Estratégia iddrsi

A Estratégia IDDRSI.
INICIATIVA DE RESILIÊNCIA DE DESASTRES E INÍCIO DE SUSTENTABILIDADE DE IGAD (IDDRSI)
A Estratégia da Iniciativa de Resiliência e Sustentabilidade da Seca da IGAD (IDDRSI) visa abordar os efeitos da seca e choques relacionados na região da IGAD de forma sustentável e holística. A decisão de pôr termo às emergências da seca foi tomada pelos Chefes de Estado e de Governo da Comunidade Africana Oriental (EAC) em uma Cúpula reunida em Nairobi, no dia 9 de setembro de 2011, na sequência da severa seca que devastou a região em 2010/2011. A Cimeira tomou a decisão ousada de abordar os efeitos das secas recorrentes nas comunidades vulneráveis ​​na região da IGAD, exigindo um maior empenho dos países afetados e dos Parceiros de Desenvolvimento para apoiar os investimentos em desenvolvimento sustentável, especialmente nas Terras áridas e semi-áridas (ASAL). A Cúpula de Nairobi atribuiu ao Secretariado da IGAD o papel de liderar e coordenar a implementação da decisão; e pediu a todos os países que trabalhem juntos como uma região e todos os envolvidos para fazer as coisas de forma diferente, trabalhando de forma concertada e holística, combinando intervenções de socorro e desenvolvimento, visando a resiliência aos futuros choques. A preparação da Estratégia IDDRSI foi um processo inclusivo e participativo que envolveu o pessoal da Secretaria da IGAD e instituições especializadas da IGAD, bem como atores públicos e não estatais nos Estados membros. A Estratégia foi ainda mais informada através de consultas com outras partes interessadas comumente afetadas pela seca ou envolvidas na resposta aos seus efeitos, incluindo agências do CGIAR e da ONU e parceiros de desenvolvimento. O processo de desenvolvimento da Estratégia foi orientado pela Estratégia IGAD 2011-2015 e definiu, no escopo, racionalidade e justificativa, considerando as análises SWOT e PESTLE da região. A Estratégia define sua visão, missão e objetivo geral, prevendo uma região com comunidades livres de vulnerabilidades para emergências de seca. A estratégia propõe arranjos de implementação operacional e institucional e um sistema de monitoramento e avaliação baseado em resultados para acompanhar o andamento das atividades dos projetos na implementação da iniciativa. A Estratégia IDDRSI reconhece a necessidade de uma abordagem abrangente e holística para combater a insegurança crónica em alimentos e nutrição e aborda a pobreza profunda e a degradação ambiental para construir a resiliência das comunidades e das famílias aos efeitos das secas e outros choques na região. A Estratégia identifica 7 áreas de intervenção prioritárias, onde o investimento e a ação necessários ajudam a construir a resiliência através da redução da vulnerabilidade das comunidades alvo aos choques climáticos e econômicos. Essas áreas de intervenção prioritárias incluem a garantia de acesso equitativo e uso sustentável dos recursos naturais, ao mesmo tempo em que melhora a gestão ambiental; reforçando o acesso ao mercado, facilitando o comércio e aproveitando serviços financeiros versáteis; proporcionando acesso equitativo ao apoio à subsistência e aos serviços sociais básicos; melhorar as capacidades de gerenciamento de risco de desastres e a prontidão para uma resposta efetiva; aumentando a geração e o uso da pesquisa, conhecimento, tecnologia e inovações na região da IGAD; promover a prevenção e resolução de conflitos e a construção da paz; fortalecendo mecanismos de coordenação e arranjos institucionais para ações mais organizadas, colaborativas e sinérgicas, além de melhorar parcerias para aumentar o compromisso e o apoio necessários para a execução dos objetivos da iniciativa.
A Estratégia serve como um quadro comum para o desenvolvimento de programas nacionais e regionais que serão projetados para aumentar a resiliência da seca através da construção da sustentabilidade na região da IGAD. A Estratégia orientará e informará o processo de implementação da iniciativa de resiliência à seca a nível nacional, regional e internacional unidos e harmonizados sob a coordenação geral e liderança do Secretariado da IGAD. A estratégia, por design, reconhece que, embora as comunidades propensas à seca enfrentem desafios comuns e muitas vezes estão interligadas através de recursos naturais compartilhados e de comércio regional e movimentos transfronteiriços de seres humanos e animais, os estados membros individuais da IGAD podem ter suas próprias especificidades e áreas de ênfase.
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Estratégia Regional da IGAD.
Processo de Desenvolvimento do Plano Estratégico.
Esta Estratégia regional foi desenvolvida seguindo um processo que incluiu varredura de base e estudos, revisões de literatura e consultas de partes interessadas a nível nacional e regional. O processo envolveu a realização de estudos de fundo independentes e objetivos iniciados em setembro de 2014 em seis setores prioritários da IGAD em cada estado membro da IGAD. Um total de 105 relatórios, composto por relatórios de "Relatórios do Estado do Sector", nível nacional "Relatórios do país", "Relatórios do Estado dos Relatórios do Setor" e "Relatórios do Estado da Região" foram produzidos. Um estudo reflexivo intitulado "O Relatório do Estado da Região" revisou e refletiu sobre as principais questões de desenvolvimento que prevalecem na região. O "Relatório do Estado da Região" destacou as causas e os efeitos do subdesenvolvimento na região da IGAD, o status da agenda de desenvolvimento da IGAD, as realizações, os desafios, as lições aprendidas e as aspirações futuras.
Outras questões foram identificadas através do processo de consulta técnica das partes interessadas dos Estados Membros, facilitado pelo secretariado da IGAD em 2014 e 2015. A Estratégia Regional da IGAD 2011-2015 e as estratégias setoriais, entre outros documentos pertinentes da IGAD, também foram referidas no desenvolvimento desses estudos de base.
A IGAD também facilitou um workshop de consulta de partes interessadas em outubro de 2015 para verificar os resultados do relatório do estado da região e identificar as orientações gerais para a nova estratégia. O processo de consulta produziu um volume significativo de feedback detalhado e diversificado que foi sintetizado para participar do desenvolvimento dessa estratégia. A IGAD comprometeu-se a capturar a participação dos Estados membros no plano estratégico e forneceu amplamente oportunidades para obter e coordenar a contribuição dos Estados membros. Por exemplo, o projeto de estrutura estratégica foi apresentado aos Estados membros e principais partes interessadas em novembro de 2015. Os principais interessados ​​que desempenharão um papel importante na implementação de muitas das ações também foram consultados em reuniões presenciais antes da finalização do rascunho estratégia. Grande parte de sua contribuição foi capturada no "Plano de Implementação" que acompanha esse quadro estratégico. Este documento é "ao vivo" durante a duração da Estratégia e a IGAD procurará periodicamente coletar dados para reportar o progresso na estratégia e atualizar o plano.
Características da Estratégia.
A Estratégia Regional da IGAD deve ser um documento vivo, dinâmico e flexível para acomodar os problemas de desenvolvimento atuais e emergentes. Abrange os princípios e as abordagens do desenvolvimento sustentável e se concentra nos problemas reais da região e tem vínculos com estratégias nacionais e globais. Além disso, concentra-se na promoção da cooperação e integração regional para alcançar o desenvolvimento sustentável, a paz e a segurança na região. O princípio subjacente é que a IGAD continuará focada em intervenções a nível político e desenvolvimento de conceitos de natureza transfronteiriça com relevância regional; informação de desenvolvimento; desenvolvimento de capacidade; e agendas de pesquisa, ciência e tecnologia. Neste contexto, os programas prioritários da IGAD devem refletir os maiores objetivos de desenvolvimento da Organização.
Assim, a estratégia exigiria que:
Os Estados-Membros abordam os desafios comuns de desenvolvimento regional através de esforços conjuntos nas áreas prioritárias da IGAD. A Secretaria da IGAD, os Estados Membros e os parceiros de desenvolvimento harmonizam os programas para maximizar o impacto no desenvolvimento e minimizar o desperdício / duplicação de esforços e recursos. Os Estados-Membros pretendem reunir os seus recursos para investir no desenvolvimento a longo prazo, ao mesmo tempo que dão um foco adequado às actividades de resposta e recuperação de emergência. Os Estados-Membros e os Parceiros de Desenvolvimento usam a IGAD como um veículo de desenvolvimento, especialmente com base em suas experiências e conhecimentos sobre questões transfronteiriças.
A IGAD prossegue uma abordagem pragmática e progressiva, que se concentra no que é estrategicamente útil e viável politicamente, economicamente, social e tecnicamente a nível regional, nacional e internacional, com os recursos humanos e financeiros disponíveis. A IGAD está adotando uma abordagem programática holística para suas iniciativas de desenvolvimento em vez das intervenções de projetos autônomos do passado. Para facilitar essa transformação, além de melhorar o desempenho, a eficiência e a eficácia da organização, a IGAD implementou um sistema de gerenciamento baseado em resultados (RBM).
As políticas, estratégias, legislação e programas de desenvolvimento nacional dos Estados Membros são registrados em documentos como os Planos Nacionais de Desenvolvimento, os Documentos de Estratégia de Redução da Pobreza (DERP) e os Documentos do período de sessões sobre questões específicas. A IGAD trabalhará com os ministérios de linha e outras instituições nacionais cujo papel é implementar políticas em seus respectivos países para alavancar prioridades nacionais, com o potencial de agregar valor significativo. Ao realizar estas ações, a IGAD emprega uma abordagem participativa intensiva, garantindo assim a permanência dos Estados membros. Grande parte do trabalho da IGAD é realizada em uma abordagem de processo que envolve estudos de fundo intensivos, seguidos por uma série de workshops e reuniões para apresentar posições regionais comuns sobre as questões em questão, que geralmente são endossadas pelos órgãos de políticas setoriais e aprovadas pela Política IGAD mais alta Órgãos.
A IGAD deve continuar a manter sua abordagem proativa em relação às questões emergentes relevantes, de natureza regional e internacional. Aumentará o seu envolvimento na promoção de questões como a boa governação, a cultura democrática e os direitos humanos na região da IGAD e considerará os seus vínculos com a paz, a segurança e o desenvolvimento sustentável. A IGAD se concentrará no desenvolvimento de um consenso regional sobre tais questões e na implantação de mecanismos para sua implementação. Além disso, assegurará a participação e o envolvimento dos seus Estados-Membros no tratamento e monitoramento de questões emergentes a nível mundial. Além disso, a IGAD adere e promova integridade, responsabilidade, cooperação e transparência nas suas relações com os Parceiros de Desenvolvimento, Estados Membros e outras partes interessadas.
Baseando-se na estratégia anterior.
Esta estratégia baseia-se na Estratégia Regional da IGAD (2011-2015), que estabeleceu as bases para a direção estratégica no aprimoramento da cooperação regional e integração para a região. A sua implementação centrou a atenção em questões centrais, áreas prioritárias de preocupação e oportunidades-chave em três áreas prioritárias de segurança alimentar e proteção ambiental, cooperação econômica, integração regional e desenvolvimento social, paz e segurança. O processo também ajudou a reunir as partes interessadas regionais com um foco comum e, ao fazê-lo, forneceu um quadro para a construção de parcerias e a colaboração para objetivos comuns e permitiu intervenções mais direcionadas e priorizadas no nível regional e de estados membros.
A análise das atividades implementadas em toda a Região em resposta à estratégia 2011-2015 identificou várias realizações regionais principais, incluindo:
Muito envolvimento positivo dos Estados membros; trabalhando em conjunto e desenvolvimento de parcerias de sucesso; conscientização na comunidade regional e em setores específicos, e. gestão de risco de seca; assinatura de um acordo de financiamento conjunto (JFA) com doadores para apoiar a implementação da fase 2 do ISAP 2012-2014 e agora a Fase 3 (2016-2020) trabalhando para melhor monitoramento, avaliação e geração de relatórios para melhoria; melhoria da capacidade no secretariado. Adoção do Plano Mínimo de Integração (MIP) Desenvolvimento e harmonização de políticas e estratégias do setor regional, como a Política Ambiental da IGAD, o Quadro de Política de Avaliação de Impacto Ambiental da IGAD (EIA), o Protocolo de EIA da IGAD, etc., preparação, adoção e implementação da IGAD Desenvolvimento do Plano Diretor de Turismo Sustentável e aprovação de uma política de água da IGAD. continuou o IGAD liderou os processos de paz nos Estados membros, como Sudão e Somália.
Embora tenha havido conquistas nas áreas principais acima mencionadas, a falta de informações concisas sobre os impactos desse progresso dificultou a realização de uma avaliação significativa das mudanças positivas decorrentes dessas iniciativas.
