLU, TO THE SEMINAR OF REGIONAL ECONOMIC COMMUNITIES CHIEF EXECUTIVE OFFICERS ON NEPAD ABUJA, NIGERIA ON 29 OCTOBER 2003 THE ROLE OF THE NEPAD SECRETARIAT AND THE REGIONAL ECONOMIC COMMUNITIES, PARTICULARLY IN THE CONTEXT OF INFRASTRUCTURE NEPAD is a programme of the African Union. The NEPAD process is designed to energise, support, coordinate and facilitate processes and mobilize additional resources for development. The African Union provides leadership on continental policy-making, monitoring and advocacy. The RECs act as promoters of integration at the sub-regional level. 1. Primary Objectives of NEPAD: - Acceleration of socio-economic development of the African continent. - Addressing poverty eradication. - Enable the continent to do things differently through: - Strengthening of political leadership of socio-economic development. - Energising and revitalization of development institutions, national governments, RECs and African development finance institutions. 2. The Role of the NEPAD Steering Committee and Secretariat: - Coordinate the preparation of implementation plans in each of the priority areas with the participation of key stakeholders. - On infrastructure, prepare a Short Term Action Plan for implementation. - The African Development Bank coordinated the preparation of the STAP and projects came from the Secretariats of the RECs. - The NEPAD Secretariat role in implementation is first to bring factors that require intervention to the attention of the political leaders. - Secondly, the NEPAD Steering Committee and Secretariat have to bring the STAP to the attention of development partners. - Engage relevant stakeholders to resolve factors that impede development and implementation of projects. - Mobilise additional resources from the international community, development partners and the private sector. - Take a more proactive role in mobilising resources for the implementation of the 20 Flagship Projects. - Identify capacity constraints that impede the implementation of the projects and work with national governments and RECs to mobilize support to build capacity. - Take leadership in the case of the continental projects or projects covering a number of RECs. - Assess progress and report regularly to the HSGIC. - Coordinate the preparation of the medium and long-term infrastructure development plan. 14

17 3. Role of the Secretariats of the RECs: - Establish a NEPAD focal point in the Secretariat and capacity to guide, promote and coordinate implementation. - Promote the integration of NEPAD priorities, programmes and projects in their own plans. - Monitor progress of all trans-boundary projects. - Take leadership in major integration projects that include a number of countries or all countries in the sub-region and that require regulatory frameworks, master plans, harmonization of standards and policies, and facilitation of cross-border transformation in transport (railways and roads), ICT, energy etc. - Obtain information as well as engage development partners on regional development projects. - Mobilise regional ownership of the projects. - Conduct regular assessments and reports on progress. - Engage the support of the NEPAD Secretariat to resolve political constraints to project implementation and in accessing resources pledged by partners. - Give attention to the preparation of the medium and long-term infrastructure development plan. 4. What has been achieved? - Some RECs have made progress with the incorporation of NEPAD priorities and programmes in their sub-regional plans. - Some are making progress with the establishment of NEPAD focal points and capacity building to be able to fulfill their development facilitation role. - Through NEPAD, greater interest in Africa s development has been generated. - ADB, DBSA, World Bank, EU Commission and other development partners are giving increased support to infrastructure development. - Greater priority to capacity building support has been generated that the RECs can access. - Special infrastructure funds focused on promoting private sector investment in infrastructure projects in Africa have been established by Canada, the UK etc. - Progress is being made with actual implementation as evidenced by the ADB Progress Report. 5. Major Challenges: - The pace of progress is not fast enough. - The scale of support is not enough. - Therefore, there is a need for all to do better and to accelerate implementation. - There needs to be improvement in how each of us understands and performs our roles. - We need to increase buy-in. 15

18 - We need to streamline responsibilities and modalities for working together. - We need to work together in addressing capacity and other constraints to implementation. 16

