PartneringwithCivilSocietyOrganisationstodelivertheHigh5s

NorthernAfricaCivilSocietyRegionalConsultation

Tunis,Tunisia,07–09December,2016

Report

February2017

Acronyms

ADF AfricanDevelopmentFund AfDB African Development Bank CBO Community Based Organisations CSO Civil Society Organizations CRMU Compliance Review and Mediation Unit GCL Green Climate Fund GECL GeneralCounselandLegalServicesDepartmentEARC Eastern African Resource Center ECOWAS Economic Community of West African States NGO Non-governmental organization NTF NigeriaTrustFund PTF Partnership for Transparency Fund RMCs Regional Member Countries ONEC Energy, Environment and Climate Change Department ORNA North Africa Regional Department ORPF ProcurementandFiduciaryServicesDepartment ORQR Quality Assurance and Results Department OSAN Agriculture and Agro-Industries Department OSHD Human and Social Development Department OSVP Sector Operations Complex PIDA Programme for Infrastructure Development in Africa TYS Ten Year Strategy SDG Sustainable Development Goal

TableofContents

1.Background..................................................................................................................................................1

2.Formatofworkshop................................................................................................................................1

3.Presentations………………....………………………………………………...………………………………....2

WelcomeremarksandOpeningstatements……………………………………………….……..2

Legalmandate.………………………………………………………………………………………………..3

FrameworkForEnhancedEngagementwithCSOs………………………………..………......5

BankandCSOExpectationsAfDBStrategicframework:Hi5Strategy….……………...3

AfDBStrategicframework:Hi5Strategy.……………………………….…..……………….……..4

ThreeHigh5strategies–Energy,AgricultureandJobsforYouth…………………….…5

AfDBProcurementPolicy………………………………………………………………………………...7

AfDBIntergratedSafeguardSystem…………………………………………………………….……8

Regionalon-goingandpipelineprojectsinNorthernAfrica….……………………….......9

4.BreakoutgroupsPresentations…………………….…………………………………………….………9

5.ConsensusandNextSteps..……………………………………………………………………………......10

6.EvaluationandConclusion................................................................................................................11

Annex1–Speeches……………………………………………………………………………………………....13

• CSORepresentative-Opening

• CSORepresentative-Closing

• Senior Advisor to the President, Civil Society Organisations and

Communitybasedorganisations

Annex2–Breakoutsessionpresentation………………………..……………………….……………17

Annex3–Listofparticipants…………………………………………………………………………….…..29

1.Background1. TheBankmade a commitment at the CSO (Civil SocietyOrganisation) Forum held inLusaka,ZambiainMay2016,to further engagewith civil societyat country level throughorganizing five regional consultation workshops to ensure the Bank’s and CSOscollaborationcandelivertheTenYearStrategy,High5priorityareas(Hi5s); and todefine and identify for eachof the threepriority areas of theHi5s, contextual actionswhere CSOs can contribute to deliver the Bank’s development agenda. The regionalconsultations will also help to raise awareness and reach consensus on theimplementationmodalities.Thespecific objectives oftheconsultationworkshopsareto:

• reacha commonunderstandingof theBank’sHigh5sandTenYearStrategy;• developajointworkplanandstrategytodeliverontheHigh5s;• beperceivedasatransparentandaccountableinstitution;• increaseawarenessofthe Bank’snewapproach;and• create an open forum where CSOs can freely brief the Bank on issues and

programs.

2. Through the regional consultations, the Bank is opening a dialogue with CSOs ontheBank’sstrategicfocusinthreepriorityareas:energy/climatechange,agricultureandjobsforyouth. A roadmapwill be elaboratedby region that will serveas a basis forthe Bank’s CSE (Civil Society Engagement) Action Plan to set up the structure for theenhancedpartnershiptodelivertheHigh5s.3.ThisreportisasummaryofthefinalregionalconsultationfornorthernAfrica,whichwasheldinTunis,Tunisiaon13–15December2016.2.Formatofworkshop4.TheopeningsessiononDay1waspresidedbyMrs.AssitanDiarra-Thioune,RegionalEconomist, from AfDB ORNA (Northern Africa Resouce Center), along side Mr.AboubakryKamara,representativeoftheYouthClimateChangeNetworkinMauritania,madeastatementonbehalfoftheNorthernAfricanCSOs.Mr.NoelKulemeka,ManagerofGenderandCivilSocietyDivisionpresented theBank’sFramework forEngagementwithCivilSocietyOrganisations.5.Following theopeningremarks,Ms.ZenebToure,PrincipalCivilSocietyOfficerandMs. Noura Guemoria, from CDRT (Centre de Developpement de la Region Tensift)Marocco, presented the Bank and CSO expectations. They identified areas wherepotentialpartnershipcanbeforgedandengagementcanbeimprovedfrombothsides.TheBanksectorialrepresentativespresentedthelegalmandateoftheBank,theoverallBankstrategy;thethreestrategiesofthepriorityHi5areas;andportfolioofactivitiesintheNorthAfricanregion.Mr.NoelKulemekawasthegeneralmoderatorfortheplenarydiscussions.6. On Day 2, the AfDB procurement policy was presented, as well as the Bank’sIntegrated Safeguard System (ISS). Most of Day 2 was dedicated to three breakoutsessionsfortheHigh5priorityareas,energy/climatechange,agricultureandjobsforyouththatraninparallel.OnDay3,CSOscontinuedwithgroupworksplitaccordingtotheirrespectivesectorofworktodiscuss.