A revisão de atividades e realizações em toda a Região também expôs algumas deficiências aparentes estruturais e funcionais em relação ao progresso no processo de integração e implementação da estratégia passada. Esses incluem:
a falta de progressos na ratificação das reuniões irregulares do tratado da IGAD dos principais órgãos da IGAD, em particular a Cúpula Ordinária da Assembléia de Chefes de Estado da IGAD que não foi convocada há muito tempo com alta dependência do financiamento dos doadores e atraso na transferência de comprometeu os fundos para a domesticação lenta da IGAD de protocolos e políticas.
Além disso, a revisão revelou que existem dificuldades prevalecentes no monitoramento dos progressos e impactos da estratégia anterior e uma nova estrutura é necessária para abordar esta questão e possibilitar o relatório sobre resultados e impactos futuros.
Criando as Mudanças de Tendências no Ambiente da Região IGAD.
Esta estratégia descreve algumas das questões que foram identificadas no ambiente operacional da IGAD ao longo dos últimos anos. Reconhecendo que uma estratégia não funciona no vácuo, mas sim no contexto de mudanças sociais, políticas e econômicas, é útil rastrear as tendências em mudança no contexto externo da IGAD com a finalidade de adaptar sua implementação para abraçar a mudança das dinâmicas regionais e internacionais e circunstâncias reais nas quais as comunidades regionais vivem. Ao mesmo tempo, é importante compreender as realidades internas que o secretariado da IGAD como instituição enfrenta à medida que se afasta de si mesmo.
O Ambiente Externo e Megatendências.
Os fatores contextuais internos e externos que servem de quadro de condicionamento para o crescimento da região da IGAD sugerem que a região e suas pessoas vivem em um mundo que está em plena transição e que está repleto de muita incerteza. A busca de transformação é assim confrontada com uma mistura de desafios e oportunidades, que precisam ser devidamente gerenciados para que a região complete o caminho para a prosperidade.
Essas mudanças externas que trazem implicações para as perspectivas a longo prazo da região foram coletadas e analisadas durante a análise regional das questões estratégicas e preocupações emergentes em torno de seis dos setores prioritários da IGAD; nomeadamente:
Desenvolvimento da agricultura, pecuária e pesca Recursos naturais e proteção ambiental Desenvolvimento social Cooperação e integração econômica regional Paz e segurança; e Assuntos de gênero.
O estudo culminou em um "Relatório do Estado da Região", que forneceu uma análise independente e objetiva das questões-chave para a Região com base em uma varredura de questões existentes e emergentes e consideração de ambientes operacionais socioeconômicos, regulatórios e políticos variáveis ​​para a Região. À medida que a Região se desloca para o próximo período estratégico, é evidente a partir da verificação que muitas das questões permanecerão inalteradas. Uma análise dessas questões no contexto das Megatendências de desenvolvimento mundial é apresentada abaixo.
1. Mudança demográfica e urbanização: a principal tendência para os próximos 20 anos na região é a de uma população crescente e jovem que se desloca para as cidades. O foco do crescimento da população está na protuberância da juventude e seu impacto na poupança: a região e de fato a África em geral tem alguns dos maiores índices dependentes ativos com um número recorde de jovens para educar, alimentar e empregar. A urbanização e as cidades da região ainda não se tornaram os motores do aumento da produtividade que ocorreram em outros continentes e a expansão das populações da cidade exigirá o aumento do investimento em infra-estrutura urbana e serviços sociais, colocando novas tensões sobre os recursos vitais. Como a urbanização é uma tendência de longo prazo que não é susceptível de parar, é fundamental explorar formas e meios de aumentar a produtividade das atividades urbanas.
2. Difusão de poder e nova dinâmica política: há uma mudança no locus global de poder econômico e influência do Oeste para o Oriente. No entanto, essa mudança na "geografia da riqueza" não foi acompanhada por uma mudança proporcional na geografia do poder, ou uma recomposição significativa nos instrumentos de governança global.
3. Guerra contra o Terror: houve uma recomposição da agenda de segurança global para incorporar uma "guerra ao terror" complexa. A guerra contra o terrorismo teve dois impactos econômicos importantes até agora:
Um aumento da assistência militar geral aos países em conflito. A eliminação de sanções sobre exportações de armas para esses países.
Estados regionais, como o Quênia, a Etiópia, o Djibouti e Uganda, experimentaram um aumento da assistência militar ou a eliminação de sanções que impediram a compra de armas. Embora alguns desses países tenham experimentado pequenos aumentos no financiamento, estes não parecem ter um impacto econômico significativo a longo prazo no país ou conflito. A campanha contra o terrorismo teve repercussões políticas, econômicas e econômicas. Houve um esforço concertado para vincular conflitos aos ataques terroristas na região (por exemplo, o Westgate Mall de setembro de 2013 e os ataques da Universidade Garissa de abril de 2015 no Quênia) e reclassificar grupos de oposição e rebeldes como "terroristas". Uma vez que os grupos rebeldes são classificados como terroristas, os governos sentem menos pressão para negociar e se tornam menos dispostos a entrar em um processo de paz. Em muitos casos, essa falta de inclinação para a negociação leva um governo a buscar uma vitória militar através do extermínio do grupo rebelde. Vários estados regionais também estão envolvendo o envolvimento direto dos EUA em grandes programas de combate ao terrorismo. A Iniciativa Pan-Sahel, agora conhecida como Iniciativa contra o Terrorismo Trans-Sahara, foi criada em 2002 e tem sede em Djibouti. Entre 1.200 e 1.500 fuzileiros navais dos EUA estão treinando pessoal de segurança em vários países africanos. A campanha liderada pelos EUA para combater o terrorismo internacional está influenciando os conflitos armados em todo o mundo. Deve ser dada uma atenção especial aos impactos mais amplos da guerra contra o terrorismo para entender as implicações em diferentes partes da região, mesmo enquanto os conflitos inter-estaduais e intra-estaduais tradicionais aguentam uma grande quantidade de questões.
4. Escassez de Recursos e Mudanças Climáticas: a crescente população da região levará a um aumento na demanda e consumo de energia, água, alimentos e outros recursos. Ao mesmo tempo, mais de 50% da população da região viverá em áreas de alto estresse hídrico. Enquanto o aumento da população exigirá mais alimentos, milhões na região já sofrem fome crônica. A grande maioria das pessoas com fome vive em áreas transfronteiriças da região onde a prevalência de desnutrição é bastante alta. O clima extremo mais frequente e severo (secas), combinado com um número cada vez maior de pessoas e exposição de ativos produtivos (por exemplo, Pecuária) levará a perdas econômicas maciças.
5. Renda: muitos dos estados membros mostraram taxas impressionantes de crescimento do PIB ao longo da última década com uma média entre 5% a 8%. Isso impulsionou um grande número de pessoas para fora da pobreza com melhorias correspondentes na educação, expectativa de vida e acesso aos serviços públicos. Contudo, isso foi acompanhado por uma crescente disparidade de renda e desigualdade de renda, derivada tanto da natureza quanto do padrão do crescimento que está ocorrendo. O impacto foi um realinhamento das estruturas socioeconômicas e a pobreza da política social em toda a região . Particularmente mal atingidos pela dinâmica da desigualdade são mulheres, crianças e idosos. Em muitos Estados membros, a exclusão social resultante está se tornando um problema, que, se não abordado, poderia gerar problemas de governança e sustentabilidade. As políticas que promovam o alargamento da oportunidade e da inclusão devem ser implementadas, começando pelas políticas macroeconômicas, que garantem o crescimento econômico inclusivo na região.
6. Migração: as pessoas não estão apenas migrando das áreas rurais para as cidades próximas, também estão migrando para outros países da região em grande parte como resultado de conflitos violentos como refugiados, deslocados internos e mais de 17% da população mundial e metade dos IDPs da África estão no Chifre da África. A região também possui 2,46 milhões de refugiados, ao mesmo tempo em que produz 3,12 milhões de refugiados.
7. Aumento do conflito e dos Estados frágeis: Embora os conflitos inter-estaduais atingiram níveis historicamente baixos na última década na maioria das partes da África, muitas pessoas na região da IGAD ainda vivem em áreas afetadas pela fragilidade, conflito ou violência criminal. Existe um risco real de que mais países experimentem períodos de conflitos e fragilidade devido a três fatores: 1. Piora as disparidades socioeconômicas; 2. Escassez de recursos e restrições ambientais; e 3. Avanço tecnológico. Um fenômeno generalizado será a evolução de uma série de movimentos sociais radicais e muitas vezes violentos, freqüentemente transnacionais em desenvolvimento e impacto. Eles serão essencialmente movimentos anti-elite que podem ter um foco em crenças religiosas, identidade étnica, nacionalismo, ideologia política ou uma mistura complexa destes.
8. Avanços tecnológicos O crescimento econômico, especialmente nas economias regionais, estimulará o aumento da inovação tecnológica, que, por sua vez, dará forma à evolução socioeconômica. As novas tecnologias estão sendo adotadas mais rapidamente e os ciclos de inovação se tornam cada vez mais curtos. O fosso tecnológico entre os países desenvolvidos e em desenvolvimento diminuirá. Com relação ao setor de tecnologias de informação e comunicação, a maioria da população da região agora está conectada à banda larga móvel. As mídias sociais continuarão a se expandir, permitindo comunicações úteis e perigosas em diversos grupos de usuários e fronteiras geopolíticas.
9. Os Objetivos de Desenvolvimento Sustentável (SDGs) e a Agenda 2063 da União Africana.
Em setembro de 2015, os líderes mundiais se inscreveram na Agenda para o Desenvolvimento Sustentável de 2030, dos quais 17 SDGs são centrais e que visa abordar os três elementos interligados do desenvolvimento sustentável: crescimento econômico, desenvolvimento social e sustentabilidade ambiental.
Por outro lado, na Cimeira da União Africana (UA) em maio de 2013, os Chefes de Estado e de Governo em sua Declaração Solene do 50º Aniversário estabeleceram uma visão para a África que eles querem ver no próximo meio século. A visão mais tarde tornou-se a Agenda 2063, que visa um continente pacífico, integrado e próspero até 2063 e é "um plano endógeno para a transformação".
As duas agendas se relacionam entre si e têm implicações consideráveis, desafios e oportunidades para seus processos de domesticação. Os Estados Membros da ONU (incluindo os Estados-Membros africanos) afirmam que a Agenda 2063 de África e seu Plano de Implementação de 10 anos é parte integrante da agenda universal de SDGs indica que, embora a agenda continental articule as aspirações específicas de África e responda aos desafios específicos de desenvolvimento do continente, sua implementação também é orientado pelo espírito e os princípios da Agenda 2030 global.
A Agenda 2063 e a Agenda de 2030 SDGs convergem amplamente para o desenvolvimento social (pessoas), o desenvolvimento econômico inclusivo (prosperidade), sobre sociedades pacíficas e inclusivas e instituições receptivas (paz) e sobre uma série de questões de sustentabilidade ambiental (planeta). Estas duas agendas terão um impacto nos países da IGAD e nos seus parceiros de desenvolvimento em termos de desafios e oportunidades, especialmente porque os governos decidem sobre as suas prioridades.
O ambiente interno.
A IGAD também sofreu uma série de mudanças institucionais que fortaleceram sua capacidade institucional interna em áreas como planejamento estratégico e gerenciamento de recursos humanos e financeiros. Uma série de novos programas, como IDDRSI, ISAP e CAADP, e instituições como o ICPALD foram implementadas. A IGAD também está atraindo mais parceiros de desenvolvimento através de alguns desses programas. Por outro lado, alguns dos programas existentes e até novos estão enfrentando desafios devido à escassez de recursos e à falta de pessoal.
O que isso significa para IGAD hoje?
O ambiente externo da IGAD tornou-se um campo de operação muito mais influente do que no passado. Em resposta a isso, é imperativo que a IGAD desenvolva e pratique uma nova mentalidade visionária. A IGAD também entende que não pode mais aceitar o apoio dos Estados membros e parceiros de desenvolvimento. É imperativo que a IGAD ofereça e atenda às expectativas das partes interessadas.
A IGAD no contexto regional de hoje precisa ganhar sua relevância através da construção e aprofundamento de relacionamentos dentro dos estados membros que serve e parceiros que o apoiam. Portanto, a IGAD precisa ser capaz de implementar efetivamente vários programas que compromete-se a assumir e apoiar iniciativas novas e crescentes em toda a região. A IGAD precisa mudar sua missão de Norm-Setting para Norm-Implementation e avançar para a fase de implementação de normas de tratados e políticas existentes. As mudanças visíveis resultantes da implementação das políticas existentes determinarão, em última instância, se a IGAD responde efetivamente às demandas das pessoas e engendra a adesão dos Estados membros e a fé renovada na instituição. Ao mesmo tempo, a IGAD precisa encontrar novas formas de apoiar e trabalhar em conjunto com outras RECs na região que agregam valor aos setores prioritários da IGAD.
Avanços renovados para 2016-2020.
