Institutional & Structural Changes In NEPAD Secretariat “ AU / NEPAD INTEGRATION ON COURSE ”

1. Institutional & Structural Changes In NEPAD Secretariat“AU / NEPAD INTEGRATION ON COURSE” Presentation to the 10th Meeting of the Regional Coordination Mechanism, (RCM) Addis Ababa, Ethiopia, 05 November 2009 By Dr. Ibrahim Assane Mayaki Chief Executive Officer, NEPAD Secretariat

2. HISTORICAL CONTEXT • Rationale and Birth of NEPAD in 2001 - A home-grown African initiative to address Africa’s challenges of poverty, sustainable growth/development & marginalization; - NEPAD as an integrated strategy and framework for development - 2001 Lusaka Adoption as AU’s flagship socio-economic agenda - Attaining MDGs and emphasis on Regional Integration - NEPAD vision of the African Renewal (‘African Century’) • NEPAD Core Principles and Values - Continued relevance of NEPAD vision, priorities and strategic thrust - Principles & Values: • African leadership and ownership; • Promotion of democracy & Good Governance; • Women Empowerment; • Ideals of Pan-Africanism; • Partnership Building

3. Why AU/NEPAD Integration? • 2003Maputo Declaration on NEPAD Integration into the African Union structures and processes with key objectives: - To establish appropriate linkages between AU & NEPAD governance structures; - Formalize working relations between AU Commission & NEPAD Secretariat; - Align & harmonize the conditions of service, rules of recruitment and accountability of the NEPAD Secretariat with those of the AU Commission, - Develop a sustainable funding mechanism for NEPAD - Build greater synergy thro’ avoidance of AUC/NEPAD duplication and overlaps - Signing of host agreement with South African Government to provide NEPAD Secretariat with legal status of an AU Office operating outside the Headquarters; - 2007 13-point Algiers Outcomes, including the creation of the NEPAD Planning & Coordinating Agency as technical body of the AU, to replace NEPAD Secretariat • April 2009: Recommendations of the Consultancy Study on Integration and consideration by AU/NEPAD governance structures • July 2009: Conclusions of 21st NEPAD HSGIC Summit in Sirte, Libya and expected AU Assembly endorsement of NPCA in 2010 • From August 2009: Re-positioning NEPAD as an integrated AU family member - New mandate!

4. Nepad Strategic planning process The New Direction & Approach • Changing Context • New leadership of the NEPAD Secretariat from April 2009: Mission – Roadmap to NPCA • Impact of global financial crisis on Africa • Africa’s lagging behind @ midpoint to the target period of MDGs attainment • Mandate and Core Functions of the new NEPAD institution (NPCA) - Coordination of program/project development and implementation at regional and continental levels - Partnership building and international cooperation, - Resource mobilization for program implementation; - Research & Knowledge Management to support Africa’s development (think-tank role) - Advocacy and Communication of AU/NEPAD vision and agenda to all stakeholders Implications of Change • Greater streamlining and focus on value addition and value-creation • Effective interface between the political & technical aspects of NEPAD’s work • Enhanced and strengthened relationship with Partners • Quality Design Criteria and Implementation with results-based approach

5. Nepad Core delivery process Translating continental policy frameworks into country and regional -level contexts Agreed Continental Policy Frameworks Country context: policies, systems and programs RECs Feedback - further development Applied to NEPAD Core Delivery Process Aligned policies, systems and programs towards reaching targets Alignment Process

6. FOCUS OF NEPAD IMPLEMENTATION • Strengthening of Partnership engagements • Mobilization of resources and development partners; • Promoting synergy and harmonization of work programs between the AU Commission and the NEPAD Secretariat; • Facilitating AU/NEPAD Integration, and • Servicing and support to the NEPAD governance structures, namely the NEPAD HSGIC and the Steering Committee;

7. IMPLEMENTATION FLOW Intra-regional Projects Inter-regional Projects Continental Projects Identify, define and promote Arrange the investment search Monitor and supervise implementation

8. Vision & FOCUS Priority Setting & Targets – 3 Pillars

9. PRIORITY SETTINGPillar 1 = NEPAD Integration into the African Union Synergy, Complementarity & Harmonization in work programs with AU Commission Implementation of the Roadmap to Integration

10. THE NEPAD NICHE – Way Forward

11. Emerging CONTEXT • ENSURING VALUE ADDITION IN RELATIONS WITH THE AU COMMISSION & OTHER REGIONAL ACTORS • RAPID RESPONSE TO CONTINENT’S SPECIAL NEEDS • ACTION TYPES THAT ARE REQUIRED • MODUS OPERANDI TO ACTUALIZE THE NEPAD VISION AS A PROGRAM OF THE AFRICAN UNION • STRATEGIC APPROACH AND RESULTS-BASED MANAGEMENT

12. Conclusion – Expected Headlines Focus of the new NEPAD leadership: • STRATEGIC ENGAGEMENT WITH ALL STAKEHOLDERS, INCLUDING UN SYSTEM • COHERENT PROGRAM COORDINATION OF INTEGRATIVE PROGRAMS/PROJECTS • MOBILIZING PARTNERS & RESOURCES FOR NEPAD IMPLEMENTATION • KNOWLEDGE MANAGEMENT AND THINK TANK FUNCTION • BUILDING THE INSTITUTIONAL CAPACITY AS CORE IMPERATIVE • STRENTHENING ADVOCACY & COMMUNICATION FOR AFRICAN STAKEHOLDERS TO ‘FEEL THE OWNERSHIP’ • ACTIVE PARTNERSHIP WITH RECs, CSOs & PRIVATE SECTOR • Africa’s development should remain on top of the global agenda, with UN supporting NEPAD as a program of the African Union. • continued support and understanding of UN System support to the African Union and its NEPAD Program.

13. Programme Design & Implementation Mobilizing Resources & Partners Knowledge Management, M & E Systems Implementing Host Agreement with South Africa Strategic Outcomes & Action Thrust Greater Accountability to NEPAD Stakeholders: including RECs, CSOs & Private sector Effective Advocacy & Communication Team Building; Institutional Capacity & Project Management New Strategic Management Cycle & Approach Roadmap to Integration & Transition to NEPAD Agency

14. NEPAD Moving Up….. • THANK YOU…. • Merci….. • Special thanks to ECA and the RCM Secretariat