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Later in the morning of Day 3 was the report back session discussions, along withconcreteactionableitemsandaroadmapforachievingthem.Participants7. Over thirty representatives from Northern African civil society organisationsparticipated in theworkshop. CSO participants came from Algeria,Mauritania, Egpyt,Morocco, and host country Tunisia. Youth representatives from the African Unionchapter,aswellasUMNAGRI,thePAFO(PanAfricanFarmersOrganisation)chapterinNorthAfrica,attendedtheworkshop.Bankcountryandsectorialrepresentatives,fromGECL,CRMU,OSAN,ONEC,ORPF,andtheregionalcountryoffice,ORNAparticipatedintheworkshop.3.PresentationsWelcomeremarksandOpeningstatements8.Mrs.AssitanDiarra-Thioune,RegionalEconomistinORNA(NorthernAfricaResourceCenter)openedtheconsultationbystatingthattheobjectiveoftheBankistocooperatewith civil society to ensure a robust and functional relationship. TheBankwill followmore inclusive and holistic approaches, and strengthen collaboration with majorpartnersandcivilsocietyorganizationstoyieldresult.Mrs.Diarra-ThiounehighlightedthattheBank,insomecaseshastheabilitytofund-raiseandtosolicitgrantsthatwouldbeuseddirectlytothebenefitofCSOsespeciallythoseCSOsthatmayrequirecapacitybuildingandinstitutionalsupport.9. Mr. Aboubakry Kamara, representative of the Youth Climate Change Network inMauritania,madeawelcomingremarkhighlightingthatitisanurgentmatterthatCSOstake part in the development, design and implementation of African projects. Mr.KamarahighlightedthatCSOsplayan importantroleofraisingawareness,monitoringand evaluation and disseminating information at local, and regional level. HecommendedtheBankfortheinitiativeofinvitingCSOstoengageincontructivedialoguewiththeBank.PresentationoftheFrameworkforEnhancedEngagementwithCivilSociety10.Mr.NoelKulemeka,ManageroftheGenderandCivilSocietyDivisionpresentedtheBank’sFrameworkforEnhancedEngagementwithcivilsocietyorganisations.HestatedthattheCSOframeworkfollowsathree-tierapproach,andwithineachlevel, therearethreedimensionsof engagement, consistingof outreach and communication; dialogueandconsultation;andpartnerships.WithintheCSOframeworkofengagement,anAfDB-CSOCommitteeexists,asaninterfacebetweentheBankandAfricanCSOs.Itsmandateisto advise the Bank, inform it about possibleways to implement the CSO EngagementFramework;forgestrongpartnershipswithCSOs,andcontributetotheconsolidationoftheBank’srelationswithCSOs.11. Mr. Kulemeka stressed that the Bank can support CSOs through training andcapacitiybuildingactivitiesforitsprogramsandprojects,insuchareasasprojectcycles,proceduresof safeguardingandcompliancemechanismsandmore.TheBankcanalsoprovide training sessions on emerging issues of mutual interest, such as governance,post-conflictreconstruction,climatechange,resettlementandcompensationofproject-affectedpersons,andgenderequality.Infragilestates,forinstance,civilsocietyisbestsuited to work with the bank to reach affected communities, consolidate peace andstabilizetheireconomies.