Este documento de estratégia afirma a visão, a missão, os valores e os objetivos estabelecidos no documento 2011-2015 e tenta atualizá-lo levando em consideração os ambientes internos e externos que afetam a região e a Organização. Além disso, os mesmos quatro pilares estratégicos estabelecidos no plano 2011-2015 (Agricultura, Recursos Naturais e Meio Ambiente, Cooperação Econômica e Integração e Desenvolvimento Social, Paz e Segurança e Serviços de Desenvolvimento Corporativo) continuarão com ajustes no ambiente em mudança.
Embora o ambiente básico em que a IGAD se encontre não tenha mudado em essência, é a crença de que o ambiente externamente continuou em seu caminho de desenvolvimento influenciado pelas tendências sociopolíticas e ambientais listadas anteriormente, enquanto internamente as pressões criadas por esse ambiente, ambos negativo e positivo (expansão de programas e atividades, escassez de finanças, perda de influência nos estados membros em alguns casos, etc.) continuaram a aumentar. Avançando, a IGAD ainda está em uma posição muito forte para enfrentar os desafios futuros.
Um resumo da análise da situação do setor prioritário da IGAD é fornecido no Apêndice 1 no final do documento da Estratégia. Mais detalhes do mesmo podem ser encontrados no Relatório da Região da IGAD.
Agenda de Agricultura, Recursos Naturais e Meio Ambiente.
Um dos principais impulsos da IGAD é impulsionar a produção agrícola e a gestão sustentável dos recursos naturais e do meio ambiente para garantir meios de subsistência resilientes e crescimento econômico sustentado na região. Isto está de acordo com a visão e missão da União Africana e seus órgãos, como a Nova Parceria para o Desenvolvimento da África (NEPAD) e o Departamento de Economia Rural e Agricultura da Comissão da União Africana (AU-DREA), cuja missão é "fortalecer o setor agrícola, as economias rurais e o meio ambiente, a fim de melhorar os meios de subsistência dos povos africanos e garantir a erradicação da pobreza ". Para impulsionar a agenda da agricultura e do meio ambiente, a IGAD desenvolveu políticas e estratégias regionais, como a Estratégia de Segurança Alimentar da IGAD; Estratégia das Pescas da IGAD, Política Regional do Meio Ambiente da IGAD; Estratégia de meio ambiente e recursos naturais da IGAD; Quadro de Política de Avaliação de Impacto Ambiental (EIA) da IGAD; IGAD EIA Guidelines; IGAD EIA Protocol; Estratégia de Iniciativa de Resiliência e Sustentabilidade de Desastre de Discriminação da Seca da IGAD (IDDRSI); e IGAD CAADP. As políticas e estratégias da IGAD tentam realizar os três principais papéis fundamentais da AUC-DREA no desenvolvimento de uma melhor gestão ambiental, de água e recursos naturais, incluindo o desenvolvimento de respostas às consequências das mudanças climáticas e da desertificação. A IGAD também criou um centro especializado para áreas pastorais e desenvolvimento pecuário (ICPALD), que domesticará a política da UA sobre Pastoralismo em África. A IGAD também está implementando programas como a Gestão de Recursos Hídricos Internos da IGAD, que traduzirá a Visão de Água Africana 2025 em realidade nesta região.
Cerca de 70% da região da IGAD é classificada como Terras Áridas e Semi-áridas (ASAL). No passado, as ASAL foram erroneamente consideradas como extensões de terrenos desprovidos improdutivos que atraíam pouco ou nenhum interesse ou investimento dos setores público e privado. Após a severa seca de 2010-2011, os Chefes de Estado e de Governo da IGAD dirigiram a Secretaria da IGAD para liderar o processo de extinção das emergências da seca na região. Conseqüentemente, a Iniciativa de Resiliência e Sustentabilidade de Desastre de Seca da IGAD (IDDRSI) com sete áreas temáticas (componentes) e documentos de programação regional harmonizados (RPP) e documentos de programas de país (CPPS) foi produzida. A Estratégia IDDRSI ressalta a importância, bem como o verdadeiro valor dos recursos e oportunidades da região nas ASALs. Considerando que o sistema de subsistência predominante nas ASAL da IGAD é a produção pecuária pastoral, a contribuição dos produtos pecuários e pecuários para o PIB agrícola é freqüentemente subestimada em todos os países. This underestimation of the region’s principal product obscures the region and the livestock and dryland products sector from the political limelight that usually inspires government support and thus undermines the region’s potential for enhanced productivity and progress.
The IDDRSI Strategy is designed to strengthen and build on the on-going interventions by the IGAD Divisions and Specialized Institutions, Member States and development partners including, non-state actors, which add value to building drought disaster resilience. It strengthens innovations and promotes best practices and promising technologies and takes cognisance of indigenous technologies and knowledge systems.
The Comprehensive African Agriculture Development Programme (CAADP) is an Africa-wide agricultural development framework which was adopted by the AU Heads of State and Government in 2003 with the objective of accelerating agriculture-led economic growth and poverty reduction. The IGAD Secretariat with the support of and in consultation with the Member States, development partners and technical institutions identified regional priorities that form the IGAD CAADP Compact and action areas. The IGAD regional CAADP promotes regional investments to complement national CAADP Compacts and Investment Plans, particularly in transboundary areas, to accelerate agriculture-led economic growth in the region.
Regional Integration Agenda of IGAD.
IGAD’s agenda on regional economic integration is in line with that of the African Economic Community (AEC) and African Union (AU), including NEPAD. IGAD was among the signatories of the Protocol on the Relations Between the Regional Economic Communities (RECs) and the AU, signed 27th January 2008 in Addis Ababa. The ultimate goal of establishing the African Economic Community (AEC) is to accelerate economic and social integration of the members of the continent through integration efforts of RECs and Member States. Therefore the role of IGAD as a REC is derived from this strategic goal of the AU. This role entails harmonization and coordination of policies and programs among IGAD Member States and with other RECs and alignment with AU policies and strategies which are binding to all RECs, taking into account NEPAD to spearheading the process leading to creation of common African market as a prelude for AEC. Successful accomplishment of regional integration agenda in terms of economic, political, social, cultural in IGAD region facilitates achievement of other IGAD strategic objectives in maintaining peace and security throughout the region and promoting advancement in environment and agricultural sector leading to sustainable development of the region and consequently contributing to the continental integration and development.
To this end, IGAD’s Heads of State and Government decided to implement the current Minimum Integration Plan (MIP) as a guiding and dynamic strategic framework for the economic and social integration. Under the Regional Strategy, IGAD will continue pushing ahead with its regional integration agenda by developing an IGAD FTA, taking into account existing harmonized frameworks such as the Tri-Partite Agreement and the continental FTA to be achieved by end of 2017.
Peace and Security Agenda.
The Regional Economic Communities (RECs) constitute the building blocks of the African Union (AU). The AU and the RECs have close and mutually beneficial relationships. While RECs pursue their respective mandate priorities, still they play an important role in the implementation of the AU policy frameworks. To that effect, the goals, objectives and core programme areas of the IGAD peace and security agenda, guided by its Regional Peace and Security Strategy is consistent and in alignment with the AU Peace and Security programme, guided by the Africa Peace and Security Architecture (APSA). Accordingly, IGAD’s vision as defined in both its Regional Strategy and in particular that of Peace and Security Strategy which strives towards “A peaceful, integrated and prosperous IGAD Region that contributes to Africa Union Agenda 2063” reflecting the same spirit and substance of that of the AU which envisions an integrated, prosperous and peaceful Africa.
Moreover, IGAD’s peace and security core programme areas include Conflict Early Warning and Early Response, Preventive Diplomacy and Mediation, Transnational Security Threats, Governance, Democracy, Rule Of Law, and Human Rights, Humanitarian Affairs, Post-Conflict Reconstruction and Development; and Gender Equality and Women's Empowerment for Peace . Recent achievements under the Peace and Security agenda include the negotiation between the two South Sudanese rivals to bring peaceful resolution of the conflict, the 2005 Comprehensive Peace Agreement between Sudan and South Sudan and the restoration of a functioning government in Somalia achieved in the New Somalia Peace Deal.
Corporate Development Agenda.
IGAD Institutional Strengthening Action Programme (ISAP) 2016-2020.
IGAD recognises the need for the necessary and sufficient institutional capacity to deliver its mandate and meet stakeholder’s expectations. IGAD equally acknowledges that gaps in its capacity are considerable and would require sustained external support from various partner agencies and institutions. Consequently, IGAD launched an Institutional Strengthening Action Plan (ISAP). The primary objective of the Institutional Strengthening Action Programme (ISAP) 2016 – 2020), now a fully-fledged programme of IGAD, is to “increase IGAD institutional capacity to allow the Secretariat and Specialised Institutions to interact effectively and efficiently with Member States, Development Partners and other Stakeholders as a results-oriented organisation”. The ISAP (2016-2016) document with its annexed action plan is the policy framework document that describes IGAD’s strategy and action plan for institutional strengthening. This document is continuously being updated and in its current phase is in line with the overall IGAD Strategy (20116- 2016).
Different Development Partners are supporting IGAD in the implementation of the ISAP. The IGAD Secretariat, with the support of Denmark, prepared a report on Options for Harmonised Donor Support to IGAD (2008). This was followed by another report on Joint Financing Arrangement (JFA) between IGAD and Development Partners. The purpose of the JFA is to provide a dialogue framework for support to IGAD in delivering its mandate in line with the Paris Declaration principles of ownership, harmonization, alignment, results and mutual accountability.
On 28 August 2012 four partners, namely, Denmark, Finland, Norway and Sweden and IGAD, signed a JFA agreement to support implementation of phase 2 of ISAP 2012-2014. Other partners including the EU, Germany, World Bank and African Development Bank are contributing resources to ISAP implementation in parallel with the JFA funding mechanism.
Gender mainstreaming is the primary global strategy used by development organizations for promoting Gender Equality and Women’s Empowerment. The IGAD Gender Policy and Strategy was formulated and launched in 2004 and revisited and updated into a new Gender Policy and Strategy Framework for 2012-2020. It focuses on facilitating the mainstreaming of gender perspectives into IGAD’s policies, strategies, programmes, projects and activities to make them gender responsive and to contribute to achieving sustainable socio-economic development in the region.
Building Disaster Resilience.
IGAD places resilience at the heart of its disaster risk management approach. IGAD recognizes that shocks and stresses are just one of many factors driving vulnerability and firmly believes that building resilience of affected populations in a holistic way is effective, cost efficient and sustainable. Resilience refers to the capacity of an individual, household, population group or system to absorb, adapt, and transform from shocks and stresses without compromising ‐ and potentially enhancing ‐ long‐term prospects. Absorptive capacity covers the coping strategies individuals, households, or communities use to moderate or buffer the impacts of shocks on their livelihoods and basic needs. Adaptive capacity is the ability to learn from experience and adjust responses to changing external conditions, yet continue operating. Transformative capacity is the capacity to create a fundamentally new system when ecological, economic, or social structures make the existing system untenable. The resilience concept is thus not just looking at the impact of disasters but also at what makes communities vulnerable to multiple shocks and stresses. It further examines to what extent communities are able to bounce back after a disaster, conflict or shock, therefore addressing their core vulnerabilities and putting more emphasis on the need for recovery from such shocks to mitigate future risks.
With climate change bringing about multiple risks and increasing regional vulnerability, IGAD’s efforts to build resilience aim at contributing to a sustainable reduction in vulnerability through increased absorptive, adaptive and transformative capacity of local populations, governments and other actors. This also entails improved ability to identify, address and reduce risk; and improved social and economic conditions of vulnerable populations. A resilience approach within the disaster risk management cycle provides the crucial link between emergency response, early recovery and long term development and a key area of focus for IGAD in the coming decade. Even though resilience building activities are domiciled within IGAD’s, Agriculture, Natural Resources and Environment pillar, this is a crosscutting theme that has application across all domains of IGAD operations.
Developing a Focus on Implementation Excellence and Relevance.
In the past, it has been imagined that one of the great attributes of any REC is that grouping together individual countries in sub-regions will always lead to achieving greater economic cooperation and integration. That may have been generally true a few years ago, but in recent times RECs have developed increasing variations in their outward appearance and operations. The increased number of options, with many overlaps in membership and growing flexibility presents many challenges for both IGAD and member states. For example, in East Africa, Kenya and Uganda are members of IGAD, EAC and COMESA, whereas Tanzania, also a member of the EAC, left COMESA and joined SADC in 2001.
This multiple and confusing membership creates duplication and sometimes competition in activities. RECs have transformed by highlighting their core competencies to more accurately reflect the needs of the member states and address the Member states priority needs in each region. With the existing structure of the RECs which is far from ideal, with many overlaps in membership, members states see each of the different RECs as important to them for very different and specific reasons and not for all the proposed integration goals of that REC and that of the AUC. Therefore, in as much as IGAD certainly needs to remain within the bounds of its strategy and clearly within the bounds of its programmatic areas authorized by the member states, implementation of its mandate need to be brought to life by the creativity and good delivery of the secretariat, making membership a meaningful experience and especially in those areas where IGAD has a comparative advantage, e. g. peace and security and mitigating effects of drought, desertification and food insecurity in the region. Member states need to come away from that experience knowing that they have a competent institution guided by excellence and relevance.
