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CAADP Implementation

CAADP Implementation. Martin Bwalya ( bwalyam@nepad.org ) Pretoria, South Africa 26 th November 2010. Presentation outline. The NEPAD Agenda & the NEPAD Agency The AU-NEPAD CAADP Agenda Rationale Implementation arrangements Progress and achievements Future Outlook and focus.

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CAADP Implementation

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  1. CAADP Implementation Martin Bwalya (bwalyam@nepad.org) Pretoria, South Africa 26th November 2010

  2. Presentation outline • The NEPAD Agenda & the NEPAD Agency • The AU-NEPAD CAADP Agenda • Rationale • Implementation arrangements • Progress and achievements • Future Outlook and focus

  3. NEPAD Agenda & the NEPAD Agency

  4. NEPAD – Africa’s new vision and strategy for development … Strategy to identify and support opportunities for “wealth creation and socio-economic growth” based on viable growth options, enabling policy environment and quality implementation arrangements 2001 AU Decision …

  5. NEPAD core priority areas Science and Technology Access to markets Agriculture Health Peace and Security The NEPAD Core Action Areas Environment Infrastructure Tourism APRM Political and Economic governance

  6. NEPAD Agency and the NEPAD Agenda • Integration of NEPAD into the AU structures and processes finalised with the resolution to establish the NPCA as technical body of the AU • Confirmed the continued leadership of NEPAD by the Heads of State • Established the appropriate linkages with AU organs and the AUC

  7. NPCA THEMATIC PRIORITIES Economic and Corporate Governance Agriculture and Food Security Climate Change & Natural Resources Management Crosscutting Issues: Gender, CD & ICT Regional Integration and Infrastructure Human Development COMPELLING AGENDA AU Member states drive continental development processes Private sector, Civil Society and other non-state actors are engaged & empowered Member states and RECs implement quality investment programmes and projects

  8. The AU-NEPAD CAADP Agenda • Rationale • Implementation arrangements

  9. CAADP Context • CAADP is a continental framework adopted by the Heads of State and Government as one of Africa’s priority programmes • CAADP’s Key Objectives are to: • Ensure agriculture led growth (to reach MDG1) by target 6% annual growth rate in agriculture productivity • Increase public investment to 10% of public share • Designed 4 main pillars to guide growth, development and investment • Ensure the inclusivity of the process by involving farmers, private sector, non-governmental organisations and stakeholders • Forster a culture of efficiency, evidence based learning and accountability

  10. Triggers behind CAADP … … at the close of the 20th Century: • Low economic growth rates in Africa • Escalating poverty levels • Low attention to, and investment in, agriculture sector • A need to achieve the MDGs / Food insecurity • High food import bills in Africa • Low agric. production and productivity • Impact of natural and human induced disasters • Inadequate regional trade policies and access to markets

  11. Socio-economic growth and improved standard of living and clean environment Wealth creation and support to industrialization Food Security and Income Generation (Poverty Alleviation) High and sustainable Agriculture Performance Target goal of 6% annual growth rate in agriculture productivity Organizational development and Institutional reforms Policy reforms and policy review structures Partnerships and coalitions and collective responsibility Capacity development and alignment/harnessing Knowledge; analysis and evidence based planning

  12. CAADP Principles and targets Primary target issues … • Achieve at least 6% sustained annual sector growth in AU member states • Encourage 10% mutually agreed and targeted public investment in the agricultural sector

  13. NEPAD Implementation – Core Players NEPAD Growth National Governments AUC RECs Partner Organisations Incl. private, CSO, DPartners

  14. CAADP implementation Main Point of “departure” is that …… the CAADP agenda will be achieved whenAfrican Governments, Institutions, development partnerships and policiesare strengthen ….…. to stimulate and sustain quality and effective design and implementation of investment programmes for higher performance of African Agriculture

  15. CAADP Implementation The Country CAADP process …… as the main instrument for CAADP implementation (embracing a new business model)

  16. Post-compact guide 1 Compact Signing Post Compact Roadmap Detailed Investment plan formulation Technical Review/Evaluation undertaking (due diligence process) 2 Business Meeting to validate and finance investment plans 3 Financing Non-financed programs Programs with finance committed 4 Further work on resource mobilization Government–led negotiations on financing and financing plan, and implementation arrangements Implementation