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Mr.KulemekaemphasizedthattheCSOframeworkwillguidepreparationoftheActionPlan,whichwillresultinimproved,andstrenghthenedengagementwithcivilsociety.PresentationoftheAfDBLegalmandate12. The legal mandate of the Bank was presented during the plenary session. ThepurposewastoinformandclarifythelegalframeworkinwhichtheBankoperates.Mr.EricLeblanc,aPrincipalJudiciaryAdvisorinGECL,whopresentedthelegalmandateintheprevious regional consultations, informedCSOswhat theBankcanandcannotdo,beforeidentifyingactionableareasofcollaborationandpartnershipbetweenCSOsandAfDB.HeexplainedthatintheBankAgreement,theBankshouldseektocooperatewithAfricaninstitutionsandinternationalorganisationsthatpursueasimilarpurposeinthedevelopmentofAfrica.13. It is in the Bank’s interest to partner and involve the participation of externalstakeholders andCSOs in operations andproject implementation.However,while theBank can partnerwith eligible CSOs, it cannot directly provide finance (loans, grants,investment funds) to CSOs in a countrywithout the government’s consent. Sharing ofinformationontheBank’srequirementsandcapacitybuildingcanenablemoreCSOstocooperatewith the Bank in forwarding itsmandate to promote sustainable economicgrowthandreducingpovertyinAfrica.CSOFeedbackandDiscussions14.Followingthelegalmandatepresentation,aCSOfromTunisiawasconcernedaboutthetypesofengagementtheBankiseligibletoundertakewithCSOs.Itshouldbenotedthatat themoment, thereare consultations thatCSOscanengage in, actingas serviceproviders,throughacompetitiveprocess.15.SomeCSOsaskedifthebankisinvestinginruralareas,astheyareonlyawareandinformedoflargeprojectsinurbanareas.Followingthisquestion,aCSOfromMorrocowas concerned with how the Bank is dealing with complaints in a highway projectfinancedbytheBank inMorocco.At theBank, there is theCRMU(ComplianceReviewMediationUnit)thatholdsannualcountryforumswithCSOstoprovideinformationonviolations,andcomplaintsthathavebeenreportedtotheBank.Furthermore,theissueoffundingandsponsoringcivilsocietyactivitiesdirectlytoCSOswasraised.CSOsrequestedfurtherinformationonwhattypeoffundingtheyareeligibletoaccess.BankandCSOExpectationsPresentation16.Mrs.NouraGuemoria,representativeof theCDRT(CentredeDeveloppementde laRegion Tensift) from Morocco presented the CSO expectations where importantrecommendationswerehighlightedsuchas:acreationofcredibleandlargenetworkofCSOs to engage with; capacity building of associations, particulary with regards toclimatechangeandenergy;supportingCSOsinpromotinggooddemocraticgovernance,inequality, gender, fundamental human rights and socio economic issues; and finallyproviding a mechanism of financial support. In addition, Mrs. Guemoria alsorecommended the Bank to incorporate a monitoring and evaluation mechanism thatCSOscantrulybeapartof.

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17.Ms. ZenebToure,PrincipalCivil SocietyOfficer,presented theBank’s expectationsfor engagement with civil society. Ms. Toure stated that the purpose of the regionalconsultationsisto‘refresh’theBankframeworkforenhancedengagementwithCSOsinlinewith theHi5s; and to elaborate theAfDB-CSOActionPlan.TheBank expects thatCSOs can work with them to define and identify contextual actions where CSOs cancontributetodelivertheBank’sdevelopmentagenda.SheencouragedandstressedthatCSOsandtheAfDBshouldreachaconsensusonimplementationmodalitiesbytheendoftheconsultations.18.Inaddition,theAfDB-CSOcommitteewasahighlydiscussedtopiconhowitneedstobe‘revamped’withnewTermsofReferencesandconsolidateinstitutionalmechanismsforincreasedparticipationofCSOs.CSOFeedbackanddiscussion19.Duringthissession,aTunisianCSOsalsoaskedhowtheBankdefines ‘civilsociety’andifthereiscriteriaforselectingCSOsforprojectengagementandconsultation.Asaresponse,theBankrecommendedthatCSOsmustproposeideasofwhattheBankand themselves can do moving forward in terms of improving and reinforcingengagement.Itshouldbenotedthatthereisnosystemofaccreditationasofyet,butasadatabaseexists,theBankwilldevelopanaccreditationsystemtoselectrelevantCSOsonthebasisoftheirsectorofworkandexpertise.20. An association fromMorocco highlighted that the government, private sector andCSOsareallneededtomoveforwardfordeveloppement;andinformationfromprivatesector and government should be communicated with CSOs. Another Moroccan CSOrecommended that the Bank should create a credible and reliable network oforganisationstoassistintheimplementationandmonitoringofimportantdevelopmentprojects.AMauritanianCSOinvolvedinclimatechangemitigationhighlightedthatitisimportant that the Bank facilitates the relationship between civil society and therespectivegovernment.21. Furthermore, regarding environmental and climate issues in Mauritania,desertificationisacontinuousissue,anditwasaskediftheBankhasamechnanismtotackletheseenvironmentalissues.22.Theissueoncorruptionandfraud,whichwasarecurringmatterduringtheregionalconsultations,wasdiscussed.CSOswereconcernediftherewasamechanismtheBankuses to fight against corruption and fraud. It should be noted that the Bank has adepartmentthatisresponsibleforfightingfraudatinstitutionallevel,suchasfollowingandmonitoringlargeamountsofmoneyandresources.AfDBStrategicframework:High5Strategy23.Mrs.AssitanDiarra–Thione,RegionalEconomistatORNApresentedtheBank’s10-yearandHigh5strategy, inadditiontotheregional integrationstrategy. ItwasraisedthattheNorthAfricanregionhasastrongGDPcomparedtootherAfricanregions,butinflationisarecurrentchallengethroughouttheregion.