In addition to the above-mentioned priorities, IGAD needs to continue promoting regional policy reforms and increased investments in the priority areas of agriculture and food security, environment, peace and security, trade and market access, governance, infrastructure (energy, transport and water sanitation, and information and communication technologies), gender, and capacity development. IGAD will need to continue to promote the participation of the private sector, civil society organizations and the Diaspora in fostering development in the region.
This new strategy 2016-2020 will therefore continue focusing in the following key strategic areas within the next decade.
In preparing the Strategy, IGAD strives for excellence and integrity in accomplishing its mission and vision. It is guided by the high values and principles stipulated in the Agreement Establishing IGAD and other relevant regional and international treaties and charters that the Member States have entered into in pursuit of sustainable development in the region. These values and principles include.
Promotion of good governance that strictly adheres to the establishment and protection of fundamental human rights through institutionalisation of democracy and transparency; Promotion of a sense of community that aspires to maintaining peace in the Region and finding peaceful resolution of disputes between and within the Member States; The endorsement of those principles and values that encourage individual and collective responsibility; The establishment and maintenance of frameworks which enable the people to identify their priority needs and be in the forefront in resolving them; IGAD adheres to the principle of subsidiarity, which means that it operates at the levels in society where it can achieve maximum impact; IGAD subscribes to the principle of variable geometry, which recognizes that its members are at different levels of development and move at different speeds and constellations depending on their priorities; Adding value and complementing development efforts of the Member States in a consultative process that enhances cooperation and spirit of partnership in programmes; Adherence to the principle of gender sensitivity and equity; and Promotion of open, transparent and joint aid modalities with development partners.
Target Groups / Stakeholders.
The immediate target groups are the IGAD policy organs, i. e. the Heads of State and Government and the Council of Ministers. Another important group is the key policy - and decision-makers including sector-ministers and other high government officers of the Member States’ institutions.
Involvement of non-state actors would strengthen not only the strategic and operational mechanisms of IGAD but also among the IGAD Member States. Therefore, in implementing the strategy the target groups will include civil society organizations and private sector representatives. Development Partners, UN agencies and other regional and international organisations active in promoting sustainable development in the regional are also benficiaries of the strategy.
Ultimately, all inhabitants of the region will benefit from the improved political conditions, resilience to drought and other shocks, improved security, prudently managed natural resources, a well-protected environment and enhanced regional economic co-operation. A special target group is the poor and food insecure people in the region’s rural and urban areas, particularly women and those living in marginal, drought – prone or conflict - prone areas.
Strategic Partnerships and Alliances.
The IGAD Regional Strategy would require the support of all the stakeholders. In particular, successful implementation of the Strategy will not be possible without the concerted effort of the Member States who would avail the necessary political, institutional, legal, human and financial resources, etc. backing to the Strategy. With the support of the Member States, IGAD would be in a stronger position in mobilising other stakeholders to render the required financial and technical resources and partnerships for the implementation of the Strategy.
IGAD recognises the need for close and cooperative partnerships with all stakeholders in translating the ideals of the Strategy to concrete results. To that effect, IGAD will enter into strategic partnerships and alliances with relevant stakeholders at local, national, regional and global levels that have similar mandates for achieving socio-economic and political resilience through sustainable development in the region. These include the NGOs, civil societies, private sector, UN agencies, development partners, RECs and the African Union Commission (AUC).
Civil Society and private sector involvement.
Civil Society and non-state actors will be given a bigger role to play in the IGAD development initiatives such as project preparation and implementation. The IGAD/civil society and non-governmental organizations Forum which was established pursuant to the decision of the IGAD Council of Ministers would serve as the mechanism to involve civil society appropriately in the policy formulation and strategic planning discussions, and the planning, designing and implementation of IGAD strategies, programmes and processes.
IGAD Development Partners.
Over the years, IGAD entered into many partnerships and has had cooperation with many development partners. The European Union (EU), Germany, The Netherlands, Denmark, USAID, Norway, Finland, Spain, Sweden, Italy, Canada, the World Bank and the African Development Bank are among the partners who have been supporting IGAD programmes for a long time. Coordination with and among development partners happens in the IGAD Partners Forum (IPF) which brings together, IGAD Member States, IGAD Secretariat and donors agencies and other members such as the UNDP and AUC at both political and technical levels.
IGAD has had a number of institutional assessments which identified, among other things, the need for a comprehensive institutional capacity development so that it can deliver its mandate. Consequently, IGAD in collaboration with Development Partners and Member States produced an elaborate Institutional Development Action Plan (ISAP) in 2009. A second phase of the ISAP was launched in January 2013. IGAD is now in the third phase of ISAP (2016-2020) where it has been transformed into a fully-fledged programme of IGAD. Under the ISAP, IGAD receives substantial support for capacity development from partners including the Nordic countries of Denmark, Finland, Norway and Sweden who have put their financial contributions in a Joint Financing Arrangement (JFA) mechanism. A similar financing mechanism was developed for the Peace and Security programmes by Denmark, Norway, Sweden and Netherlands. The joint financing mechanism was found helpful in planning, resource mobilisation, implementation of activities, reporting.
In order to implement the IDDRSI strategy and implementation programmes effectively and efficiently, IGAD established a Regional Resilience Platform to lead the process. The Platform is to provide a mechanism for coordinated and harmonised implementation of interventions at the national and regional levels with the aim of ending drought emergencies in the Horn of Africa by sustainably enhancing disaster resilience of vulnerable communities especially those in the pastoral and agro-pastoral areas.
The Platform brings together the Member States, IGAD Secretariat, Development Partners, the AU, other RECs, UN agencies, Civil Society and specialized research and training institutions. It comprises a General Assembly (GA) of all participating stakeholders, a Platform Steering Committee (PSC) and a Platform Coordinating Unit (PCU) hosted by the IGAD Secretariat. IDDRSI will also strengthen IGAD in the implementation of the UNCCD, in particular to implement the 10 Year UNCCD Strategy, the Sendai Framework for Disaster Risk Reduction 2015-2030. In addition, it will enhance IGAD;s capacity in the implementation of the other two Rio Conventions, namely the UNFCCC and UNCBD, but most of all the IGAD overall strategy.
Further, in April 2012, the Global Alliance for Action for Drought Resilience and Growth, an informal network of donors and international organisations, was formed in response to the call from IGAD Heads of State and Government to support the initiative to end drought emergencies in the Horn. In addition, the Global Resilience Partnership, was created by USAID, Rockefeller Foundation and other partners to enhance resilience in South-eastern Asia, the Sahel and the Horn of Africa. Members of the Global Alliance are committed to enhance resilience against chronic drought and promote economic growth in the Horn of Africa and Sahel. Both partnerships bring together relief and development actors and resources around common plans to promote alignment, coordination and harmonisation efforts. In the Horn of Africa, specifically, the Global Alliance and the Global Resilience Partnership arecommitted to support the development of the IGAD Regional Programming Paper (RPP) and the Country Programming Papers (CPPs). IGAD would be implementing the resilience strategy of the Global Alliance and the Global Resilience Partnership in the IGAD region.
Regional processes and Frameworks.
IGAD will continue with its role of sensitising IGAD Member States on the WTO negotiations to enable the Member States to take steps towards enhancing their national WTO negotiations and programmes. IGAD will also play an active part in the ACP/EU negotiations together with the follow-up of the implementation of the RSP/RIP for Eastern Africa regional organisations under the Cotonou Agreement and IRCC. IGAD as a Regional Economic Community (REC) will continue to pursue regional coordination and cooperation within the AU/AEC/RECs framework, including NEPAD. In respect to relationships with EAC, COMESA and CEN-SAD where an IGAD member country would belong to two or more of these institutions, IGAD will negotiate and enter into cooperative agreements and understandings with such institutions to avoid duplication of efforts and wastage of resources.
The traditional forms of national sovereignty are increasingly being challenged by the realities of political and economic interdependence that call for joint effort at regional and global levels. In shared resource, ecological and economic systems, most parts fall outside national jurisdiction entailing that sustainable development can be better achieved through regional approaches agreed upon mutually by the concerned countries. In this respect, all countries of the IGAD region are party to several international conventions and initiatives including the UNCCD, CBD, UNFCCC, and the Human Rights Convention. They are also members and beneficiaries of a considerable number of regional and international organisations dealing with general political and economic development issues but with varying mandates and geographical coverage. These include AU, ECA, ADB, COMESA, EAC, IOC, ASARECA, OSSREA, RCMRD, IUCN, FEWS, FAO, WHO and ATU among others. The regional processes and frameworks would enable IGAD to effectively and efficiently complement member states efforts in the implementation of regional and global commitments / agreements to which they are Parties.
IGAD scores low in public profile and visibility in comparison with its actual work and success. IGAD needs to enhance its visibility through a meticulous and comprehensive communications strategy that captures and disseminates the numerous successes of its work. Bridging the mismatch between the IGAD’s actual work performed and its rather ‘obscure’ image in the public and the media need to be another area of focus and support function. Moreover, its intra-divisional and inter-divisional communications, public outreach and regular communications with the Member States also need transformation. Thus, IGAD will develop an integrated Global Communications Strategy.
Strategic Partnership for Resource Mobilisation and Implementation.
IGAD does not have a comprehensive policy and strategy for governing partnerships. The need for a partnership emanates from mutual recognition that no country or organization, particularly organizations like IGAD, can meet the 21st century’s challenges alone. Threats are often local or regional manifestations, but they also have global impacts and implications. Some of the MOUs with partners have not been operationalized yet. Also, there is a need for the IGAD to develop a mechanism for periodic performance reviews of MOUs with partners to ensure functionality and continued relevance. Thus, IGAD will develop a Strategy on partnership under which, the following actions will be taken:
Study on how to diversify funding sources and develop implementation plan on alternative sources of funding Develop strategy on resource mobilization underpinned by innovative resources mobilisation anchored on performance and delivery based approach to deepen partnership and also with focus on rigorous lobbying for Member States timely and increased contributions Encourage and engage Member States to make timely and increased financial contributions Mobilise Member States to make in-kind contribution in human, material and financial resources for the implementation of this Strategy in addition to the assessed annual contributions to the Secretariat’s core budget Develop an partnership strategy that guides all partnerships including with development partners and the private sector and other actors Strengthen partnership with traditional sources of funding Diversification IGAD cooperating partners by attracting non-traditional donors Creation of an IGAD endowment and risk fund.
The strategy recognises a number of internal and external factors that could impact on its effectiveness and successful implementation. In this context, IGAD will pursue, monitor and evaluate a process that will ensure:
That IGAD Member States continue to provide adequate financial support to the operations of the Secretariat and will also contribute to the funding of its programs. That the members of the IGAD Partners Forum (IPF) continue to support IGAD and increase their financial contributions towards the implementation of its programmes. That the IGAD Member States continue to see the need for collaboration and working relationship in conceptualising, planning, and executing regional activities that provide added-value to the Member States’ respective national programmes. That IGAD takes the necessary management actions to implement the strategy. That development partners increasingly channel support through Joint Aid Modalities to reduce transaction costs and improve policy dialogue. That the strategy is flexible, dynamic and responsive to the changing global context so that the IGAD can capitalise on emerging opportunities or respond to new challenges as they arise.

Fatos.
Priority Intervention Areas (PIAs)
PIA1: Natural Resources.
Feature Resilience Magazines and Reports.
Since its inception in 2012/2013, considerable progress has been made on various fronts in the implementation of IDDRSI throughout the IGAD region, with a number of achievements having been recorded, including the following:
This independent Mid Term Review of the implementation of the first Phase (2013-2017) of the IDDRSI Strategy, is part of the commitment of IGAD Member States and Partners to generate solid evidence for the progress of the IGAD Drought Disaster Resilience and Sustainability Initiative Strategy (2013 – 2027)
This third edition of the Resilience Focus magazine has been produced in collaboration with the Drylands Learning and Capacity Building Initiative (DLCI), an independent regional resource and facilitation organisation based in Kenya.
The Resilience Focus magazine aims at providing a platform for sharing views and experiences between and among planners, facilitators, practitioners and beneficiaries of the IGAD Drought Resilience and Sustainability Initiative (IDDRSI).
This report was produced by the Resilience Analysis Unit (RAU) and prepared by the RAU technical team composed of: Cinzia Papavero (WFP), Eugenie Reidy (UNICEF), Saif Abdelrhman (IGAD), Francis Opiyo (UNDP), Kassim Farah (IGAD), Tesfaye Beshah (FAO), RAU Technical Coordinator.

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The Intergovernmental Authority on Development (IGAD) is a regional economic community in the Greater Eastern Africa region comprised of eight member countries namely; Djibouti, Eritrea, Ethiopia, Kenya, Somalia, South Sudan, Sudan and Uganda. It is one of the eight of sub-regional economic communities recognized by the African Union (AU) as the building blocks of Africa’s economic, political and social integration.
