A Decade of NEPAD - Economic Commission for Africa - uneca

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84 A Decade of NEPAD: Deepening African Private Sector and Civil Society Ownership and Partnership years should create effective channels to popularize NE- PAD within the Diaspora and to mobilize technical and financial resources from within the Diaspora in support of NEPAD. Furthermore, those NEPAD focused CSO’s involved with conflict resolution, post conflict redevelopment and peace and security will have an expanded portfolio to work with under the new expanded mandates of the African Union Authority. Recognizing that ownership sentiment also comes with opportunities to become involved in the planning and delivery processes of NEPAD, a significant increase in programmatic involvement by Africa’s private sector and CSO community is also bound to engender increased feelings and incidences of grass roots African ownership. Today, in part in response to the evolutionary processes mentioned above, there is unprecedented opportunity for African stakeholders to become meaningfully involved in NEPAD initiatives and greater resources to support the development and delivery of NEPAD projects. Additionally, Accelerating ownership and engagement with the African Private Sector The AU/NEPAD 2010-2015 African Action Plan The AU/NEPAD African Action Plan 2010-2015 provides a comprehensive project opportunity overview . The elements of the Action Plan are organized under nine sectors: 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 more resources than ever have been identified and mobilized to specifically support African-led, broad based, participatory, NEPAD implementation programmes and these resources can be harnessed to engender increased African ownership in the NEPAD programmes. While institutional efforts must continue to create space for African CSO engagement and African private sector participation by the NEPAD Secretariat and within REC and national focal point structures, actual project involvement is, arguably, the fastest way to rapidly expand ownership and participation within NEPAD processes. Toward this end, four distinct NEPAD related programmes present unique and tangible opportunities for private sector and CSO engagement with NEPAD. Although the private sector and African CSO community have space for contribution in all four projects, two of the initiatives hold comparatively more opportunity for CSO engagement, and two hold comparatively more opportunity for private sector engagement: Within these nine sectors 80 programmes and projects have been prioritized for implementation during the 2010- 2015 timeframe: ӹ 19 projects are at stage 1: programme/ project identification ӹ 25 projects are at stage 2: feasibility/ needs assessment ӹ 29 projects are at stage 3: programme/ project structuring and promotion ӹ 7 projects are at stage 4: implementation and operations. The revised AAP also contains “Emerging Priorities” that are additional programmes and projects that will create a pipeline for the future and include selected regional priority projects that are not included in the AAP as pan- African priorities. The total cost of implementing the stage 3 and stage 4 priority programmes and projects is estimated at US$10.2 billion and US$3.3 billion has been committed toward their
implementation. US$6.9 billion is yet to be raised. The stage 1 and stage 2 studies and pilot projects are estimated to cost approximately US$70 million. A further US$51 billion toward implementation was identified based on pre-feasibility estimates but not included within the AAP budgetary plan given the early stage nature of the projects. Given the recent experiences of accelerating donor support, notwithstanding the global financial crisis of the past two years, it is expected that the US$6.9 billion shortfall will be committed within the five year programme of the AAP. Toward achieving the aims of the AAP 2010-2015, US$100 million to recapitalise the Infrastructure Project Preparation Facility and provide for project development work in other sectors is also being sought. The AAP also advocates the involvement of investment advisors to promote and raise capital for those projects that have clear indications of economic return. Participation of the African private sector in the AAP would involve the following actions: ӹ Registration with one or more implementing agencies – The majority of the NEPAD programmes and projects are implemented through partner agencies such as the African Development Bank, World Bank, various U.N. agencies, bilateral agencies and the European Union. All of these institutions have fairly transparent procurement processes and straight forward supplier registration rules. Consulting opportunities can be pursued through these agencies; ӹ Familiarization with Sponsor Ministries/ Institutions – Each of the identified NEPAD priority projects has a sponsor and the AAP has developed a project/ programme description that identifies key stakeholders. For African private sector institutions that believe they have the capacity to deliver or otherwise take part in 7. Toward Ownership and Partnership with NEPAD: Key Recommendations A Decade of NEPAD The Comprehensive African Agriculture Development Programme CAADP is the agricultural programme of the New Partnership for Africa’s Development (NEPAD) and was established by the AU assembly in 2003. CAADP focuses on improving food security, nutrition, and increasing incomes in Africa’s largely farming based economies by raising agricultural productivity by at least 6% per year and increasing public investment in agriculture to 10% the implementation of projects that have already been designed, it will be incumbent upon them to introduce themselves to the project promoters (RECs, national ministries, donors/ private financiers) and other stakeholders as part of their effort to position themselves to become a contractor or sub-contractor to undertake / participate in the project; ӹ Present Adequate Capacity and a Strong Track Record – For more complex projects and programmes, where African private sector members may deem that additional capacity may be required to implement the project, it will be practical to seek to establish joint ventures or to develop consortia to present a team that has the collective capacity and track record to support selection as the lead project implementation contractor; ӹ Pursue Set-Aside and Supply Chain Opportunities – Where projects are significantly larger and beyond the capacity of local African private sector members, they should still advocate with national and regional stakeholders that various aspects of the project be set aside for their participation and/or that foreign contractors be required to sub-contract certain levels of the project to local sub-contractors. The AAP also presents projects where there will be resources available for capacity building. Here it will be incumbent for national and regional bodies of organized business to alert their constituencies to the levels and type of support available and to encourage them to apply for financial and technical support. Projects such as the NEPAD Spanish Fund for African Women Empowerment provide a good example of resources than can be of assistance in this regard. Similarly, the ABR developed NEPAD Infrastructure Investment Facility offers small and medium sized infrastructure interested companies information and technical assistance that can be leveraged to become involved in the NEPAD infrastructure development programme. of national budgets per year. Overall, CAADP’s goal is to eliminate hunger and reduce poverty through agriculture. To date 19 countries are at different stages of participating in CAADP’s processes. By 2015, CAADP envisions an Africa that has: 85
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