IMPLEMENTATION OF THE
NEW PARTNERSHIP FOR AFRICA.S DEVELOPMENT
Recognizing the need to sequence and prioritize, the initiating Presidents propose that
these programmes be fast-tracked, in collaboration with development partners:
. Communicable diseases: HIV/AIDS, malaria and tuberculosis;
. Information and communications technology;
. Debt reduction;
. Market access.
Work has already been done on all these programmes through a variety of international partnerships and institutions. However, Africa’s participation and leadership need to be strengthened for better delivery. We believe that addressing these issues could fast-track the renewal of the continent. (Detailed proposals on each programme are available as annexes.)
Projects
Much as the promoters of the New Partnership for Africa’s Development appreciate the dangers of a project approach to development, they are proposing a number of projects that are crucial to integrated regional development, as conceived by the New Partnership for Africa’s Development. Not only will these projects strengthen country and regional development programmes, but they will also go a long way in kick-starting the regeneration of the continent. The projects presented below are for illustrative purposes only. A detailed list of projects can be found on the web site of the New Partnership for Africa’s Development (www.mapstrategy.com).
(i) Agriculture
Expand the ambit and operation of the integrated action plan for land and water management for Africa. The project addresses the maintenance and upgrading of Africa’s fragile agricultural natural resources base. Many African governments are already implementing these initiatives as part of this programme. Partners include the Global Environment Facility (GEF), the World Bank, the African Development Bank, the FAO and other bilateral donor agencies.
Strengthen and refocus the capacity of Africa’s agricultural research and extension systems. The project addresses the issue of upgrading the physical and institutional infrastructure that supports Africa’s agriculture. Technological innovation and technology diffusion hold enormous potential for accelerating agricultural output and productivity, but the continent lacks the research capacity necessary for major breakthroughs. Major players include the Forum for Agricultural Research in Africa (FARA), the World Bank, the FAO and the Consultative Group on International Agricultural Research (CGIAR).
(ii) Promotion of the Private Sector
International experience suggests that one of the best practices in promoting enterprises in highly innovative areas is through the establishment of business incubators. This project will formulate required guidelines and policies for the establishment of such incubators at the national level, drawing on international experience and established best practice, tailored to African needs and conditions.
(iii) Infrastructure and Regional Integration The New Partnership for Africa’s Development process has identified many energy, transport, telecommunications and water projects that are crucial to Africa’s integrated development. The projects are at various stages of development and require funding. The next step is to accelerate their continued development in collaboration with the African Development Bank, the World Bank and other multilateral institutions.
The view of the initiating Presidents is that, unless the issue of infrastructure development is addressed on a planned basis . that is, linked to regional integrated development . the renewal process of the continent will not take off. Therefore, the international community is urged to support Africa in accelerating the development of infrastructure. Detailed infrastructure projects can be found on the web site of the New Partnership for Africa’s Development (www.mapstrategy.com).
Needs Assessment As part of assessing the required action in the priority sectors, a needs assessment will be undertaken, progressing from the national level to the subregional and regional
levels. The aim is to assess the needs in the five priority sectors in terms of structures and staff.
The assessment of subregional sectoral needs will start from the national needs assessment. It is proposed that the experts and ministers in each subsector meet in one of the subregional capitals. For each sector, national data would have been aggregated and used to elaborate a subregional sectoral plan. Once subregional sectoral needs have been assessed in the five sectors, they can be aggregated to formulate an overall regional plan.
It should be stressed that subregional sectoral needs are not to be simply added up. The starting point is a subregional perspective leading to at least two new elements:
. Specific needs of the sub-region perceived as a single space for all states in the Sub-region. For instance, roads and railroads will not be conceived from a national perspective but from a subregional one;
. Needs that should be rationalized on a subregional basis. For instance, universities should be distributed according to a subregional territorial rationale;
. Finally, the continent’s needs will be assessed in the five sectors considered priority sectors in the light of the global subregional plans. The details can be found on the web site of the New Partnership for Africa’s Development (www.mapstrategy.com).
Management Mechanism of the New Partnership for Africa’s Development The heads of state promoting the New Partnership for Africa’s Development will advise the AU on an appropriate mechanism for its implementation. 199. There will be a need for core technical support for the implementing mechanism in the areas of research and policy formulation.
Heads of State Implementation Committee A Heads of State Implementation Committee composed of the five heads of state, promoters of the New Partnership for Africa’s Development and ten others (two from each region) will be appointed for the implementation.
The functions of the Implementation Committee will consist of:
. Identifying strategic issues that need to be researched, planned and managed at the continental level;
. Setting up mechanisms for reviewing progress in the achievement of mutually agreed targets and compliance with mutually agreed standards;
. Reviewing progress in the implementation of past decisions and taking appropriate steps to address problems and delays.
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