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The growth in Africa should remain strong despite some obstacles, such as thecontinueddeclineinrawmaterials;energydeficit,adverseweatherconditions;conflictsand political instability. However, she stated that economic growth prospects stillremain positive due to strong domestic demand in consumption and a stable macroenvironment.24. Mrs. Diarra – Thioune also highlighted the importance of innovative ways offinancing the strategies bymaking themost of traditional shareholders; searching fornew shareholers and developing innovative funds, in sovereign wealth funds andpensionfunds.CSOFeedbackandDiscussion25.ItwasraisedthattheBank’smechanismofparticipatoryapproachisincludedinalldevelopmentprojectsandinterventionsfromtheBank.ItwasrecommendedbyoneoftheCSOsthatthebankneedstoidentifyinnovativewaysforfarmerstoaccessfinance.ACSOrecommendsthattheBankshouldbeuptodateinnew technology particulary in the agricultural and water sector. The production ofwatermelonforexampleishighlyproducedandconsumedintheNorthAfricanregion,therefore, the Bank should consider supporting farmers and production of specificcommoditiesthroughouttheyear.26.ACSOwasconcernedifimportantAfricaninstitutions,suchastheAfricanUnionisinformedand/orcollaboratewith theBank inpublic interventions. It shouldbenotedthattheAfricanUnionisanimportantpartnerininterventionsandtheyareconsultedonaregularbasis.27.Furthermore,regardingtheselectionandeligibilityofaCSOforconsultationduringthe planning and design stage of a project, the status of theorganization/association/entrepreuner;competenciesand typeof institutionwillhavetobedeterminedforittobeeligibletoparticipateinthefirststagesofaproject.Morever,CSOswerealsoconcernedwiththetypeoffundingtheycanaccess.Fornow,theBankcannotprovidedirect funding,but thereare specific trust funds, suchas theGASP (global agricultural security program) that is used to finance NGOs in theagriculturalsector.Attherighttime,innovativefundscanbecreatedtofundCSOs.PresentationofThreestrategies–Energy,AgricultureandJobsforYouth28.ThreeofthefiveprioritiessetoutbytheAfricanDevelopmentBank(AfDB)aspartofitsTenYearStrategywereat the centreofdiscussionsbetweenrepresentativesof theinstitution and members of North African civil society. Three Bank representativespresentedeachstrategy.Mr.AdamaMoussa,SeniorEnergyExpertpresented theNewDealonEnergystrategy. Mr.EdsonRurangwaMpysi,PrincipalAgricultureEconomistpresented the Feed Africa strategy. Mr. Oussama Ben Abdelkrim, Senior EducationEconomistpresentedthejobsforyouthstrategy.Energy29. Mr. Adamna Moussa, Senior Energy Expert in ONEC presented the New Deal onEnergy and stated that there are different flagship programs in energy that followthematicapproachesthattheBankwillbeimplementing.

