A Decade of NEPAD - Economic Commission for Africa - uneca

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x A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership Agenda Forward (Host: Regional Coordinating Mechanism, U.N. Economic Commission for Africa, Venue: Addis Ababa, Ethiopia) Thus, this publication seeks to provide a contemporary view of the evolution of NEPAD and how, with the support of the AU and the continent’s external partners, practical and tangible effort can be made to put in place structures and vehicles through which the voice of Africa’s private sector and civil society can be heard within NEPAD – and the impact of grass roots African participation can be felt in the implementation process of NEPAD. Chapter I, Introduction – provides an overview of NEPAD and of the underlying “Forum on NEPAD” , during which the key discussion points of increasing ownership and partnership in NEPAD by the African private sector and civil society were raised. Chapter II, The Evolution of NEPAD – discusses the origins of NEPAD and the developments within the institution leading up to the transformation process which makes NEPAD Agency a fully integrated AU body. This section also looks at the changes occurring at the AU which will impact NEPAD going forward. Chapter III, Public Sector Support for NEPAD – reviews the growing level of multilateral and bilateral support for NEPAD and the proliferation of funding and/or technical programmes directly, and indirectly, attributable to, or developed in support of NEPAD. The rationale for this exercise is that far too often in recent years NEPAD has been viewed from a position of lack (i.e. what is not happening vis-à-vis NEPAD). However, when one considers the significant level of activity that is underway and the resources that have been mobilized, it is easier to see the merit of the work undertaken to date and to recognize that NEPAD has slowly developed a formidable cache of resources and partners toward implementation of the planned programme of action. Chapter IV, NEPAD and the African Private Sector – reviews selected trends that are unfolding within the African private sector and chronicles some of the more successful efforts related to establishing private sector linkages with NEPAD and some of the challenges still impeding private sector engagement with NEPAD. Chapter V, NEPAD and African Civil Society – reviews selected trends that are unfolding within Africa’s civil society and discusses some of the more successful efforts by African civil society organizations (CSOs) to engage with NEPAD and some of the challenges still impeding CSO engagement with NEPAD. Chapter VI, NEPAD African Private Sector and CSO Engagement Facilitation Resources – presents a resource tree of suggested partners who are helping to accelerate the engagement and communication processes between NE- PAD and the African private sector and civil society. This practical insert into the document is meant to help readers of the document to use it as a reference and implementation tool in and of itself. Chapter VII, Toward African Ownership and Partnership in NEPAD: Key Recommendations – seeks to position and review the revised African Action Plan, the Comprehensive African Agricultural Development Plan, the African Peer Review Mechanism, and the UN Regional Coordination Mechanism as four important NEPAD implementation related processes that present significant and immediate opportunities for private sector and civil society engagement. Chapter VIII, Conclusion – reviews the aim of this document and restates its intent to be a tool for action and a catalyst for implementation of initiatives to deepen the ownership and the scope and types of partnerships that can be established by the African private sector and civil society with NEPAD.
Introduction An Overview of NEPAD As the first decade of the 21 st century draws to a close, and after 10 years of development and refinement, the New Partnership for Africa’s Development (NEPAD) is poised to enter into a new and exciting era, with increased capacity and authority, greater internal resources and strong external support. Established as a programme of the African Union in 2001, NEPAD has been fully integrated as an organ of the African Union, the NEPAD Planning and Coordinating Agency. Furthermore, as the African Union Commission (AUC), which has been positioned to monitor and evaluate the NEPAD programme, is also being transformed into the African Union Authority and given increased responsibilities and authority toward a United States of Africa, the expanded resources and support enjoyed by the African Union will soon be fully available and mobilized in support of NEPAD. Of particular relevance to the NEPAD programme will be the strengthened access it will have to the African Diaspora networks which the AUC has been developing for much of the past decade in North America, the Caribbean and Europe. Yet, to achieve the lofty goals established in its charter and framework, NEPAD will need to redouble efforts to engender support among the citizenry of Africa, the African private sector and the African civil society. African ownership and African partnerships have been at times weaker than NEPAD’s founders would have desired in the early years of the initiative. Launched in large measure to change the orientation of the relationships that Africa’s member states had with the continent’s donors and lenders at the end of the 20 th century, from that of purely donor and donee, creditor and debtor to one of more equal partnership, and importantly, African led partnership; NEPAD understandably had a strong external focus at inception. However, recognizing that a partnership of equals is one where both parties have equity in the relationship, Africa’s leaders recognized that it would be critically important that they marshal internal support and mobilize domestic resources for NEPAD in order for the initiative to be successful. The process toward simultaneously engaging the international community and getting it to recognize the new paradigm of African led development strategy and programme implementation, as well as building bottom up inclusive and participatory support for what was also a new innovation within the continent, proved difficult for NEPAD. Unquestionably, it was easier for the NEPAD leadership to achieve the former over the first tenyears of the programme. Yet, NEPAD’s leaders and its growing community of partners have not lost sight of the importance of getting the message across at home. Delivering NEPAD and implementing its programmes is something that will entail comprehensive community action across the continent. So while resources were mobilized externally over the past 1 CHAPTER
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NEPAD and the African Civil Society
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International Classification of Non
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people and their civil society orga
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Under the theme “Strengthening De
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Key Stages Key Actors Sensitization
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Regional Poverty Observatory, the S
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NEPAD African Private Sector and CS
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ӹ Office of NEPAD and Regional Int
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In terms of organization of resourc
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• NEPAD-Spanish Fund for the Empo
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ӹ African Capacity Building Founda
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Conclusion The African Union’s NE
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References AfDB (2009) Africa’s D
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Secretariat and the Secretariat of
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A Decade of NEPAD - Economic Commission for Africa - uneca

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