A Decade of NEPAD - Economic Commission for Africa - uneca

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14 A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership strategy, taking into account three critical areas: the communication within the AU-NEPAD-RECs-country framework, the communication and advocacy for the African agenda, value and principles to African citizens, and the image creation about Africa internationally. It will aim at broad outreach within and outside the continent, and should promote inclusive advocacy processes for mobilizing and drawing upon African stakeholders, including particularly youth, civil society, academia , the private sector and Diaspora. 9 9 NEPAD Secretariat Business Plan, August 2009 – December 2010, Strategic New Directions, p. 7 Strengths • Eight years of promotion – international brand recognition • AU backing and integrated agency status • Adoption by international donor community – Bretton Woods Organs, OECD states, G8 states, UN system, European Union (EU) system, major bilateral donors to Africa • Backing by African multilateral institutions – AfDB, ECA • REC support • New 5 year AAP • New Secretariat Structure • APRM programme • CAADP programme • Growing number of private sector and CSO support entities Weaknesses • Despite tens years of promotion – poor continent level brand positioning • Uneven member state support – financially and in terms of alignment with national development programmes • Week and under-capacitated RECs • Poor communications network, strategy and implementation programme –too little engagement with Africa’s media • Limited African CSO, private sector and Diaspora engagement and input • Over dependence on donor funding • Competing (appearance of competing) African development initiatives – Millennium Challenge Fund, TICAD, EU/ACP Initiatives • Low level grassroots understanding in Africa • Disparate tangible achievement since inception • Few incentives for supporting NEPAD implementation • Limited credit / branding/ recognition given to NEPAD for successfully implemented regional projects Furthermore, key results areas specified in the Business Plan included: ӹ Mobilization of African stakeholders around the AU/ NEPAD agenda and programmes; and ӹ Mobilization of popular political support around the priority projects. A contemporary SWOT (strengths, weaknesses, opportunities, threats) analysis reveals that although the AU/ NEPAD initiative has some hurdles to overcome, it is in a strong position to achieve its ends if it works to leverage all of its resources, including the African private sector and civil society: Opportunities • New AAP is more implementation friendly • New Secretariat has more resources • Member state recognition that regional integration is key to growth and development • Accelerated REC efforts to integrate • Existing group of projects that offer viable, immediate opportunities for stakeholder engagement • China, India, Brazil interest in Africa creates economic stimulus for many countries on the continent • Growing intra-regional trade and investment on continent driven by new regional multinationals from North Africa, Nigeria, Kenya and South Africa • Growth in efforts to channel Diaspora capital to productive investment and mobilize Diaspora technical resources • Improvement in tax collection and increased domestic resources available to support NEPAD implementation Threats • Continued global financial crisis • Poor state of western state economies which will impact their efforts to make good on aid commitments • Poor state of western and global economies also has the potential to reduce quantity and earnings from African exports • Competing bilateral commitments – particularly the EU’s Economic Partnership Agreement (EPA) arrangements • Inability to get member states to make NEPAD relevant within national economic development strategies • Continued duplicity of effort within overlapping RECs • HIV/AIDs and Malaria as African human resource debilitating pandemics • High cost of implementation
Public Sector Support for NEPAD From its inception, NEPAD has been principally a public sector supported initiative and one focused on extracting increased coordination and maximum support from multilateral and bilateral donor agencies in particular. The resources that have been mobilized to support NEPAD by these “partners” has been significant and remains critical to the successful implementation of AU/NEPAD’s new African Action Plan. Furthermore, as public sector multilateral and international institutions increasingly align their aid and support Multilateral Support United Nations Support The United Nations remains one of the most significant supporters of NEPAD given its expansive number of institutions and its well placed regional organ the UN Economic Commission for Africa. The Regional Coordination Mechanism (RCM) of UN Agencies and Organizations is the mechanism that has been established to foster UN system-wide coordination, coherence and cooperation at the regional and sub-regional levels to “deliver as one” in support of the African Union and the NEPAD programme. The RCM was established “as part of a UN reform to improve coherence, promote synergy and coordination among UN agencies and organizations in order to improve 315 CHAPTER programmes with NEPAD, through extension, these institutions also will present opportunities for Africa’s private sector and civil society to engage in the NEPAD implementation process – as consultants, contractors and participants in stakeholder forums. While not meant to be exhaustive, a review of some of the current principal institutions supporting NEPAD is instructive in highlighting the significant support and resources that are being mobilized in support of the AU/ NEPAD programmes. their collective response in addressing the priority needs of each of the five regions.” At the global level, the Office of the Special Adviser on Africa (OSAA) at the UN headquarters in New York, has been tasked with the role of global advocacy for NEPAD as well as reporting to the intergovernmental bodies on the progress by UN system organizations in providing support to NEPAD. As the regional arm of the UN in Africa, the Economic Commission for Africa has been assigned the responsibility for coordinating UN support to NEPAD at the regional and sub-regional levels under General Assembly Resolution 57/7 of 2002.
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To facilitate broader knowledge of
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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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