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Mr.MoussaaddedthattheBanksupportsprogramsaimedtoenhanceaccesstoenergy,particularyforthebottomofthepyramidmembersofthesociety; forexample,oneoftheflagshipprogramsmentionedwase-mobilepaymentthatisadvancedandregularlyused in some countries where citizens can pay their electricity bills through theirmobile.HeemphasizedthattheBankisassistingAfricancountriestodevelopasocially,economicallyandenvironmentallyviableenergysector.Therateofaccesstoelectricityvariesconsiderablyfromoneregiontoanother.InSouthAfrica,theacessrateisover85percent,whereasincountriesofnorthernAfrica,therateisover95percent.Asamatteroffact,Moroccodependson96percentofexternalenergy,whichiswhythecostofelectricityisveryhigh.30.Itshouldbenotedthat226operationswereapprovedintheenergysectorinapproximately40countrieswhere195projectswereapprovedinthepublicsector,andmostofthemimplementedinthenorthernandsouthernregionsofAfrica. Agriculture31. Mr. Edson RurangwaMpysi, Principal Agricultural Economist presented the FeedAfrica strategy. He stated that 60 percent of employment in Africa comes from theagriculturesector,whereinsomecountries,employmentcanreachupto40percent.Inaddition, urbanisation is increasing which shows that there is a change in terms ofpreferencesoffood,whichimpactsproductionandconsumption.Thiscanalsoaffecttheperformanceofvaluechains.32. As a solution, the Bank is is taking commodity focused and integrated approach.Africa is importing 35 billion worth of products, and is expected to increase to 110billion in 2025. Countries such as Ethiopia, Kenya and Nigeria are becoming majorexportingplayersandcouldincreaseyieldswithin10yearsthroughmodernisedinputdistribution.ForexampleforNorthAfrica,themostimportantcommodityiswheat.Furthermore, AfDB recognises that Banks are not always willing to finance theagriculturalsector.Therefore,AfDBplansonfocusingonrisksharing;providingfarmersaformofguarantee;andsupportingtheminacquiringinputsatareasonableprice.JobsforYouth33.Mr. Oussama Ben Abdelkrim, Senior Education Economist presented the EnablingYouth strategy. In his presentation, he stated Africa is the ‘youngest’ continent in theworld that will have the largest workforce by 2040 surpassing China and India.However,currently80percentofyouthareintheinformalsector.34.Jobsandearningsarefundamentalforbreakingawayfrompovertyandparticipatingintheeconomy.Theneedtopursueagrowthanddevelopmentpaththatissufficientlycreatingjobs,whilealsoreducingthenumberofworkingpoorinAfrica,remainscentraltothepursuitofprosperityinthecontinent.35.Sincelaborintheregionisprimarilyinvolvedinactivitiesrelatedtoworkingonlandin rural areas (typically low-earningwork), employment in the current context (self-employedagriculturalworkwithassociatedinadequateearnings)willnotbesufficienttoreducepovertyinthefuture.

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36.For themillionsofyoungpeopleentering the labor force in thenext15years, thegeneration of ‘better quality jobs’ (including enhancing agricultural productivity)represents a growth path that is more poverty reducing (in the absence of otherredistributivemeasuressuchassocialtransfers).Furthermore, Mr. Abdelkrim highlighted that the Bank use an ‘ecosystem approach’focusingoninclusiveemployment,entrepreunershipandhumandevelopment.CSOFeedbackandDiscussion–ThreeHigh5Strategies37.ATunisianCSOraisedtheissueofyouthinsertioninagriculture,whereheaskedtheBankhowtheyplantomakeagriculturemoreattractivetotheyouth,andchangingthewayyouthpercievejobsandopportunitiesinagriculture.Inaddition,aCSOsuggestedtheBanktotrainfarmersinmicrocreditandirrigition.TheBank intervenes and works with organisations at a macro level, but also engages inmicrocredit,astheydidwithOneAcre,anorganizationinKenya.Furthermore,CSOs raised that livestock isan important commodity that theBankhasnot focused enoughon. It shouldbenoted that dependingon the countries, there aredifferentmodelsforvaluechains,agropolesandcommodities.38.Moreoever,aCSOfromTunisiasuggestedtheBanktofollowanicheorsegmentedstrategy,wheretheBankeducatesandprovidejobsforyouthdependingonthecontextand socio-economic background. For example, rural area youths should be providedwithopportunitiesdifferenttoyouthintheurbanareas,whichwillinturnstrenghthentheirrespectivecapacity.ACSOfromEgpytstressedthattheBankshouldalsofocusonpromotingtechnicalandvocationaleducationtotheyouth.HowistheBankplanningtomakemoreattractivetechnicalcentersfortheyouth?AsinNorthAfrica,thesecentersareperceivedas‘degrading.’PresentationoftheBankprocurementpolicy39.Mr.FrankMvula,DivisionManagerofORPF,presentedtheprocurementframeworkandpoliciesof theBank. He informedCSOrepresentatives that theBank’s fundingofinvestments (that involve community, farmers’ groups and non-governmentalorganizations(NGOs)),hasexpandedrapidlyintherecentyears,whileatthesametime,theapproachtoinvestmentsinruraldevelopmentinAfricahasfundamentallychangedwiththeadoptionofnewdecentralizationandparticipatorypoliciesbycountries.40. In addition, as a requirement, all procurement under open competitive bidding isdoneontheBank’swebsite.ItshouldbenotedthattheBankensuresthatgovernmentand authorities take the necessary steps to inform communities properly and thatinformationbedisclosedwidely.41.Mr.Mvualaemphasizedthatgovernmentsaretransferringresponsibilitiesthattheypreviouslyheldtocivilsociety.TheProcurementPolicyforesees2keyrolestobeplayedby community groups: i) Involvement in execution of Community Based InvestmentProjects (CBIPs), and Exercising key responsibilities, ensuring transparency andaccountability.42. There are several benefits for involving communities in procurement, such asenhancing community ownership and generating employment and economicopportunities.Whereitisagreedthatthecommunitywillconducttheprocurement,theBorrowerandtheBankmustarrangeforprocurementtrainingofthecommunity.TheBank may also recommend no community involvement in complex procurementactivities. 7