19 ROLES OF THE NEPAD SECRETARIAT AND THE REGIONAL ECONOMIC COMMUNITIES (RECs) By Prof Wiseman Nkuhlu Chairperson The NEPAD Steering Committee 1. INTRODUCTION The declaration of the Heads of State and Government of the African Union (AU) in Durban was clear in its endorsement of the initial plan of action for the implementation of NEPAD, therefore, invitations were extended to all member States of African Union, African institutions and the Regional Economic Communities (RECs) aimed at seeking their participation and commitments towards effective implementation of the NEPAD projects and programmes. Similarly, it is important to recall that between 2 nd and 4 th of August 2002,the NEPAD Steering Committee met with some development partners in Addis Ababa,Ethiopia.This meeting had as its aim the articulation of some required strategies for NEPAD implementation. It is also important to recall that between 2 and 4 August 2002, the NEPAD Steering Committee met with some development partners in Addis Ababa, Ethiopia. The meeting was essentially for articulation of the strategies and mechanisms required in the implementation process of the NEPAD initiative. The NEPAD initiative is now at its implementation phase; therefore, there is an urgent need to clarify the roles of the NEPAD Secretariat, the Regional Economic Communities and the key development partners. The implementation strategies should also be given a clearer explanation so as to enable each partner play its role with commitment, sincerity of purpose and in the spirit of the African unity. If every individual and cooperate institutions that constitute stake holders in African development aligns its programmes and projects with those identified by African Heads of States and Government in NEPAD, then African socio-economic problems are half-solved. 2. THE ROLE OF THE NEPAD SECRETARIAT The role of NEPAD in ensuring an effective implementation strategy is critical to its success therefore, it is imperative to define this role in order to give both the Regional Economic Communities and other development partners a clearer picture of what NEPAD is all about. Following several consultations and interactions between the NEPAD Secretariat and the Regional Economic Communities, it has become apparent that the NEPAD Secretariat as a lead agency can play the following roles among others: 17

20 Provision of the political will for a collective problem solving mechanism in Africa. This has been an outstanding role that NEPAD has been playing and needs to continue to play, so as not to lose the momentum of its political influence; Conflict resolution and the consolidation of good political and economic governance. These represent further key roles of the NEPAD Secretariat, which needs to continue to monitor the compliance with identified codes and standards as provided in the African Peer Review Mechanism(APRM); Continental and regional economic integration is a major priority for NEPAD and should therefore be promoted and accelerated continually; Identifying and planning of multi-country projects and programmes with the assistance of the REC s Continuous engagement with Africa s old and new partners, the industrial countries; a partnership engagement that is based on mutual responsibility, accountability and respect; NEPAD will work with the REC,s to establish formal institutional work procedures to deal with its common projects and programmes; To encourage the RECs to establish procedures for coordinating with countries to ensure that the countries are well aware of the challenges and opportunities available in the NEPAD initiatives; To ensure by encouraging and monitoring both the countries and the RECs to play their role and maximize synergies; NEPAD would encourage the overlapping RECs to jointly examine their programmes with a view to identify areas of clear comparative advantage, areas of dual capacity and to develop joint programmes; To identify programmes for which alternative technical agencies can provide leadership, permitting the RECs to concentrate their scarce resources on technical areas where no alternative source of expertise exists; To establish procedures for liaising with these agencies to ensure that the RECs are well informed regarding the programmes and projects that are being undertaken in their areas of influence; To encourage the RECs to take steps to align their programmes with NEPAD priorities To encourage the RECs to undertake a review of Legacy programmes to ensure that resources are not devoted to non-priority areas; To encourage Heads of States to ensure that the RECs have adequate resources to meet the responsibilities that the Heads of State expect them to perform under NEPAD; To encourage the RECs to develop financial and human resource development plans to meet the additional requirements of NEPAD; To encourage development partners to support RECs in funding NEPAD projects and programmes; In view of the fore-going, it has become clearer at this point that NEPAD Steering Committee through the NEPAD Secretariat needs to play a Leading Role in all implementation strategies of the NEPAD projects and programmes by controlling, facilitating, harmonizing, regulating and ensuring delivery in the process through the Regional Economic Communities, their regional constituencies and development partners. 18

21 3. THE ROLE OF THE REGIONAL ECONOMIC COMMUNITIES (REC,s) Having identified the roles of the NEPAD Secretariat as a facilitating and coordinating institution, it has become clear that the roles of the RECs will be more of ground work in developing and motivating needs assessment strategies in each region through consultations and survey aimed at encouraging participatory ownership of the NEPAD implementation process. The following could assist the RECs in the implementation of the NEPAD projects and programmes: To eliminate overlapping responsibilities; To formally designate responsibilities for NEPAD coordination; To re-align the work of the RECs to that of NEPAD Secretariat; To establish priority activities in projects and programmes; To keep abreast of the regional integration projects even if they are not directly involved; To undertake a capacity building programme based on analysis of their new NEPAD responsibilities; To advice the NEPAD Secretariat on the viability of new projects and programmes within their regions; To take up any assignment given to them by their regional Heads of States and Governments and the NEPAD Secretariat in the spirit of African socioeconomic development. 4. CONCLUSIONS The roles of the NEPAD Secretariat and that of the RECs should be complementary to each other even though the NEPAD Secretariat is the continental parent body. There is a need to institutionalize the relationships between the NEPAD Secretariat and the RECs so that the RECs should be accountable to the NEPAD Secretariat in the same way the NEPAD Secretariat is accountable to the African Union: The establishment of the NEPAD Regional Information Network Facility (NRINF) is critical towards ensuring proper coordination of projects and programmes at the RECs levels, but will also facilitate sharing of information, feedback, and regular updating of data within and among Regional Economic Communities and their countries. Apart from the roles of the NEPAD Secretariat and the RECs, the development partners and civil society have roles in their own domains to ensure the success of the NEPAD initiative. Finally, whichever role expected from every stakeholder on the NEPAD initiative, ranging from governments, labor, private sector and civil society, let it be aimed at problem solving than creating new ones. 19

