A Decade of NEPAD - Economic Commission for Africa - uneca

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12 A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership Accelerating the Integration Process – The Willoughby Era (January 2008 – March 2009) In January 2008, Ambassador Olukarade Willoughby, who had been serving as a Deputy to Prof. Mucavele became the third leader of the NEPAD Secretariat, albeit serving with the title of “Interim CEO” . Under Ambassador Willougby’s watch, the AU integration process began to develop clarity and significant efforts were undertaken to engage with the AU’s operational leadership toward the establishment of a new integrated NEPAD structure. The change of guard within the African Union through which H.E. Dr. Jean Ping became the Chairperson of the AUC in February 2008 also served to accelerate efforts to integrate NEPAD into the Union as Dr. Ping advocated strongly and consistently about the need for greater cohesion between the NEPAD Secretariat and the African Union Commission in Addis Ababa. Under Ambassador Willoughby, the mandate passed in Algiers in March of 2007 to integrate NEPAD and to establish the NEPAD Planning and Coordinating Agency, picked up significant steam. In 2008, an external consultancy exercise was authorized to inform the integration process and set forth recommendations for the way forward. In April 2008, in Tokyo, Japan at the 10 th meeting of the Africa Partnership Forum (APF) delegates pointed out that the progress of implementation of the NEPAD Action Plan between 2005 and 2008 had been negligible and only a small number of NEPAD projects, particularly infrastructure projects, had been implemented. Toward, accelerated implementation, the APF’s members recommended that there be a revision of the US$115 billion NEPAD Action Plan to demonstrate greater alignment between the nine NEPAD objectives and the Millennium Development Goals. Furthermore, it was suggested that greater effort be made to clarify the state of investment readiness of the priority initiatives, and to more closely estimate the resources required to implement the revised plan. Internally, while there was on-going transformation and realignment within the AU and NEPAD, externally, support for NEPAD continued to grow, albeit most often below the radar of popular media. An example of this was the expanded work being undertaken by the United Nations Regional Coordination Mechanism which recorded greater programme harmonization and coordination among its clusters, and an increase in jointly implemented programmes 6 . NEPAD outreach efforts to civil society and private sector stakeholders during this era were predominantly implemented on an adhoc basis, although there were on-going NEPAD initiatives to engage civil society in the APRM process and with gender focused initiatives. While there were fewer opportunities for the African private sector to engage with NEPAD, the African Development Bank and private sector advocacy organs such as the NEPAD Business Group (chaired by the African Business Roundtable) and the NEPAD Business Foundation continued to lobby for increased inclusion in the NEPAD planning process, generally, and for increased opportunities for participation in NEPAD projects, specifically. During 2008, as the AU-NEPAD integration process continued, the search also intensified for a permanent head of the NEPAD Secretariat. 6 RCM Africa 2009, Delivering as One for Africa, p. 8 – Established to serve as the mechanism for coordinated support to NEPAD, the RCM drew its mandate from the UN General Assembly resolution 57/7 of November 2002 to have all UN organizations, within their respective mandates, to align their activities in Africa with the priorities of the New Partnership and “to organize the activities of the United Nations system around clusters covering the priority areas of the New Partnership”. Integration Completion and Re-launch – The Mayaki Era (April 2009 – Present) At the 20 th Summit of the NEPAD Heads of State and Government Implementation Committee (HSGIC) on January 31, 2009 in Addis, Ababa, AUC Chairman Dr. Jean Ping announced for consideration the appointment of Dr. Ibrahim Assane Mayaki, a former Minister and Prime Minister of Niger, as the new CEO of NEPAD. The appointment was endorsed by the NEPAD Implementation Committee and subsequently confirmed at the February 2, 2009 meeting of the AU Assembly. In April 2009, when Dr. Ibrahim Mayaki formally became the head of NEPAD a new era of engagement began as
his arrival helped propel a period of renewed dynamism and optimism internally within the NEPAD Secretariat team, and an improved relationship with the AUC on many fronts: At the February 2009 Summit where Dr. Mayaki had been confirmed, Africa’s heads of state also elected Libya’s president Moumar Gaddafi as the AU’s Chairman. This platform gave President Gaddafi an opportunity to call for accelerated integration on the African continent and the adoption of a plan to establish the United States of Africa. This focus on economic and political reintegration reminded all of the importance of NEPAD as a common economic development strategy for the continent. The NEPAD integration process was also drawing to a close and the 21 st HSGIC meeting in Sirte, Libya saw the authorization of the establishment of a new NEPAD Planning and Coordination Agency (NPCA) with definitive steps authorized and accepted to have the Secretariat adopt AUC regulations, systems and procedures. 7 The South African government also formally recognized the NEPAD Secretariat as the interim office of the African Union in South Africa and accepted the presentation of Dr. Mayaki’s credentials as the CEO of NEPAD and the AU’s highest representative in South Africa. One of the key areas of focus that began during Dr. Mayaki’s predecessor’s tenure, but which gathered steam during 2009, was the development of a revision of the initial NEPAD African Action Plan (AAP). The effort to reorganize and prioritize the AAP was conducted to focus on the strategic alignment of the AU/ NEPAD objectives, the regional economic community master plans, and the NEPAD partner orientations. Furthermore, it was aimed at delivering “bankable”, “quick win” projects and programmes that had potentially strong regional integration and MDG impact. The new “revised” AU/ NEPAD African Action Plan, 2010-20158, became a significantly stronger presentation that provided greater context for the priority programmes 7 NEPAD Secretariat Business Plan, August 2009 – December 2010, Strategic New Directions, p. 3 8 AU/NEPAD African Action Plan 2010-2015: Advancing Regional and Continental Integration in Africa, Strategic Overview, Oct. 16, 2009, pp. i-iii 2. The Evolution of NEPAD A Decade of NEPAD and projects. The Plan featured a high level overview of each Sector, key components and resources, a discussion of why the sector is important in Africa’s economic and social development, and the key challenges that must be overcome to realize its potential. The new priority initiatives fall under nine sectors that were agreed upon by the AU and NEPAD as key transformation levers vis-à-vis Africa’s socio-economic development: ӹ Infrastructure (Energy, Water and Sanitation, Transport, and ICT) ӹ Agriculture and Food Security ӹ Human Resource Development (Health, Education, Youth and Training, and Social Affairs) ӹ Science and Technology ӹ Trade, Industry, Market Access & Private Sector Development ӹ Environment and Climate Change, and Tourism ӹ Governance and Public Administration, Peace and Security ӹ Capacity Building ӹ Gender Development With a focus on mobilizing resources to implement the new AU/NEPAD Africa Action Plan, in effect, the Mayaki era marks the beginning of a new refocused and better resourced NEPAD. According to the 2009-2010 NEPAD Business Plan released in August 2009, in addition to focusing on the implementation of the AAP, Core Function 6 also states that the new NPCA’s focus will be “to mobilize, advocate and communicate with African stakeholders and partners towards increased awareness and ownership of the NEPAD agenda:” The core function includes the important areas of both communication, as well as development advocacy. It seeks to ensure effective internal as well as external communication. It will be underpinned by a robust communication 13
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people and their civil society orga
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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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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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