The organization was established in 1986 as Intergovernmental Authority on Drought and Development (IGADD) to address the severe and rampant droughts that ravaged the Horn of Africa region. The organization was revitalized in 1996 and renamed the Intergovernmental Authority on Development (IGAD). Its mandate was expanded to incorporate three priority areas:
Food Security and Environment Protection, Economic Cooperation and Social Development, and Peace and Security.
The headquarters is located in Djibouti and it is supported by specialized institutions and program offices in the Member States namely:
IGAD Climate Predictions and Applications Center (ICPAC) – Nairobi Conflict and Early Warning Mechanism (CEWARN) - Addis Ababa IGAD Center for Pastoral Areas and Livestock Development (ICPALD)- Nairobi IGAD Regional HIV/AIDS Partnership Program (IRAPP) – Kampala IGAD Sheikh Technical Veterinary School (ISTVS) - Hargeisa IGAD Security Sector Program (ISSP) - Addis Ababa Somalia Peace and Facilitation Office - Addis Ababa IGAD Liaison Office - Juba IGAD Liaison Office - Mogadishu Office of the Special Envoy for Sudan - Khartoum Office of the Special Envoys for South Sudan – Addis Ababa Monitoring and Verification Mission – Juba.
The overall objective of the assignment is to conduct the mid-term review (MTR) of the 1st Phase of the IDDRSI Strategy 2013-2017. The MTR is expected to assess the progress being made in the implementation of the 1st phase towards the achievement of the results, as specified in the IDDRSI regional M&E framework. The resulting MTR report will be a learning document for the IDDRSI initiative, which seeks to stimulate an understanding of what works and what does not; and ways to address challenges encountered, in the implementation of the 1st Phase.
Qualified candidates are requested to email their applications to consultants. kenundp to reach us not later than Wednesday, 3 February 2016 at 3.00 P. M Kenya Time. (GMT+3.00)
Please quote “Mid Term Review – IDDRSI Strategy” on the subject line.

Iddrsi strategy

(date when the selected candidate is expected to start)
Fundo.
The Intergovernmental Authority on Development (IGAD) is a regional economic community in the Greater Eastern Africa region comprised of eight member countries namely; Djibouti, Eritrea, Ethiopia, Kenya, Somalia, South Sudan, Sudan and Uganda. It is one of the eight of sub-regional economic communities recognized by the African Union (AU) as the building blocks of Africa’s economic, political and social integration.
The organization was established in 1986 as Intergovernmental Authority on Drought and Development (IGADD) to address the severe and rampant droughts that ravaged the Horn of Africa region. The organization was revitalized in 1996 and renamed the Intergovernmental Authority on Development (IGAD). Its mandate was expanded to incorporate three priority areas:
Food Security and Environment Protection; Economic Cooperation and Social Development; Peace and Security;
The headquarters is located in Djibouti and it is supported by specialized institutions and program offices in the Member States namely:
IGAD Climate Predictions and Applications Center (ICPAC) – Nairobi; Conflict and Early Warning Mechanism (CEWARN) - Addis Ababa; IGAD Center for Pastoral Areas and Livestock Development (ICPALD)- Nairobi; IGAD Regional HIV/AIDS Partnership Program (IRAPP) – Kampala; IGAD Sheikh Technical Veterinary School (ISTVS) - Hargeisa; IGAD Security Sector Program (ISSP) - Addis Ababa; Somalia Peace and Facilitation Office - Addis Ababa; IGAD Liaison Office - Juba; IGAD Liaison Office - Mogadishu; Office of the Special Envoy for Sudan - Khartoum; Office of the Special Envoys for South Sudan – Addis Ababa; Monitoring and Verification Mission – Juba.
The Intergovernmental Authority on Development (IGAD) launched a strategy (2013) that aims at ending drought emergencies in the horn of Africa through a comprehensive and integrated approach following a declaration by IGAD Heads of State and Governments in Nairobi, 2011. The strategy known as ‘IGAD’s Drought Disaster Resilience and Sustainability Initiative (IDDRSI) combines both development and humanitarian interventions and is anchored in seven operational pillars, namely: (i) Environment and Natural Resource Management; (ii) Market Access, Trade and Financial Services; (iii) Livelihood Support and basic Social Services; (iv) Disaster Risk Management, Preparedness and Effective Response; (v) Research, Knowledge Management and Technology Transfer; (vi) Conflict Prevention, Resolution and Peace Building ; and (vii) Coordination, Institutional Strengthening and Partnerships. The strategy is a 15 year initiative being implemented in 3 phases of 5 years each with the 1st phase being developed for 2013 – 2017.
The IGAD Drought Resilience and Sustainability Initiative (IDDRSI) Strategy is aimed at addressing the effects of drought and related shocks in the IGAD region in a sustainable and holistic manner. The decision to end drought emergences was taken by IGAD and East African Community (EAC) Heads of State and Government at a Summit convened in Nairobi on 9th September 2011, following the severe drought that devastated the region in 2010/2011.
The Summit took the bold decision to address the effects of recurring droughts on vulnerable communities in the IGAD region, calling for increased commitment by affected countries and Development Partners to support investments in sustainable development especially in the Arid and Semiarid Lands (ASALs). The Nairobi Summit assigned the IGAD Secretariat the role of leading and coordinating the implementation of the decision; and urged all countries to work together as a region and all concerned to do things differently, working concertedly and holistically, combining relief and development interventions, aimed at building resilience to future shocks.
The preparation of the IDDRSI Strategy was an inclusive and participatory process that involved the staff of the IGAD Secretariat and IGAD specialized institutions as well as public and non-state actors in member states. The Strategy was further informed by consultations with other stakeholders commonly affected by drought or involved in responding to its effects, including CGIAR and UN agencies and development partners. The process of developing the Strategy was guided by the IGAD Strategy 2011 - 2015 and defined, in scope, rationale and justification, by consideration of the region’s SWOT and PESTLE analyses. The Strategy defines its vision, mission and overall goal, envisioning a region with communities free from vulnerabilities to drought emergencies.
The strategy proposes operational and institutional implementation arrangements and a result based monitoring and evaluation system to track the progress of projects activities in the implementation of the initiative.
The Strategy serves as a common framework for developing national and regional programmes that will be designed to enhance drought resilience through building sustainability in the IGAD region. The Strategy will guide and inform the process of implementing the drought resilience initiative at the national, regional and international levels united and harmonised under the overall coordination and leadership of the IGAD Secretariat. The strategy, by design, recognises that while drought-prone communities face common challenges and are often interconnected through shared natural resources and regional trade and trans-boundary human and animal movements, individual IGAD member states may have their own specificities and areas of emphasis.
The IGAD Secretariat was mandated to lead this initiative through a regional Platform Coordination Unit (PCU). The core mandate of the PCU is to lead and coordinate the implementation of interventions within IDDRSI namely through capacity building and enhancing coordination & partnerships, regional programming, Knowledge Management (KM) and Monitoring & Evaluation (M&E).
At the national level, Member States identified prospective multi-sectoral areas for interventions and investments as well as the need to implement adequate national coordination mechanisms towards drought resilience. The identified priority intervention areas have been outlined in a Country Programming Paper (CPP) including a results-based M&E framework to be used for monitoring progress towards agreed and expected results.
At the regional level, the Regional Programming Paper (RPP) is both a mechanism and a framework to guide the process of implementing and monitoring the drought resilience initiative at a regional level.
The IDDRSI strategy underscores the importance of effectively monitoring and evaluating the implementation of IDDRSI. At its first formal meeting in October 2013, the IDDRSI Programme Steering Committee recommended the development of a unified result based monitoring and evaluation system as an effective and efficient method to demonstrate that the programme will result in a significant and lasting change in the wellbeing of its Member States affected by re-current shocks.
Therefore, IGAD is looking for an International Individual Consultant to conduct the MTR of the 1st phase of the IDDRSI Strategy, on the terms and conditions as specified in the objective and scope of work.
Duties and Responsibilities.
The overall objective of the assignment is to conduct the mid-term review (MTR) of the 1st Phase of the IDDRSI Strategy 2013-2017. The MTR is expected to assess the progress being made in the implementation of the 1st phase towards the achievement of the results, as specified in the IDDRSI regional M&E framework. The resulting MTR report will be a learning document for the IDDRSI initiative, which seeks to stimulate an understanding of what works and what does not; and ways to address challenges encountered, in the implementation of the 1st Phase.
The specific objectives include:
Assess the progress made in delivering the planned results; Assess the likelihood that the overall objective and Priority Intervention Areas will be achieved; Review and identify key strategic issues, and risks and assumptions; Assess how efficiently resources have been utilized; Make recommendations for follow-up actions;
Taking into account the implementation status of the programme and the resources mobilized to date, the scope of the MTR will focus on the following elements:
Achievement of Results:
Assess the progress and likelihood of achieving planned results as defined by the IDDRSI Regional M&E framework with emphasis to priority intervention area 7 (coordination, institutional strengthening, partnership and resource mobilization) and priority intervention areas 5 (research & knowledge management) related to the functions of the Platform Coordination Unit (PCU).
Review the institutional arrangements for implementing IDDRSI with a major focus; but not limited to; Human Resource; Strategic partnerships, Resource mobilization, Regional Processes and Alliances; Civil Society and private sector involvement; Regional processes and alignment of humanitarian and development Interventions; Structure, leadership and Core functions of the Regional Platform; Advise on how lessons learned through the implementation processes can be documented, shared, and used as evidence-based good practices;
Future planning and implementation:
Make recommendations for effective and sustainable implementation of IDDRSI activities at national and regional levels in accordance to the IDDRSI strategy, and on how the programme outputs and outcome can better contribute to enhancing resilience of drought prone communities in ASALs.
The specific tasks that the consultant(s) will undertake are as follows:
Produce an inception report for the assignment describing the full MTR approach to be taken and the rationale for the approach; Develop relevant analytical tools for the assignment; Data collection from IGAD and Member States; Write a draft report of the MTR of the 1st phase of the IDDRSI Strategy; Facilitate validation workshops for the inception and final reports to a team of experts/stakeholders for inputs; Incorporate stakeholder inputs and produce final report (hard and soft copies); Presenting the final report at the IDDRSI PSC/GA meeting in March/April 2016.
The assignment is expected to entail a combination of desk review of all relevant IDDRSI Programme documents and knowledge products; interviews (through face-to-face, Skype or telephone communication) with IDDRSI programme team members, IDDRSI Steering committee members, Line ministries in Members States, IDDRSI focal points, Project Coordinators, technical partners, donors and other relevant national stakeholders to mention but a few.
The main deliverable of the assignment will be a MTR report of the 1st phase of the IDDRSI strategy implementation with sperate chapters as outlined below:
List of Abbreviation/Acronyms; Executive Summary; Introdução; Objective of the study; Methodology of the Study; Findings (including challenges); Conclusions & Recomendações.
Competencies.
Recent project/programme evaluation/review experiences within government and regional bodies, and particularly RECs, will be considered an asset; Strong record of developing national policies and strategies, and M&E and communication frameworks, as well as conducting costing studies for programmes; Demonstrated experience working with projects/programmes in the Horn of Africa regions; Demonstrated understanding of issues related to humanitarian and development in the context of resilience building; Knowledge of planning, design and implementation of M&E methods/systems; Strong analytical and communication skills, including ability to produce high quality practical advisory reports and knowledge products; Ability to work independently and produce high quality outputs in a timely manner, while understanding and anticipating the evolving client needs.
Contributing to positive outcomes for the client; Anticipates client needs; Works towards creating an enabling environment for a smooth relationship between the clients and service provider; Demonstrates understanding of client’s perspective.
Promoting ethics and integrity, creating organizational precedents; Building support and political acumen; Building and promoting effective teams; Creating and promoting enabling environment for open communication; Creating an emotionally intelligent environment; Sharing knowledge across the organization and building a culture of knowledge sharing and learning; Promoting learning and knowledge management/sharing is a key issue; Fair and transparent decision-making; calculated risk-taking.
Required Skills and Experience.
An advanced degree in economics, statistics, social sciences, development studies, public administration or related field.
At least 10 years’ working experience in programme/project management, monitoring and evaluation or design of humanitarian and development related programmes; At least 2 years of professional experience in the Horn of Africa with good understanding of the challenges and opportunities in the region.
Fluency in English is required, knowledge of French is an asset.
Submission of applications.
Interested and qualified individual consultants should submit their applications which should include the following;
UNDP Personal History Form (P11) – Template provided; Detailed Curriculum Vitae; IC proposal - Template provided.

IGAD Regional Strategy.
Strategic Plan Development Process.