CSOFeedbackandDiscussions43.ACSOhighlightedthattheBank’spolicyislimitedtoconsultationandadvocacy;andwouldliketoseemoreinvolvementand‘practical’engagementwithCSOs.The Bank recommends that civil society should support the government whenimportant developmentprojects are being implemented. They should take the role asstate and public actors. The Bank recommends that civil society should try andworkalongsidethegovernment,whilethegovernmentshouldcreatepoliticalspaceforCSOs.ItshouldbenotedthattheBankisinauniqueposition,whereitfundsthegovernmentandwheregovernmentfundstheBank.CSOsshouldfindwaysofensuringthatthefundsprovidedreachthecommunityandthepeople.44.CSOscanengagewiththeBankinstakeholderconsultations,feasibilitystudies,andenvironmental assessment. Particularly CBOs and NGOs that understand communityneeds,andlocallanguage,canalsobeinvolvedinthirdpartymonitoring.ATunisianCSOhighlightedthatinordertoplaytheroleof‘watchdogs’effectively,theyneed access to tools and information from the government, particularly in countrieswheresomegovernmentshideinformationfromcivilsociety.On theBank’s side, it shouldbenoted that informationof theproject is available anddisclosedonthewebsiteatleast4monthspriortoBoardpresentation.,PresentationontheIntegratedSafeguardsSystem45.Mr.NoelKulemeka,ManageroftheGenderandCivilSocietydivisionpresentedtheEnvironmentalandSocialSafeguardsoftheBank.Itisparamounttoensureprojectsareenvironmentally and socially sustainable and that they are implemented withstakeholder participation and timely public information disclosure. The Bank hasdeveloped specific tools for environmental and social assessment of its operations,which provide CSOs with opportunities and entry points to make inputs towardsensuringsustainability.46.AccordingtoMr.Kulemeka,theopportunitiesarealongtheentireprojectcycleinthesensethatCSOsandcommunitiescanintervenetogivetheirviews,makesuggestionsattheidentification,appraisal,andimplementationandevaluationstagesofaproject.TheaimisforCSOstomonitorandboostpositiveimpactsonthelivesofprojectbeneficiairies.Moreover,thecommonobjectiveistoensurethatnegativeE&Simpactsareidentifiedandmitigationmeasuresarespeltoutpriortoimplementationofanyproposedproject.TheBankhadrecentlydevelopedtoolsforscreeningtheimpactsofclimatechangeaspartofitssafeguardsregime.CSOFeedbackandDiscussions47. CSOs recommended that the Bank should simplify the language used in projectreports, policy papers, and country strategy papers for a better understanding. Thisrecommendationwasalsoraisedinotherregionsconsulted.Furthermore, the Bank added that civil societywould be involved in project steeringcommitteesasamainstreamingprocess.

