THE CIVIL SOCIETY ENGAGEMENT

FRAMEWORK

March 2012

Zéneb Touré

1. Rationale

2. Objectives

3. The value added of the CSO Framework

4. Components of the new engagement framework

◦The three-Tier engagement modality◦CSO support to Ongoing AfDB activities◦AfDB support to CSOs

5. Mechanisms for CSO engagement

AfDB’s Medium-term Strategy (MTS), 2008-2012◦ proposes AfDB support to the involvement of CSOs

in the design, implementation and evaluation of projects and programs

◦ reiterates the importance of results-based and client-oriented approaches

AfDB’s Long term strategy 2013-2022

Paris Declaration on Aid Effectiveness (2005)

Accra Agenda for Action (AAA, 2008)

Help the Bank achieve greater results and impacts through improving the Bank’s collaboration with CSOs and Strengthen the existing mechanisms for participation and coordination

◦Promote staff interaction with CSOs

◦Strengthen the Bank’s capacity to build cooperative working modalities with CSOs / Provide operational guidance for the Bank’s staff

Development impact

Public outreach/Partnership

Results and effectiveness (CSOs : comparative advantage in terms of cost, timeliness, flexibility, local knowledge and proximity to the beneficiary population

Policy dialogue (Highlight important issues/strategic

orientationOwnership

The three-tier engagement mechanism/modality

The AfDB support to CSOs/Capacity building

have been integrated in the view of consolidating the 1999

Pol i cy on Ci vi l S oci et y Cooper at i on

Corporate level AfDB–civil society policy dialogue at headquarters level

e xpanded m ore consolidated over the past years

Encourage greater civil society participation at the Bank’s Annual MeetingsDefine criteria to select CSOsInstitute a learning program for Bank staff/develop toolsOrganize consultations between senior management of the Bank and CSOs on emerging regional issues

Regional/Country level Increasing CSO participation provides insight into

local knowledge and ensures citizen support of the Bank’s projects.

The Bank country offices : regular consultations with CSOs to improve CSP, poverty reduction papers : To increase CSO knowledge about the bankMapping of CSOs in country/data baseThe Bank regional departments and country offices: CSOs participation CSP, PBO

Project/operational levelCSOs in Project: better outcomes, lower risks, and

increased development effectiveness. improve project design, quality of service, public support,

increases transparency and accountability and improving relationships between citizens and their

public agencies.

Develop and institutionalize templates for CSOs CSO and beneficiary involvement in monitoring and evaluating AfDB-supported projects

Comp 2: Comp 2: CSO support to Ongoing CSO support to Ongoing AfDB activities AfDB activities

Integrated Environmental and Social Safeguards Systems

Independent Review Mechanism

Expanding the role of CSOs in fragile regional member

countries Outreach and communication

Integrated Environmental and Social Integrated Environmental and Social Safeguards SystemsSafeguards Systems

CSOs can be a critical ally to enforce the integrated safeguard system by:

Identifying impacts on host communities;

Verifying whether those negatively affected are compensated

Ascertaining whether regional member countries or other borrowers are fully

complying with the bank’s environmental and social safeguard policies and procedures.

IIndependent Review ndependent Review MechanismMechanism CSOs can be:

E ffective intermediary in transferring information to communities.

A ssist the IRM in understanding the nature and scope of complaints and the local social and economic

circumstances at the local level that led to the complaints about the projects.

P lay a pivotal role in providing information to the IRM’s compliance review panels and determining

whether any harm has been inflicted on affected communities.

R aise community awareness on the functions of the IRM and the requirements necessary for submitting

complaints.

H elp communities acquire skills to engage in dialogue and negotiation with the Bank

O ffer suggestions to the IRM on how to improve its outreach activities in RMCs.

Expanding the role of CSOs in Expanding the role of CSOs in fragile fragile statesstates

Develop CSO capacity in fragile states in terms of service delivery, community development, advocacy, peace-building and governance

Strengthen the forums for government-CSO communication in fragile states as those countries face particular difficulties in engaging with civil society and supporting participatory processes

Provide support to the EITI in fragile states within the context of natural resources management.

Capitalize on successful CSO experiences in Africa and other regions and consider forging partnerships with CSOs to document and replicate these experiences.

Outreach and Outreach andcommunicationcommunication Expanding CSO engagement with the Bank

would require meaningful communication between the two parties.

CSOs need to be kept abreast of Bank activities and the Bank, in turn, needs to have basic

information about the CSO landscape on the continent.

To encourage dialogue, the Bank need to strengthen communication with CSOs, guided

by its Policy on Disclosure and Access toInformation.

Level\Typology of Engagement

Outreach and Communication Dialogue and consultation Partnership

• Portal in the Intranet for internal consultation• Online library catalogue and publishing e-Newsletters • Media releases• Television interviews

• Regular consultation on Policies• Consultations between Bank Senior management and CSOs on emerging regional issues• Annual Meetings• Bank CSO forum• African Economic Conferences

• Bank’s CSO database• CSO as peer reviewers of Bank Policy documents• Mapping of CSOs in Africa• Criteria for CSOs selection • MoU With specialised NGOs/CSOs

Regional/Country level

• Project launching, • Loan and grant signing agreements,• Media releases• Television interviews

• Regularly convene CSO consultations for Country dialogue• Policy and project reviews and assessment• Guidelines for CSO participation in Policy dialogue, CSP, RIPS elaboration.

• Bank’s participation in the CSO donors thematic group• CSOs involvement in elaborating CSPs and other country programming documents.

Operational/Project level

• Project launching• Field visits

• CSO involvement in monitoring and evaluating AfDB-supported projects• Guidelines for Bank staff for CSO participation in the project design• CSOs implementation in Bank sponsored initiatives

• CSOs involvement in project results monitoring• Engaging CSOs/NGOs in project implementation

Portal in the Bank Web-site

Corporate level

Mechanism of Engagement with CSOs

1- Internal Consultations – Staff1- Internal Consultations – Staff

2 - External Consultations- CSO2 - External Consultations- CSO

3 - Online Consultations 3 - Online Consultations

February---------—-------------March -----------------------------April -------------------------May 15 1 1

1

February---------—-------------March -----------------------------April -------------------------May 15 1 1

1

3Online sensitization. Gathering of comments on new CSO Engagement Framework on CSO Portal on AfDB Website for comments from all stakeholders partners

3Online sensitization. Gathering of comments on new CSO Engagement Framework on CSO Portal on AfDB Website for comments from all stakeholders partners

2Sensitization of

CSOs and gathering comments on new CSO engagement

framework in Central, North,

West, South and East Africa.

2Sensitization of

CSOs and gathering comments on new CSO engagement

framework in Central, North,

West, South and East Africa.

1Sensitization and ownership of Bank staff within sectors, departments and field offices, on the new CSO engagement framework.

1Sensitization and ownership of Bank staff within sectors, departments and field offices, on the new CSO engagement framework.

Civil Society Engagement Framework Consultations

2012