This regional Strategy has been developed following a process that included baseline scan and studies, literature reviews and stakeholder consultations at the national and regional levels. The process involved the undertaking of independent and objective background studies that commenced in September 2014 on six IGAD priority sectors in each IGAD member state. A total of 105 reports composed of national level “State of the Sector Reports”, “Country Reports” regional level “State of the Sector Reports” and “State of the Region Reports” were produced. A reflective study entitled ‘The State of the Region Report’ reviewed and reflected on the key development issues that prevail in the region. The “State of the Region Report” highlighted root causes and effects of underdevelopment in the IGAD region, status of IGAD development agenda, achievements, challenges, opportunities lessons learnt and future aspirations.
Further issues were identified through Member States stakeholder and technical consultation process facilitated by IGAD secretariat throughout 2014 and 2015. The IGAD Regional Strategy 2011-2015 and sectoral strategies among other relevant IGAD documents were also referred to in the development of these background studies.
IGAD also facilitated a stakeholder consultation workshop in October 2015 to verify the findings of the state of the region report and identify the broad directions for the new strategy. The consultation process produced a significant volume of detailed and diverse feedback which was synthesized for input into the development of this strategy. IGAD has been committed to capturing member states input into the strategic plan and has continuously provided ample opportunity for eliciting and coordinating member states’ input. For instance, the draft strategic framework was presented to member states and key stakeholders in November 2015. Key stakeholders who will play an important part in implementing many of the actions have also been consulted in face-to-face meetings prior to finalization of the draft strategy. Much of their input has been captured in the ‘Implementation Plan’ which accompanies this strategic framework. This document is ‘live’ for the duration of the Strategy and IGAD will periodically seek to collect data for reporting progress on the strategy and update the plan.
Characteristics of the Strategy.
The IGAD Regional Strategy is meant to be a living, dynamic and flexible document to accommodate for both the current and emerging development issues. It embraces the principles and approaches of sustainbale development and focuses on the real problems of the region and has linkages to both national and global strategies. Further, it focuses on the promotion of regional cooperation and integration in order to achieve sustainable development, peace and security in the region. The underlying principle is that IGAD will remain focused on policy level interventions and development of concepts of trans-boundary nature with regional relevance; development information; capacity development; and research, science and technology agendas. In this connection, the IGAD priority programmes must reflect the higher development goals of the Organisation.
Hence, the strategy would require that:
The Member States address common regional development challenges through joint efforts in IGAD priority areas. The IGAD Secretariat, the Member States and development partners harmonise programmes to maximise development impact and minimise wastage/duplication of efforts and resources. The Member States aim to pool their resources to invest on long-term development while giving adequate focus to emergency response and recovery activities. The Member States and the Development Partners use IGAD as a development vehicle especially on the basis of its experiences and knowledge on trans-boundary issues.
IGAD pursues a pragmatic and progressive approach, which focuses on what is strategically useful and feasible politically, economically, socially and technically at regional, national and international levels, with the available human and financial resources. IGAD is adopting a holistic programmatic approach to its development initiatives instead of the stand-alone project interventions of the past. To facilitate this transformation as well as enhance its organizational performance, efficiency and effectiveness, IGAD has put in place a Result Based Management (RBM) system.
The national development policies, strategies, legislation and programmes of the Member States are recorded in documents like the National Development Plans, Poverty Reductions Strategy Papers (PRSP) and Sessional Papers on specific issues. IGAD will work with the line ministries and other national institutions whose role is to implement policies in their respective countries to leverage national priorities, with the potential for signficant value addition. In carrying out these actions IGAD employs an intensive participatory approach, thus ensuring that the ownership remains with the Member States. Much of IGAD’s work is carried out in a process approach involving intensive background studies followed by a series of workshops and meetings to come up with common regional positions on the issues at hand which usually are endorsed by the sectoral policy organs and approved by higher IGAD Policy Organs.
IGAD shall continue to maintain its proactive approach towards the relevant emerging issues, both of a regional and international nature. It will increase its involvement in promoting issues like good governance, democratic culture and human rights in the IGAD region and consider their linkages to peace, security and sustainable development. IGAD will focus on developing a regional consensus on such issues and putting in place mechanisms for their implementation. It will further ensure the participation and involvement of its Member States in addressing and monitoring of emerging issues globally Further, IGAD will adhere to and promote integrity, accountability, cooperation and transparency in its dealings with Development Partners, Member States and other stakeholders.
Building On the Previous Strategy.
This strategy builds on the IGAD Regional Strategy (2011-2015), which established the foundation for strategic direction in enhancing regional cooperation and integration for the region. Its implementation has focused attention on core issues, priority areas of concern and key opportunities in three priority areas of food security and environmental protection, economic cooperation, regional integration and social development, peace and security. The process has also helped bring regional stakeholders together with a common focus and, in doing so, has provided a framework for partnership building and collaboration towards common goals and allowed more directed and prioritized interventions at the regional and member states level.
Analysis of the activities implemented across the Region in response to the 2011-2015 strategy identified several principal regional achievements including:
Much more positive engagement of member states; working together and development of successful partnerships; awareness raising in the regional community and on targeted sectors e. g. drought risk management; signing of a joint financing agreement (JFA) with donors to support implementation of phase 2 of ISAP 2012-2014 and now Phase 3 (2016-2020) working towards better monitoring, evaluation and reporting for improvement; enhancement of capacity within the secretariat. adoption of the Minimum Integration Plan (MIP) Development and harmonization of regional sector policies and strategies such as the IGAD Environment Policy, IGAD Environment Impact Assessment (EIA) Policy Framework, the IGAD EIA Protocol, etc. preparation, adoption and implementation of the IGAD Sustainable Tourism Master Plan development and approval of an IGAD water policy. continued IGAD led peace processes in member states such as Sudan and Somalia.
While there have been achievements in the above key areas, a lack of concise information regarding the impacts of this progress has made it difficult to provide a meaningful assessment of the positive changes arising out of these initiatives.
The review of activities and achievements across the Region also exposed some apparent structural and functional deficiencies with respect to progress in the integration process and implementation of the past strategy. Esses incluem:
a lack of progress towards ratification of the IGAD treaty irregular meetings of the key IGAD organs particularly the Ordinary Summit Meeting of the IGAD Assembly of Heads of State that has not been convened for a very long time high reliance on donor funding and delay in transfer of committed funds to IGAD slow domestication of protocols and policies.
Furthermore, the review revealed that there are prevailing difficulties in monitoring progress and impacts from the previous strategy and a new framework is required to address this issue and make it possible to report on future outcomes and impacts.
Charting the Changing Trends in the Environment of the IGAD Region.
This strategy outlines some of the issues that have been identified in IGAD’s operational environment over the past few years. Recognizing that a strategy does not operate in a vacuum, but rather within the context of social, political and economic change, it is helpful to track changing trends in IGAD’s external context for the purpose of adapting its implementation to embrace the changing regional and international dynamics and real circumstances in which the regional communities live. At the same time it is important to understand the internal realities that the IGAD secretariat as an institution faces as it looks outward beyond itself.
The External Environment and Megatrends.
The internal and external contextual factors that serve as the conditioning framework for the IGAD region’s growth suggest that the region and its people live in a world that is in the throes of a transition and that is fraught with much uncertainty. The quest for transformation is thus faced with a mixture of challenges and opportunities, which need to be properly managed in order for the region to complete the path towards prosperity.
These external shifts which carry implications for the region’s long-term prospects were collated and analyzed during the regional study scan of the strategic issues and emerging concerns around six of IGAD’s priority sectors; namely:
Agriculture, livestock and fisheries development Natural resources and environment protection Social Development Regional Economic Cooperation and Integration Peace and Security; and Gender Affairs.
The study culminated into a “State of the Region Report” which provided an independent and objective analysis of the key issues for the Region based on a scan of existing and emerging issues and consideration of changing socioeconomic, regulatory and political operating environments for the Region. As the Region moves into the next strategic period, it is apparent from the scan that many of the issues will remain unchanged. An analysis of these issues within the context of world development Megatrends are presented below.
1. Demographic Change and Urbanization: The main trend for the next 20 years in the region is that of a growing and young population that moves into the cities. The focus of population growth is on the youth bulge and its impact on savings: The region and in fact Africa in general has some of the highest active dependent ratios with a record number of young people to educate, feed and employ. Urbanization and cities in the region have not yet become the engines of increased productivity they have been on other continents and expanding city populations will demand rising investment in urban infrastructure and social services, putting further strains on vital resources. As urbanization is a long-term trend which is not likely to stop, it is critical to explore ways and means to enhance the productivity of urban based activities.
2. Diffusion of Power and New Political Dynamics: There is a shift in the global locus of economic power and influence from the West to the East. However that change in “the geography of wealth” has not been matched by a commensurate change in the geography of power, or a significant recomposition in the instruments of global governance.
3. War on Terror: There has been a recomposition of the global security agenda to incorporate a complex “war on terror”. The war on terror has had two major economic impacts so far:
An increase in overall military assistance to countries experiencing conflict. The elimination of sanctions on arms exports to these countries.
Regional states such as Kenya, Ethiopia, Djibouti and Uganda have all experienced either an increase in military assistance or the elimination of sanctions that prevented their buying arms. Although some of these countries have experienced small increases in funding, these do not seem to have a significant long-term economic impact on the country or conflict. The campaign against terrorism has had political, as well as economic, repercussions. There has been a concerted effort to link conflicts to the terrorist attacks in the region (e. g. the September 2013 Westgate Mall and the April 2015 Garissa University attacks in Kenya) and to reclassify opposition and rebel groups as “terrorists.” Once rebel groups are classified as terrorists, governments feel less pressure to negotiate and become less willing to enter into a peace process. In many cases this disinclination towards negotiation leads a government to seek a military victory through the extermination of the rebel group. Several regional states are also experiencing direct US involvement in large counter-terrorism programs. The Pan-Sahel Initiative, now known as the Trans-Sahara Counter-Terrorism Initiative, was established in 2002 and is based in Djibouti. Between 1,200 and 1,500 US marines are training security personnel in a number of African countries. The US-led campaign to combat international terrorism is influencing armed conflicts around the world. Close attention must be paid to the broader impacts of the war on terror to understand the implications in different parts of the region even as traditional inter-state and intra-state conflicts endure around a plethora of issues.
4. Resource Scarcity and Climate Change: the growing population in the region will lead to an increase in demand and consumption of energy, water, food and other resources. At the same time, over 50% of the region’s population will be living in areas of high water stress. Whilst the rising population will demand more food, millions in the region already suffer chronic hunger. The vast majority of hungry people live in transboundary areas of the region where the prevalence of undernourishment is quite high. More frequent and severe extreme weather (droughts), combined with ever growing numbers of people and exposure of productive assets (e. g. Livestock) will lead to massive economic losses.
5. Income: Many of the member states have shown impressive GDP growth rates over the past decade averaging between 5% - 8%. This has propelled a large number of people out of poverty with corresponding improvements in education, life expectancy, and access to public services. This has however been accompanied by a widening income and non-income inequality gap, derived both from the nature and pattern of the growth that is occurring The impact has been a realignment of socio-economic structures, and the poverty of social policy across the region. Particularly badly hit by the dynamics of inequality are women, children, and the elderly. In many member states, the resulting social exclusion is becoming a problem, which if not addressed, could generate problems of governance and sustainability. Policies that foster the broadening of opportunity and inclusion need to be put in place, beginning with macro-economic policies, which ensure inclusive economic growth in the region.
6. Migration: People are not only migrating from rural areas to nearby cities, they are also migrating to other countries in the region largely as a result of violent conflicts as refugees, IDPs and more than 17 percent of the global and half of Africa’s IDPs are in the Horn of Africa. The region also hosts 2.46 million refugees, while also producing 3.12 million refugees.
7. Increased Conflict and Fragile States: Although inter‐state conflicts have reached historically low levels in the past decade in most parts of Africa, many people in the IGAD region still live in areas affected by fragility, conflict or criminal violence. There is a real risk that even more countries will experience periods of conflicts and fragility due to three factors: 1. Worsening socio‐economic disparities; 2. Resource scarcity and environmental constraints; and 3. Technological advancement. A widespread phenomenon will be the evolution of a range of radical and often violent social movements, frequently transnational in development as well as impact. They will be essentially anti‐elite movements that may have a focus in religious beliefs, ethnic identity, nationalism, political ideology or a complex mix of these.
8. Technological Advancements Economic growth, especially in the regional economies, will stimulate increased technological innovation which in turn will shape socio‐economic developments. New technologies are being adopted faster and innovation cycles become ever shorter. The technology gap between the developed and developing countries will narrow. With regards to the information and communication technologies sector, most of the region’s population is now connected to mobile broadband. Social media will continue to expand, enabling both useful and dangerous communications across diverse user groups and geo‐political boundaries.
9. The Sustainable Development Goals (SDGs) and the African Union’s Agenda 2063.
In September 2015, the world leaders signed up to the 2030 Agenda for Sustainable Development, of which 17 SDGs are central, and which aims to address the three interconnected elements of sustainable development: economic growth, social development and environmental sustainability.