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PresentationofRegionalon-goingandpipelineprojectsinNorthernAfrica48.Mr.AhmadYasser,ChiefCountryProgrammeOfficer,presentedtheBank’sportfolioofactivities.Mr.YasserstatedthatNorthAfricaisaneconomicallydiverseregionwithapopulationestimatedat174millioninhabitants,boundbyacommonheritage.Countriesinthisregionhadsoundmacroeconomic indicatorsduringtheyearsthat leadto2011popularuprisings,withanaveragegrowthrateandinflationrateofbetween4.1%and4.4%.Heexplainedthatthe6countrieshavedifferentgrowthdrivers:

• TunisiaandMoroccohavethemostdiversifiedeconomieswithgrowthdrivenbymanufacturing, agricultural exports, tourism and remittances. Conversely, forAlgeriaandLibya,theireconomiesaredominatedbyoilandrelatedindustries.EgypthasthelargestrecipientofFDI;andinMauritania,theBankplanstobringinco-financing,aslendingtothecountryisrelativelysmall.

49.The growthperformance reflectsdifferences in social andpolitical conditions, butalso differences in pace and strength of economic reforms. He described the Bank’sfundingwindows,ADBandADF.ADF loansareconcessionalandaimedat lowincomedevelopingcountries,suchasMauritania.CSOFeedbackandDiscussions50.AnEgyptianCSOwasconcernedwithhowtheBankfollowstheeconomicsituationof a country, emphasing that Egypt is no longer amiddle income country, but a lowincomecountrydue topolitical andeconomic crisis. It shouldbenoted that countriescouldswitchfromADBandADFwindowsdependingontheeconomicperformance.TheBankregularyassessestheeconomicsituationbycountry.51. It was raised that the criteria of project selection and strategy should be moreholistic.However,itshouldbenotedtheBankonlyworksandfinancesprojectsthatareraisedbytherespectivegovernment.Inaddition,thereisagrantknownastheMiddleIncomeCountriesTechnicalAssistanceFunds(MICTAF)usedbyMorocco,TunisiaandEgpyt. In order to have access and benefit from this grant, CSOs are required to gothroughtheirgovernmentsandministriesconcerned.

4.Break-outsessionsPresentations-FeedbackandInputsfromCSOs52. The break out sessions commenced onDay 2 and lasted throughout the day. Theobjectives of the sessions are to explore how engagement with civil society can helpimprovetherelevance,design,implementationandevaluationoftheBankoperationsinthethreesectors,includingthemodalitiesofCSOengagement.ThefullpresentationsofthebreakoutgroupsarepresentedinAnnex2.

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BreakoutsessiononEnergyandAgriculture(Theenergyandagriculturegroupswerecombinedintooneworkinggroup)Moderator:Mr.KamelSaid,representativeoftheAssociationdeFestivalsMontagne,MoroccoMrs.JemailSabrine,CommissionerforHealth,WomenandChildrenoftheYouthAfricanUnionNetwork,Tunisia53.Itwasdiscussedthatcommunicationchannelsshouldbebroadenedtoincludetraditionalchannels,suchasreligiousinstitutionsincludingmosquesandeducationalinstitutions.CapacitybuildingandresourcemobilisationtrainingshouldbeconsideredinordertoequipandtrainCSOstomonitorandidentifycriticalissues.54. It was raised that CSOs role is to identify the community needs and diffuseinformation to the relevant communities, particularly those at the bottom of thepyramid. They recommended investing in vocational and training centers around theregiontoeducatethepopulationintheuseofrenewableandcleanenergy.InthecaseofMorocco,trainingcentershavebeencreated,whereacenteronrenewableenergyworkedcloselywiththePolytechniqueUniversityinMorocco,recruitingalargenumberofstudents.BreakoutsessiononJobsforYouthModerator:SaharAkrout,SecretaireGeneraledel’AssociationNourelHayat55. During this session, CSOs discussed that there was lack of evaluation andsustainabilityofpostprojectsandinterventions.It was raised that the government’s role should be to create a political space for theyouthincivilsocietyandaugmenttheopportunitiesandtrainingofskills.56.Inaddtion,CSOsrecommendedtocreateaninteractiveplatformbetweenAfDBandCSOs, where information on projects and activities is shared and constantly updated.Variouslanguageshouldalsobeused,suchasArabic,FrenchandEnglish.Inaddition, to improvingcommunication, theBankshouldput inplacea socialmediastrategy and establish links with social networks.Regarding field operations, CSOsrecommendedthattheirroleshouldbetocollaboratewithgovernmentalorganizations(ministries,delegations) tocirculateposters, brochuresofoffersandopportunities intheirlocalcommunities.

5.ConsensusandNextStep57. The experience the Bank and CSOs have shared has been rewarding. Ms. ZénebTouré,PrincipalCSOOfficerstatedthefollowingareaswheretheBankshallbefocusingtomoveforward:

• Improving theway the Bank has communicatedwith CSOs,whichwill requireBankstaffbeingorientedtocommunicatebetter.There is need for the Bank to share important documents such as policies,strategiesandother topicalpapers,basedon the feedback fromCSOs, fromthequestionnaire and internal discussions. This will also apply to how the Bankwould access information about activities that CSOs are engaged in at countryandregionallevels.