  17. The AU-NEPAD CAADP Agenda • Progress and Achievements • Future Outlook and Focus

  18. CAADP implementation status GTZ: Bewässerung GTZ: Fischerei Pillar II: CMOA GTZ: Landwirtschaftliche Entwicklung Pillar III: CILLSS Pillar IV: FARA GTZ: Marktorientierte Landwirtschaft GTZ: Waldprogramm GTZ:ländliche Wirschaftsentwicklung

  19. Progress in Implementing CAADP • 22 countries have signed CAADP compacts with additional 12 countries expected to conclude their compact signing process by April 2011 • Of the 22 countries, 18 have developed investment plans and conducted the Technical reviews and Business Meetings • Financing, Implementation(e.g. Rwanda, Togo, Sierra Leone, Uganda, Kenya)

  20. System/Mechanism for supporting CAADP Implementation Country CAADP Teams Country Development Systems Country CAADP Teams Policies and formulation capacity Systemic human and organizational capacity Investment programmes

  21. Impact of CAADP – The Case of Rwanda (1) • 2007 - Rwanda signed the CAADP Compact • What has been the Impact ? • Improved planning, M&E /MAF • CAADP team integrated in the ASWG • Harmonised action with DPs – from project to programme approach through the SWAp • Improved allocation of resources – both human and financial resources • Improved inter- ministerial collaboration • Business meeting (11/2009) – have since mobilised 75-80% of the required funds

  22. Impact of CAADP – The Case of Rwanda (2) • Leveraging private investments - moving towards public – Private – Sector Partnerships e.g. horticulture, aquaculture, whole sale markets • Policy reforms, strengthened decentralisation– Land Consolidation, crop prioritization and zoning, input supply – achieved food security for the first time in 2009 & annual sector growth of 15%

  23.  Investment Plans/Programmes and Financing … making a difference …  transparency, accountability  Inclusiveness – opportunity for “new” form of partnerships  Acknowledging / providing for evidence-based analysis  Programmatic approach / comprehensive and integrated planning-programmes  Inter-Ministerial Collaboration

  24.  Local Ownership • Financing; • Private sector financing • Budgeting/Costing • Regional Integration (regional/trans-boundary Programmes) Outlook and focus  Capacity development (CAADP Team; RECs: Knowledge-Info Expert support system; CSO)  M&E; Mutual Accountability Framework

  25. I Thank You

  26. Progress in Implementing CAADP • In the last decade: • 18 countries have maintained an average economic growth of 5.5% • 10 countries met the 6% CAADP agricultural growth rate in 2008 • The decline in the average malnutrition rate is encouraging, but is still high at 29% • About 13 countries are making sufficient progress towards the hunger/poverty MDG targets • 10 countries have reached or exceeded Maputo 10% commitment

  27. Independent review purpose • Review • The purpose of the technical review is to enhance the quality of agricultural development and increase effectiveness of domestic and foreign development assistance for agricultural growth, food security and reduction of hunger and poverty. I • Help ensure that every possible action is being taken to achieve the objectives and targets laid out in the plan and defined in the CAADP agenda will be met. • Lay the groundwork for successful implementation of the strategy approved at the compact roundtable and reflected in the compact and NAIP • Team consists of international experts (predominantly African) • Serving for Financing negotiations

  28. Review Components Component 1 …….. • Does the strategy and plan align with the CAADP principles and values? Component 2 …….. • Is the strategy and plan able to deliver the level and type of growth required to achieve economic growth and reduction in poverty and hunger? • Can it achieve the growth and poverty targets? • Is this growth realistic vs historic trends? • Is the growth efficient? • How well distributed is the growth?

  29. Component 3 …….. best practices applied? • Is the plan comprehensive? • Is it efficient and sustainable? Component 4 …….. implementation • Are the institutional, structural, M&E, coordination clear and do the help create an environment for this to succeed? Component 5 • Does the plan provide the cost, justification and realistic implementation for portfolio management?

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