On the other hand, at the African Union (AU) Summit in May 2013, Heads of State and Government in their 50th Anniversary Solemn Declaration laid down a vision for the Africa they want to see in the next half a century. The vision later became Agenda 2063, which aims for a peaceful, integrated and prosperous continent by 2063 and is “an endogenous plan for transformation”.
The two agendas relate to each other, and have considerable implications, challenges and opportunities for their domestication processes. UN Member States’ (including African Member States) affirmation that Africa’s Agenda 2063 and its 10-Year Implementation Plan is integral to the universal SDGs agenda indicates that while the continental agenda articulates Africa’s specific aspirations and responds to the continent’s specific development challenges, its implementation is also guided by the spirit and principles of the global Agenda 2030.
Agenda 2063 and the 2030 SDGs Agenda broadly converge on social development (people), inclusive economic development (prosperity), on peaceful and inclusive societies and responsive institutions (peace), and on a number of environmental sustainability issues (planet). These two agendas will have an impact on the IGAD countries and their development partners in terms of both challenges and opportunities, especially as governments decide on their priorities.
The Internal Environment.
IGAD has also undergone a series of institutional changes that have strengthened its internal institutional capacity in areas such as strategic planning and human and financial resources management. A raft of new programmes such as IDDRSI, ISAP, and CAADP, and institutions like the ICPALD were put in place. IGAD is also attracting more development partners through some of these programmes. On the other hand, some of the existing and even newer programmes are facing challenges due to resource scarcity and inadequate staffing.
What does this mean for IGAD Today?
IGAD’s external environment has become a much more influential field of operation than it has been in the past. In response to this, it is imperative that IGAD develops and practices a new visionary mindset. IGAD also understands that it can no longer take the support from the member states and development partners for granted. It is imperative that IGAD should deliver and meet the expectations of stakeholders.
IGAD in today’s regional context needs to earn its relevance through the building and deepening of relationships within the member states which it serves and partners that support it. Therefore IGAD needs to be able to effectively implement various programmes it commits to undertake and to support new and growing initiatives throughout the region. IGAD needs to shift its mission from Norm-Setting to Norm-Implementation, and advance towards the norm-implementation phase of existing treaties and policies. Visible changes resulting from the implementation of existing policies will ultimately determine whether IGAD effectively respond to peoples’ demands and engender member states buy-in and renewed faith in the institution. At the same time IGAD needs to find new ways to support and work together with other REC’s in the region that add value to IGAD’s priority sectors.
Renewed Thrusts for 2016-2020.
This strategy document affirms the vision, mission, values and goals as laid out in the 2011-2015 document and attempts to update it by taking into account the internal and external environments affecting the region and the Organisation. Additionally the same four Strategic Pillars laid out in the 2011-2015 plan (Agriculture, Natural Resources and Environment; Economic Co-operation and Integration and Social Development; Peace and Security and Corporate Development Services) will continue with adjustments to the changing environment.
Although the basic environment in which IGAD finds itself has not changed in essence, it is the belief that the environment externally has continued on its developmental path influenced by socio-political and environmental trends listed before, while internally the pressures created by that environment, both negative and positive (expansion of programmes and activities, shortage of finances, loss of influence in the member states in some cases, etc.) have continued to increase. Moving forward, IGAD is still in a very strong position to meet the challenges that lie ahead.
A summary of the situation analysis of six IGAD priority sector is provided in Appendix 1 at the end of the Strategy document. Further details of the same can be found in the IGAD State of the Region Report.
Agriculture, Natural Resources and Environment Agenda.
One of the main thrusts of IGAD is boosting agricultural production and sustainable management of natural resources and the environment to ensure resilient livelihoods and sustained economic growth in the region. This is in line with the vision and mission of the African Union and its organs such as the New Partnership for Africa Development (NEPAD) and the African Union Commission’s Department of Rural Economy and Agriculture (AU-DREA), whose mission is to “strengthen the agricultural sector, rural economies and the environment in order to improve the livelihoods of the African people and ensure poverty eradication”. To drive its agriculture and environment agenda, IGAD developed regional policies and strategies such as the IGAD Food Security Strategy; the IGAD Fisheries Strategy IGAD Regional Environment Policy; IGAD Environment and Natural Resources Strategy; IGAD Environment Impact Assessment (EIA) Policy Framework; IGAD EIA Guidelines; IGAD EIA Protocol; IGAD Drought Disaster Resilience and Sustainability Initiative (IDDRSI) Strategy; and IGAD CAADP. IGAD’s policies and strategies attempt to realize the AUC-DREA’s crucial three pronged roles in developing improved environmental, water and natural resources management, including developing responses to the consequences of climate change and desertification. IGAD has also created a specialized centre for pastoral areas and livestock development (ICPALD) which will domesticate AU’s policy on Pastoralism in Africa. IGAD is also implementing programmes such as the IGAD Inland Water Resources Management, which will translate the African Water Vision 2025 into reality in this region.
Some 70% of the IGAD region is classified as Arid and Semi-arid Lands (ASALs). In the past, the ASALs were wrongly regarded as expanses of unproductive wastelands that attracted little or no interest or investment from the private and public sectors. Following the severe drought of 2010-2011, the IGAD Heads of State and Government directed the IGAD Secretariat to lead the process of ending drought emergencies in the region. Consequently, the IGAD Drought Disaster Resilience and Sustainability Initiative (IDDRSI) with seven thematic areas (components) and harmonized regional programming paper (RPP) and country programme papers (CPPS) was produced. The IDDRSI Strategy underscores the importance as well as the true value of the region’s resources and opportunities at the ASALs. Whereas the predominant livelihood system in the IGAD ASALs is pastoral livestock production, the contribution of livestock and livestock products to the agricultural GDP is frequently underestimated in all countries. This underestimation of the region’s principal product obscures the region and the livestock and dryland products sector from the political limelight that usually inspires government support and thus undermines the region’s potential for enhanced productivity and progress.
The IDDRSI Strategy is designed to strengthen and build on the on-going interventions by the IGAD Divisions and Specialized Institutions, Member States and development partners including, non-state actors, which add value to building drought disaster resilience. It strengthens innovations and promotes best practices and promising technologies and takes cognisance of indigenous technologies and knowledge systems.
The Comprehensive African Agriculture Development Programme (CAADP) is an Africa-wide agricultural development framework which was adopted by the AU Heads of State and Government in 2003 with the objective of accelerating agriculture-led economic growth and poverty reduction. The IGAD Secretariat with the support of and in consultation with the Member States, development partners and technical institutions identified regional priorities that form the IGAD CAADP Compact and action areas. The IGAD regional CAADP promotes regional investments to complement national CAADP Compacts and Investment Plans, particularly in transboundary areas, to accelerate agriculture-led economic growth in the region.
Regional Integration Agenda of IGAD.
IGAD’s agenda on regional economic integration is in line with that of the African Economic Community (AEC) and African Union (AU), including NEPAD. IGAD was among the signatories of the Protocol on the Relations Between the Regional Economic Communities (RECs) and the AU, signed 27th January 2008 in Addis Ababa. The ultimate goal of establishing the African Economic Community (AEC) is to accelerate economic and social integration of the members of the continent through integration efforts of RECs and Member States. Therefore the role of IGAD as a REC is derived from this strategic goal of the AU. This role entails harmonization and coordination of policies and programs among IGAD Member States and with other RECs and alignment with AU policies and strategies which are binding to all RECs, taking into account NEPAD to spearheading the process leading to creation of common African market as a prelude for AEC. Successful accomplishment of regional integration agenda in terms of economic, political, social, cultural in IGAD region facilitates achievement of other IGAD strategic objectives in maintaining peace and security throughout the region and promoting advancement in environment and agricultural sector leading to sustainable development of the region and consequently contributing to the continental integration and development.
To this end, IGAD’s Heads of State and Government decided to implement the current Minimum Integration Plan (MIP) as a guiding and dynamic strategic framework for the economic and social integration. Under the Regional Strategy, IGAD will continue pushing ahead with its regional integration agenda by developing an IGAD FTA, taking into account existing harmonized frameworks such as the Tri-Partite Agreement and the continental FTA to be achieved by end of 2017.
Peace and Security Agenda.
The Regional Economic Communities (RECs) constitute the building blocks of the African Union (AU). The AU and the RECs have close and mutually beneficial relationships. While RECs pursue their respective mandate priorities, still they play an important role in the implementation of the AU policy frameworks. To that effect, the goals, objectives and core programme areas of the IGAD peace and security agenda, guided by its Regional Peace and Security Strategy is consistent and in alignment with the AU Peace and Security programme, guided by the Africa Peace and Security Architecture (APSA). Accordingly, IGAD’s vision as defined in both its Regional Strategy and in particular that of Peace and Security Strategy which strives towards “A peaceful, integrated and prosperous IGAD Region that contributes to Africa Union Agenda 2063” reflecting the same spirit and substance of that of the AU which envisions an integrated, prosperous and peaceful Africa.
Moreover, IGAD’s peace and security core programme areas include Conflict Early Warning and Early Response, Preventive Diplomacy and Mediation, Transnational Security Threats, Governance, Democracy, Rule Of Law, and Human Rights, Humanitarian Affairs, Post-Conflict Reconstruction and Development; and Gender Equality and Women's Empowerment for Peace . Recent achievements under the Peace and Security agenda include the negotiation between the two South Sudanese rivals to bring peaceful resolution of the conflict, the 2005 Comprehensive Peace Agreement between Sudan and South Sudan and the restoration of a functioning government in Somalia achieved in the New Somalia Peace Deal.
Corporate Development Agenda.
IGAD Institutional Strengthening Action Programme (ISAP) 2016-2020.
IGAD recognises the need for the necessary and sufficient institutional capacity to deliver its mandate and meet stakeholder’s expectations. IGAD equally acknowledges that gaps in its capacity are considerable and would require sustained external support from various partner agencies and institutions. Consequently, IGAD launched an Institutional Strengthening Action Plan (ISAP). The primary objective of the Institutional Strengthening Action Programme (ISAP) 2016 – 2020), now a fully-fledged programme of IGAD, is to “increase IGAD institutional capacity to allow the Secretariat and Specialised Institutions to interact effectively and efficiently with Member States, Development Partners and other Stakeholders as a results-oriented organisation”. The ISAP (2016-2016) document with its annexed action plan is the policy framework document that describes IGAD’s strategy and action plan for institutional strengthening. This document is continuously being updated and in its current phase is in line with the overall IGAD Strategy (20116- 2016).
Different Development Partners are supporting IGAD in the implementation of the ISAP. The IGAD Secretariat, with the support of Denmark, prepared a report on Options for Harmonised Donor Support to IGAD (2008). This was followed by another report on Joint Financing Arrangement (JFA) between IGAD and Development Partners. The purpose of the JFA is to provide a dialogue framework for support to IGAD in delivering its mandate in line with the Paris Declaration principles of ownership, harmonization, alignment, results and mutual accountability.
On 28 August 2012 four partners, namely, Denmark, Finland, Norway and Sweden and IGAD, signed a JFA agreement to support implementation of phase 2 of ISAP 2012-2014. Other partners including the EU, Germany, World Bank and African Development Bank are contributing resources to ISAP implementation in parallel with the JFA funding mechanism.
Gender mainstreaming is the primary global strategy used by development organizations for promoting Gender Equality and Women’s Empowerment. The IGAD Gender Policy and Strategy was formulated and launched in 2004 and revisited and updated into a new Gender Policy and Strategy Framework for 2012-2020. It focuses on facilitating the mainstreaming of gender perspectives into IGAD’s policies, strategies, programmes, projects and activities to make them gender responsive and to contribute to achieving sustainable socio-economic development in the region.
Building Disaster Resilience.
IGAD places resilience at the heart of its disaster risk management approach. IGAD recognizes that shocks and stresses are just one of many factors driving vulnerability and firmly believes that building resilience of affected populations in a holistic way is effective, cost efficient and sustainable. Resilience refers to the capacity of an individual, household, population group or system to absorb, adapt, and transform from shocks and stresses without compromising ‐ and potentially enhancing ‐ long‐term prospects. Absorptive capacity covers the coping strategies individuals, households, or communities use to moderate or buffer the impacts of shocks on their livelihoods and basic needs. Adaptive capacity is the ability to learn from experience and adjust responses to changing external conditions, yet continue operating. Transformative capacity is the capacity to create a fundamentally new system when ecological, economic, or social structures make the existing system untenable. The resilience concept is thus not just looking at the impact of disasters but also at what makes communities vulnerable to multiple shocks and stresses. It further examines to what extent communities are able to bounce back after a disaster, conflict or shock, therefore addressing their core vulnerabilities and putting more emphasis on the need for recovery from such shocks to mitigate future risks.