22 NEPAD Infrastructure RECs CHIEF EXECUTIVE CONFERENCE, ABUJA, 29 TH 30 TH OCTOBER DESIGNING, FINANCING AND IMPLEMENTING RECS CAPACITY BUILDING PROGRAMMES: PAST EXPERIENCE AND WAY FORWARD PAST EXPERIENCE Designing of programmes: Considerable progress has been made towards enhancing the capacity of RECs Secretariats. However, the expansion of activities has meant that the capacity continues to be over-stretched. Programmes under RECs are designed to respond to needs for change and development. The Community activities, which are primarily and foremost regional, must have propensity to serve the people especially in increased income generation as a base for poverty alleviation. Programmes are conceived out of Member/Partner States priorities and initiation by the Secretariat based on trends in development indicators of various sectors. Capacity building Programmes in Regional Economic Communities particularly focus on: (i) Increasing technical know in terms of policy formulation and analysis; strategy preparation; project formulation; project preparation, implementation, monitoring and evaluation (ii) Training in key areas with bearing to regional projects and programmes (iii) Skills in negotiations in global for a (iv) Capacity to mobilise resources for implementation (v) Availability of adequate and appropriate facilities including equipment (vi) and technologies. Establishment of data and information management facilities and procurement of materials related to capacity enhancement including reference scientific publications. These elements are useful both at Community s central organs and other centres at ministries and key institutions, which act as implementing agencies of regional integration programmes. Financing: Financing of programmes has been primarily a responsibility of governments and development partners. Implementation: Government agencies and other institutions and organisations with required resources and infrastructure also have carried out implementation. RECs roles have primarily remained that of initiation, coordination, facilitation and mobilisation of resources. WAY FORWARD Development trends in modern processes require key partners (governments) to involve more strategic players in designing programmes including specialised and professional institutions and NGOs. Best practises as key reference parameter. 20

23 Actions: Improvement of project/programmes preparation and implementation: Institutional arrangements for harmonising and coordinating the formulation and implementation of decisions at regional level and national levels should be revisited with a view to strengthening them. These institutions should be given the capacity in terms of human and financial resources within the government machinery and where possible from cooperating partners. In addition, institutional mechanisms for managing inter-sectoral and crosscutting issues should be strengthened. Focus and main objective be directed at appropriate skills at conceptual stages especially at government level (departments that coordinate regional programmes) and Secretariat level involving sections/departments dealing with initiation of studies, strategic planning, management and monitoring of programmes for the development of the Community. Target group should be middle and senior level officers coordinating regional projects and programmes. Financial support: While financial support is likely to continue to come from government budgetary line and development partners, private sector contributions could be exploited. Establishment of consultancy Funds t enable finance consultancy services areas stipulated in development strategies. Identification of more reliable and automatic sources of income to fund operations of the Secretariats in addition to the annual budgetary allocation from Member/Partner States. Implementation: To involve major stakeholders in the integration process. RECs Secretariats be strengthened through additional human resources, training in new skills and procurement of modern working tools for documents and information processing. Linkages with coordinating Ministries/Departments in Member/Partner States should be strengthened through creation of online information processing. Therefore, need for establishment of a functional and efficient information network to enable timely exchange of information between RECs Secretariats and national government departments and reginal/international collaborating partners. This will lead to avoidance of duplication of activities and optimal utilisation of available resources. Create strong working links with NEPAD Secretariat and its implementing agencies to continuously ensure availability of adequate capacity for executing RECs development projects and programmes. Involvement of Private Sector: Private Sector participation in regional programmes is essential. In order to ensure effective and active participation, the following measures should be undertaken: 21

24 Build internal capacities for the private sector business organisations in RECs, in order to enhance their capacity to effectively participate in policy formulation and analysis. Encourage application of deliberate policies granting specific incentives for promotion f targeted local private sector n view f the important role the sector would play in bringing sustainable regional integration and development. Encourage utilisation of local expertise, particularly during implementation of programmes funded by the development partners. NC Weggoro (EAC Secretariat) NEPAD SEMINAR Abuja, NIGERIA October 29 th -30 th,

