RECs CD MAPPING AND SCOPING REPORT: INTER-REC VALIDATION MEETING

Presenter – Dr. Jasson Kalugendo Presentation Date – August 19 – 23, 2014

Outline

• Brief Profile of IGAD

• Regional development context

• Highlights of present major program initiatives and on-going capacity development interventions

• Major findings and conclusions

• Recommendations

• Emerging Priorities/Proposals on key capacity development priorities for the AU RECs CD strategy, program and implementation plan, 2015-2030

• Launched as the Intergovernmental Authority on Drought and Development (IGADD) in 1986

• With its mandate expanded, transformed into the Intergovernmental Authority on Development (IGAD) on 18 April 1995

• Currently has 8 member states • Population: 236 million • GDP: US$178 billion • Moving slowly. Still at early stages of

cooperation among member states, many of which face serious stability issues

• Has not yet succeeded in establishing the free movement of people within the region.

Profile

• Initially, to address the severe and rampant droughts that ravaged the Horn of Africa region.

• Mission statement is to “Promote regional cooperation and integration to add value to member states’ efforts in achieving peace, security and prosperity

• IGAD is currently executing its 5 year strategy (2011 – 2015) with the vision to be the

premier Regional Economic Community (REC) for achieving peace and sustainable development in the region.

Strategic Pillars • Pillar 1: To promote attainment of food security and sustainable management of the

environment and natural resources. • Pillar 2: To promote regional economic cooperation, integration and social development. • Pillar 3: To promote good governance, peace, security and address humanitarian crisis. • Pillar 4: To enhance the corporate capacity of IGAD to effectively deliver its mandate.

Main challenge Drought, famine, political strife, and war all create extreme challenges for economic and social development, and have serious negative impacts on the health and welfare of citizens and on the education of children to prepare them for the future.

IGAD Development Context

• IGAD Institutional Strengthening Action Plan – ISAP institutional strengthening and capacity building “self-improvement” initiative focuses on enhancing the capacity of the IGAD Secretariat and specialized institutions.

• Information and documentation Unit • Platform Unit Coordination • IGAD University Forum • IGAD Parliamentary Forum • Monitoring and Evaluation & Reporting Framework • Project Management Circle • The IGAD/civil society organizations and non-governmental organizations Forum

serve as the mechanism to involve civil society formulation, planning implementation processes.

Past/On-Going CD Activities

Sector Support Program • support other pillars to implement the integration agenda

The Joint Financing Arrangement (JFA) mechanism •Bringing key partners for resource mobilization

On going Institutional reform

The Integrated Monitoring, Evaluation and reporting mechanism •Enhancing transparent, engagement, accountability, and knowledge for results

Communication Strategy: Enhance the implementation of IGAD strategies and policies • Intending to develop, share, and utilize knowledge

ITC Strategy: IT Strategy will be to align the IT function to the corporate strategy so that IT serves as a strategic tool to enable IGAD achieve its objectives.

Highlights of On-going CD Interventions

Example of Commendable Practice

Participatory project planning

process

Committee of Ambassadors

The IGAD Partners Forum.

PEOPLE-FOCUSED STRATEGY

PLAN

Key Findings

1. The focus was more on systems, institutions, knowledge. 2. Human interventions scored low. Human capacity both in the number of

individuals involved and the skills-sets required is critical for the Secretariat to fulfill the IGAD mandate.

3. “brain drain” as professionals are leaving either because of political situations or the lack of an enabling environment in most member state.

0 5 10 15 20 25

Pillar 1

Pillar 2

Pillar 3

Pillar 4

Knolwedge

System

Individual

Institution

Pillar 1: food security, environment and natural resources. Pillar 2: economic cooperation, integration and social development. Pillar 3: good governance, peace, security Pillar 4: corporate capacity of IGAD

Available Funding

Funds to be mobilized

Total funds (mil. USD)

Percent available

Pillar 1 42.89 95.8 138.69 31%

Pillar 2 28.42 37.92 66.34 43%

Pillar 3 20.57 47.89 68.46 30%

Pillar 4 5.6 0.4 6 93%

Total 97.47 182.01 279.49 35%

Indicative Budget for Each Pillar (in USD Million)Source: IGAD Strategy 2011 Version

4. Short-term funding strategies, and the erratic interest of funding agencies negatively impact IGAD activities and performance, including all capacity development programmes.

Actors of CD Activities by Pillars

0 10 20 30 40 50 60 70 80 90

Pillar 1 Pillar 2 Pillar 3 Pillar 4

Secretariat

Region

Member State

Institution

5. The balance of the implementation of IGAD plans is fairly evenly distributed between the Secretariat and the Region.

Key Challenges, Constraints, Lessons

• “building and maintaining effective synergy between regional and national programmes, with a modest secretariat, is a real challenge for IGAD

• Efforts are needed to improve the region’s enabling environment to stem brain drain

• Upscale the current efforts, plans, and strategies • Inter-RECs knowledge exchange programmes that provide opportunities for

collaboration between the RECs are encouraging and need to be scaled up.

Recommendations and Conclusions • IGAD begins to develop and implement policies and strategies based on Public Private

Partnerships (PPPs) for both national and regional levels, and market these financing mechanisms to potential investors so that project funding is well initiated internally and externally.

• Develop a Regional Integration Capacity Development Support Program to provide focused attention on the capacity needs of member state.

• Develop a full-fledged knowledge management system. • Conduct a functional and institutional assessment of the Secretariat to strengthen

capacity to deliver results • Increase the capacity of IGAD University Forum to address the issues of skill set • Enhance Information Management Systems to increase connectivity and information

sharing. • Enhance the implementation of M&E and reporting systems at both member states and

Secretariat. • Increase the role of the Joint Financing Arrangement (JFA) to toward mobilizing resources

for implementation plan.

Capacity Development 2015 and beyond: Emerging key Capacity Development priorities for the 2015-2030 AU-RECs CD strategy, program and implementation plan

• Support on-going IGAD Institutional Strengthening Action Plan – ISAP • Increase the capacity of IGAD University Forum to accelerate knowledge and technology • Increase the capacity of already-established Specialized institutions • Accelerate the implementation of the integrated Monitoring and Evaluation & Reporting

Framework • Enhance the capacity of the IGAD/civil society organizations and non-governmental

organizations Forum serve to promote and implement IGAD agenda. • Implement ICT and Communications strategies to increase connectivity and visibility of

IGAD in the member states. • Establish Medium Term Plans that is accompanied by a well-articulated and harmonized

capacity development strategy as a key means of implementation. • Design/Implement a long term resource mobilization strategy • Identify the capacity needs for implementation regional agenda at member state level

Epilogue