With climate change bringing about multiple risks and increasing regional vulnerability, IGAD’s efforts to build resilience aim at contributing to a sustainable reduction in vulnerability through increased absorptive, adaptive and transformative capacity of local populations, governments and other actors. This also entails improved ability to identify, address and reduce risk; and improved social and economic conditions of vulnerable populations. A resilience approach within the disaster risk management cycle provides the crucial link between emergency response, early recovery and long term development and a key area of focus for IGAD in the coming decade. Even though resilience building activities are domiciled within IGAD’s, Agriculture, Natural Resources and Environment pillar, this is a crosscutting theme that has application across all domains of IGAD operations.
Developing a Focus on Implementation Excellence and Relevance.
In the past, it has been imagined that one of the great attributes of any REC is that grouping together individual countries in sub-regions will always lead to achieving greater economic cooperation and integration. That may have been generally true a few years ago, but in recent times RECs have developed increasing variations in their outward appearance and operations. The increased number of options, with many overlaps in membership and growing flexibility presents many challenges for both IGAD and member states. For example, in East Africa, Kenya and Uganda are members of IGAD, EAC and COMESA, whereas Tanzania, also a member of the EAC, left COMESA and joined SADC in 2001.
This multiple and confusing membership creates duplication and sometimes competition in activities. RECs have transformed by highlighting their core competencies to more accurately reflect the needs of the member states and address the Member states priority needs in each region. With the existing structure of the RECs which is far from ideal, with many overlaps in membership, members states see each of the different RECs as important to them for very different and specific reasons and not for all the proposed integration goals of that REC and that of the AUC. Therefore, in as much as IGAD certainly needs to remain within the bounds of its strategy and clearly within the bounds of its programmatic areas authorized by the member states, implementation of its mandate need to be brought to life by the creativity and good delivery of the secretariat, making membership a meaningful experience and especially in those areas where IGAD has a comparative advantage, e. g. peace and security and mitigating effects of drought, desertification and food insecurity in the region. Member states need to come away from that experience knowing that they have a competent institution guided by excellence and relevance.
In addition to the above-mentioned priorities, IGAD needs to continue promoting regional policy reforms and increased investments in the priority areas of agriculture and food security, environment, peace and security, trade and market access, governance, infrastructure (energy, transport and water sanitation, and information and communication technologies), gender, and capacity development. IGAD will need to continue to promote the participation of the private sector, civil society organizations and the Diaspora in fostering development in the region.
This new strategy 2016-2020 will therefore continue focusing in the following key strategic areas within the next decade.
In preparing the Strategy, IGAD strives for excellence and integrity in accomplishing its mission and vision. It is guided by the high values and principles stipulated in the Agreement Establishing IGAD and other relevant regional and international treaties and charters that the Member States have entered into in pursuit of sustainable development in the region. These values and principles include.
Promotion of good governance that strictly adheres to the establishment and protection of fundamental human rights through institutionalisation of democracy and transparency; Promotion of a sense of community that aspires to maintaining peace in the Region and finding peaceful resolution of disputes between and within the Member States; The endorsement of those principles and values that encourage individual and collective responsibility; The establishment and maintenance of frameworks which enable the people to identify their priority needs and be in the forefront in resolving them; IGAD adheres to the principle of subsidiarity, which means that it operates at the levels in society where it can achieve maximum impact; IGAD subscribes to the principle of variable geometry, which recognizes that its members are at different levels of development and move at different speeds and constellations depending on their priorities; Adding value and complementing development efforts of the Member States in a consultative process that enhances cooperation and spirit of partnership in programmes; Adherence to the principle of gender sensitivity and equity; and Promotion of open, transparent and joint aid modalities with development partners.
Target Groups / Stakeholders.
The immediate target groups are the IGAD policy organs, i. e. the Heads of State and Government and the Council of Ministers. Another important group is the key policy - and decision-makers including sector-ministers and other high government officers of the Member States’ institutions.
Involvement of non-state actors would strengthen not only the strategic and operational mechanisms of IGAD but also among the IGAD Member States. Therefore, in implementing the strategy the target groups will include civil society organizations and private sector representatives. Development Partners, UN agencies and other regional and international organisations active in promoting sustainable development in the regional are also benficiaries of the strategy.
Ultimately, all inhabitants of the region will benefit from the improved political conditions, resilience to drought and other shocks, improved security, prudently managed natural resources, a well-protected environment and enhanced regional economic co-operation. A special target group is the poor and food insecure people in the region’s rural and urban areas, particularly women and those living in marginal, drought – prone or conflict - prone areas.
Strategic Partnerships and Alliances.
The IGAD Regional Strategy would require the support of all the stakeholders. In particular, successful implementation of the Strategy will not be possible without the concerted effort of the Member States who would avail the necessary political, institutional, legal, human and financial resources, etc. backing to the Strategy. With the support of the Member States, IGAD would be in a stronger position in mobilising other stakeholders to render the required financial and technical resources and partnerships for the implementation of the Strategy.
IGAD recognises the need for close and cooperative partnerships with all stakeholders in translating the ideals of the Strategy to concrete results. To that effect, IGAD will enter into strategic partnerships and alliances with relevant stakeholders at local, national, regional and global levels that have similar mandates for achieving socio-economic and political resilience through sustainable development in the region. These include the NGOs, civil societies, private sector, UN agencies, development partners, RECs and the African Union Commission (AUC).
Civil Society and private sector involvement.
Civil Society and non-state actors will be given a bigger role to play in the IGAD development initiatives such as project preparation and implementation. The IGAD/civil society and non-governmental organizations Forum which was established pursuant to the decision of the IGAD Council of Ministers would serve as the mechanism to involve civil society appropriately in the policy formulation and strategic planning discussions, and the planning, designing and implementation of IGAD strategies, programmes and processes.
IGAD Development Partners.
Over the years, IGAD entered into many partnerships and has had cooperation with many development partners. The European Union (EU), Germany, The Netherlands, Denmark, USAID, Norway, Finland, Spain, Sweden, Italy, Canada, the World Bank and the African Development Bank are among the partners who have been supporting IGAD programmes for a long time. Coordination with and among development partners happens in the IGAD Partners Forum (IPF) which brings together, IGAD Member States, IGAD Secretariat and donors agencies and other members such as the UNDP and AUC at both political and technical levels.
IGAD has had a number of institutional assessments which identified, among other things, the need for a comprehensive institutional capacity development so that it can deliver its mandate. Consequently, IGAD in collaboration with Development Partners and Member States produced an elaborate Institutional Development Action Plan (ISAP) in 2009. A second phase of the ISAP was launched in January 2013. IGAD is now in the third phase of ISAP (2016-2020) where it has been transformed into a fully-fledged programme of IGAD. Under the ISAP, IGAD receives substantial support for capacity development from partners including the Nordic countries of Denmark, Finland, Norway and Sweden who have put their financial contributions in a Joint Financing Arrangement (JFA) mechanism. A similar financing mechanism was developed for the Peace and Security programmes by Denmark, Norway, Sweden and Netherlands. The joint financing mechanism was found helpful in planning, resource mobilisation, implementation of activities, reporting.
In order to implement the IDDRSI strategy and implementation programmes effectively and efficiently, IGAD established a Regional Resilience Platform to lead the process. The Platform is to provide a mechanism for coordinated and harmonised implementation of interventions at the national and regional levels with the aim of ending drought emergencies in the Horn of Africa by sustainably enhancing disaster resilience of vulnerable communities especially those in the pastoral and agro-pastoral areas.
The Platform brings together the Member States, IGAD Secretariat, Development Partners, the AU, other RECs, UN agencies, Civil Society and specialized research and training institutions. It comprises a General Assembly (GA) of all participating stakeholders, a Platform Steering Committee (PSC) and a Platform Coordinating Unit (PCU) hosted by the IGAD Secretariat. IDDRSI will also strengthen IGAD in the implementation of the UNCCD, in particular to implement the 10 Year UNCCD Strategy, the Sendai Framework for Disaster Risk Reduction 2015-2030. In addition, it will enhance IGAD;s capacity in the implementation of the other two Rio Conventions, namely the UNFCCC and UNCBD, but most of all the IGAD overall strategy.
Further, in April 2012, the Global Alliance for Action for Drought Resilience and Growth, an informal network of donors and international organisations, was formed in response to the call from IGAD Heads of State and Government to support the initiative to end drought emergencies in the Horn. In addition, the Global Resilience Partnership, was created by USAID, Rockefeller Foundation and other partners to enhance resilience in South-eastern Asia, the Sahel and the Horn of Africa. Members of the Global Alliance are committed to enhance resilience against chronic drought and promote economic growth in the Horn of Africa and Sahel. Both partnerships bring together relief and development actors and resources around common plans to promote alignment, coordination and harmonisation efforts. In the Horn of Africa, specifically, the Global Alliance and the Global Resilience Partnership arecommitted to support the development of the IGAD Regional Programming Paper (RPP) and the Country Programming Papers (CPPs). IGAD would be implementing the resilience strategy of the Global Alliance and the Global Resilience Partnership in the IGAD region.
Regional processes and Frameworks.
IGAD will continue with its role of sensitising IGAD Member States on the WTO negotiations to enable the Member States to take steps towards enhancing their national WTO negotiations and programmes. IGAD will also play an active part in the ACP/EU negotiations together with the follow-up of the implementation of the RSP/RIP for Eastern Africa regional organisations under the Cotonou Agreement and IRCC. IGAD as a Regional Economic Community (REC) will continue to pursue regional coordination and cooperation within the AU/AEC/RECs framework, including NEPAD. In respect to relationships with EAC, COMESA and CEN-SAD where an IGAD member country would belong to two or more of these institutions, IGAD will negotiate and enter into cooperative agreements and understandings with such institutions to avoid duplication of efforts and wastage of resources.
The traditional forms of national sovereignty are increasingly being challenged by the realities of political and economic interdependence that call for joint effort at regional and global levels. In shared resource, ecological and economic systems, most parts fall outside national jurisdiction entailing that sustainable development can be better achieved through regional approaches agreed upon mutually by the concerned countries. In this respect, all countries of the IGAD region are party to several international conventions and initiatives including the UNCCD, CBD, UNFCCC, and the Human Rights Convention. They are also members and beneficiaries of a considerable number of regional and international organisations dealing with general political and economic development issues but with varying mandates and geographical coverage. These include AU, ECA, ADB, COMESA, EAC, IOC, ASARECA, OSSREA, RCMRD, IUCN, FEWS, FAO, WHO and ATU among others. The regional processes and frameworks would enable IGAD to effectively and efficiently complement member states efforts in the implementation of regional and global commitments / agreements to which they are Parties.
IGAD scores low in public profile and visibility in comparison with its actual work and success. IGAD needs to enhance its visibility through a meticulous and comprehensive communications strategy that captures and disseminates the numerous successes of its work. Bridging the mismatch between the IGAD’s actual work performed and its rather ‘obscure’ image in the public and the media need to be another area of focus and support function. Moreover, its intra-divisional and inter-divisional communications, public outreach and regular communications with the Member States also need transformation. Thus, IGAD will develop an integrated Global Communications Strategy.
Strategic Partnership for Resource Mobilisation and Implementation.
IGAD does not have a comprehensive policy and strategy for governing partnerships. The need for a partnership emanates from mutual recognition that no country or organization, particularly organizations like IGAD, can meet the 21st century’s challenges alone. Threats are often local or regional manifestations, but they also have global impacts and implications. Some of the MOUs with partners have not been operationalized yet. Also, there is a need for the IGAD to develop a mechanism for periodic performance reviews of MOUs with partners to ensure functionality and continued relevance. Thus, IGAD will develop a Strategy on partnership under which, the following actions will be taken:
Study on how to diversify funding sources and develop implementation plan on alternative sources of funding Develop strategy on resource mobilization underpinned by innovative resources mobilisation anchored on performance and delivery based approach to deepen partnership and also with focus on rigorous lobbying for Member States timely and increased contributions Encourage and engage Member States to make timely and increased financial contributions Mobilise Member States to make in-kind contribution in human, material and financial resources for the implementation of this Strategy in addition to the assessed annual contributions to the Secretariat’s core budget Develop an partnership strategy that guides all partnerships including with development partners and the private sector and other actors Strengthen partnership with traditional sources of funding Diversification IGAD cooperating partners by attracting non-traditional donors Creation of an IGAD endowment and risk fund.
The strategy recognises a number of internal and external factors that could impact on its effectiveness and successful implementation. In this context, IGAD will pursue, monitor and evaluate a process that will ensure:
That IGAD Member States continue to provide adequate financial support to the operations of the Secretariat and will also contribute to the funding of its programs. That the members of the IGAD Partners Forum (IPF) continue to support IGAD and increase their financial contributions towards the implementation of its programmes. That the IGAD Member States continue to see the need for collaboration and working relationship in conceptualising, planning, and executing regional activities that provide added-value to the Member States’ respective national programmes. That IGAD takes the necessary management actions to implement the strategy. That development partners increasingly channel support through Joint Aid Modalities to reduce transaction costs and improve policy dialogue. That the strategy is flexible, dynamic and responsive to the changing global context so that the IGAD can capitalise on emerging opportunities or respond to new challenges as they arise.