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The Role of Donors in PPD on a Regional Level

P ublic- P rivate D ialogue International Workshop on PPD, February 1-2, 2006. The Role of Donors in PPD on a Regional Level. Case study: The ASPB Program Improving the Business Climate in the Southern African Development Community (SADC). Background: the SADC and it’s member states.

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The Role of Donors in PPD on a Regional Level

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  1. Public-Private Dialogue International Workshop on PPD, February 1-2, 2006 The Role of Donors in PPD on a Regional Level Case study: The ASPB Program Improving the Business Climate in the Southern African Development Community (SADC)

  2. Background: the SADC and it’s member states • 14 member countries: South Africa, Namibia, Botswana, Swaziland, Lesotho, Mozambique, Angola, Zimbabwe, Zambia, Malawi, Tanzania, DR Congo, Madagascar, Mauritius • Extreme differences between member countries: • Population: 5 smallest countries = 3.4% total SADC population, 3 biggest countries = 64% • GDP: 5 smallest countries = 4% total SADC GDP • Diversification of economies: RSA, Zimbabwe <-> Congo, Madagascar • Political history: Apartheid, very long liberation wars, One-party-systems • Colonial heritage: languages, juridical systems, role of civil society • Market orientation of Economies: Mauritius <-> Angola

  3. ASPB – Advisory Service for Private Business • Funded by German Government (BMZ), implemented by German Technical Cooperation (GTZ) • The political, economic, social development of countries can be accelerated and improved by regional integration! • Political harmonisation on the regional level must focus on and be followed by enhanced economic exchanges between states. • Private sector organizations and business associations play a key role in boosting of intraregional trade and investment • ASPB strategy:inventory - analyses - development of tools - development of strategies

  4. Public Private Dialogue in the SADC

  5. The Challenges for ASPB • Use the regional level for mutual information, as reference example, to keep the ball rolling • Convince PSO to take initiative • Improve analytical skills and capacities of PSO • Help the dialogue partners to come to a shared vision on the basic macro-economic problems affecting business (“White Paper”) • Improve the database for the dialogue (“RBCS”) • Develop a tool for impact monitoring of PPD • Make the dialogue a structured one: preparation, doing the dialogue, monitoring the results; regularity • Make the PPD a constituent of the political environment

  6. The Role of ASPB • Keep the ball rolling: stay in contact • Identify potential “champions” – but don’t try to act as one • Strengthen existing ownership • Be aware that the dialogue is an instrument, not the aim • Develop tools to improve the dialogue • Support business organizations to define their strategy for PPD • Support activities aiming at improving the quality of the dialogue • Existing ownership, • Structured dialogue, • Permanence and Regularity of dialogue, • Broadness of dialogue, • Constituency, • Real “participation”

  7. The Scope of PPD as a Constituent of Market Economy • Drafting and monitoring of laws pertaining to the economy and to business • Elaboration of National budget • Definition of the national position on international trade issues, including during the negotiations

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