25 PROMOTING NEPAD OWNERSHIP Presentation at the Seminar for CEOs of RECs 29 Oct PRESENTATION OUTLINE Introduction Definition of terms Ownership; RECs NEPAD Ownership The Plan NEPAD Ownership The Practice A Model for consideration Conclusion & Recommendations INTRODUCTION NEPAD Vision & Framework for Africa s Development where development is creation of FREEDOMS A Vision formulated by Heads of State for Africa; Programmes developed by Africans; Managed and implemented by Africans Founded on Principles of African ownership, mutual respect and accountability, African resources & resourcefulness, democracy & good governance and partnerships RECS & Countries are pillars for implementation 23

26 DEFINITIONS - OWNERSHIP A Title Buy-in by Stakeholders Participation - Nature & Level Passive/Inactive Committed/Active Selective/Popular DEFINITIONS Regional Economic Communities (RECs( RECs) Abuja Treaty on African Economic Community Economic Community corresponding to the 5 regions Objective is economic & Customs Union fostering integration Different from regional groupings Current state of overlap/confusion OWNERSHIP THE PLAN Assembly of African Union/HSGIC Steering Committee members interfacing with RECs and other countries in region Regions/RECs: Levels of consultation Standing agenda item on RECs Summit Communication/Outreach structure & Strategy in collaboration with Secretariat Regional Coordination Mechanism 24

27 OWNERSHIP THE PLAN Country Processes: In-country NEPAD Structure AGF VI & APRM country processes Structures for preparation of Medium Term Expenditure Frameworks & PRSPs Design and implementation of outreach & mobilization programmes Private Sector, CSO, Arms of Govt etc Interaction with Partners International Local and district level activities Continental outreach strategy & Programmes OWNERSHIP THE PRACTICE A wide variation between countries and within regions Engagement of RECs/Stakeholders not consistent Engagement at programmatic level Engagement with Private Sector NEPAD Business Group/WEF, Perm Secs/DGs of Finance Economic Planning & Agriculture 10 pilot country outreach programme A RETAILING MODEL OBJECTIVES: Test and implement the NEPAD Partnership model Enhance the management and leadership processes in rural districts through partnership with business & civil society Facilitate access to tangible benefits accruing from the partnership model Create and understanding of, and grounding of NEPAD concept into local idiom Facilitate relationship between business and rural communities/structures Make African renewal vision practical at all levels 25

28 RETAIL MODEL - Outcomes Realization of the African renewal mindset Linking NEPAD principles to local development initiatives Skilled management and leadership at a district & local level Tried and tested partnership model Practical participation by marginalized groups in the mainstream of the economy Sustained interaction & communication amongst partners at all levels A better quality of life for all NEPAD Partnership Model Political & Corporate Governance Institutions (e.g. APRM, parliaments, auditors, media, electoral commissions,) Community Structures: e.g. Youth & Women s Groups; Religious groups, etc. Research, Academic & Training Institutions NEPAD SECRETARIAT & COUNTRY PRESIDENCIES Strategic Communication Partners e.g national broadcaster African Renewal Partners (Ideological base) Government Ministry & parastatal programs Funders: DBSA, IDC; Private Foundations; Other financial services Entrepreneurial Partners: Local & Regional investors, Producer groups Technical Partners: & service providers Providing IT and other Scientific/technical products. Local Retail NEPAD Partnership Model Political & Corporate Governance Institutions (e.g. APRM, parliaments, auditors, electoral commissions, media) African Renewal Partners at District Level: Academic & Training Institutions Community Structures: e.g. Youth & Women s Group; Farmers, etc. Local, Prov. & Nat. Government Structures & para-statals Strategic Communication Partners e.g national broadcaster, village meetings & popular Communication systems Specific social, economic & infrastructure projects Technical Partners: Providing IT and other Scientific technical products Financial Resources: Venture Capital Funds, ; Other financial institutions Entrepreneurial Partners: Local & Regional investors, Producer groups & service providers 26

29 CONCLUSION Ownership needs to be broadened and deepened A U and NEPAD Participation needs to be broadened Promoting ownership is essentially country process but must be cooperatively done All NEPAD structures and RECS have key roles to play RECOMMENDATIONS RECs to take ownership and promote actively Need for regional coordination, communication and outreach programmes Retailing NEPAD Production of materials & their translation into local languages Catch them young Mobilization of funds based on plans Coordination with the AU Com/NEPAD Under AU leadership, move toward communities as envisaged under the AEC END OF PRESENTATION 27