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• It is the Bank’s expectation that CSOs will disseminate the outcomes of theseconsultationstotheirconstituentsandotherpartnerCSOs.

• The Bank recommends that CSOs register their NGO/CBO onto the register ofconsultantsandconsultingfirms,whichisnecessaryifCSOswanttobehiredtorenderserviceswiththeBank.TheplatformisonAfDB’swebsiteanditisknownasDACON.

• TheBankwillconsidercarryingoutmoreOpenDaysatcountrylevel,resourcespermitting.

ClosingRemarks58.Ms.NouraKaabi,representativefromJAMAITY,aTunisianyouthplatformmadetheclosingremarksonbehalfofCSOs.Ms.Kaabistatedthatcollaboratingwithcivilsocietyrequirescommitmentfromallstakeholders–AfDB,CSOsandgovernment.This cooperation must be accompanied by a smooth communication between thedifferentstakeholders.ThecollaborationbetweentheAfDBandcivilsocietycanonlybeachieved with the presence of the following elements: transparency; availability;competency;and flexibility.Finally,Ms.Kaabi thankedandcongratulated the team forbringingCSOstogether.59. Mr. Noel Kulemeka, Manager of the Gender and Civil Society Division closed theworkshop, on behalf of Ms. Maria Mulindi, Senior Advisor to the President on civilsocietyorganisationsandcommunity-basedorganisations.Mr.KulemekathankedCSOsfor their participation. He commended the Bank for the efforts made to establish aworking relationshipwith civil society and expects that civil society do the same. Hehighlighted that the recommendations and concerns shared by the CSOs during theconsultationaretakenintoconsiderationtorevise,designanddeveloptheinstrumentstoput inplace fora fruitfulpartnershipbetween theBankandCSOs. Heemphasizedthat the Bank has taken note of CSOs’ requests for information sharing, systematic,continuous and constant interaction; consultations with CSO in the formulation ofcountrystrategypapersandBank’sandnationalpoliciesandstrategies;andpledgedtodobetterinthefuture.EvaluationandConclusion60.Overall,theTunisconsultationswithNorthernAfricanCSOswasasuccess.ItisevidentthatsuccessfulpartnershiprequiresthecollaborationofRMCsandcivilsocietytoimplementactions.Thethreeflagshipprogramswillneedpartneringwithcivilsocietyforinputandexpertisetosuccessfullyrollouttheprogrammeandpromotesocialinclusion.Theaiminthelongtermistohaveamechanismtofundprojectsadvancedbythecivilsociety.61.Regardingcommunication,itshouldbenotedthatastrategywillbedeveloppedandimplementedtoimproveoutreachtoCSOsandcommunitybasegroups.TheBankplanstoensurethatCSOscanparticipateandrepresentablyateverylevelofgovernanceandpolicy-makingandinstrategicplansandgovernmentdecision-making.TheBankneedstoberesponsivetoissuesadvancedduringtheconsultations;andCSOsneedtobeproactiveandcreative,inordertoachievetheirobjectives.Forprojectsandruralintervention,itshouldbenotedthatCSOscouldcompetetobeselectedasaserviceproviderorasmediatorstoidentifycommunityneeds.

11

62.ThebreakoutsessionscapitalisedonwaysinwhichCSOscanintervene;andcameoutwithrecommendationsonmethodsandbestpracticestousetoensureasuccessfulpartnership between the Bank and CSOs. There are practices that should bestrengthenedbyputtinginplacestrongactionplans,capitalizingonthegoodpracticesand setting out the principles and values for the collaboration between theBank andCSOs.Evaluation63. The majority of CSOs were satisfied with their experience during the regionalconsultation and found it useful. They believe that presentationsmade by Bank staffhelpedthemtohaveabetterunderstandingoftheBank.ManyofthemappreciatedthepresentationontheBank’sStrategies,andthesessiononJobsForYouthwasthemostlikedbyparticipants.Themajority of CSOs felt that an interactive platform is the bestway to engagewithCSOs. CSOs suggested that the Bank intensify consultations and plan Open Days atcountrylevel.

12

Annex1–Speech1Opening Note: Aboubakry Kamara, Representant de Youth Climate Change Network,MauritanieDate:13December2016Time:9h00TheResidence,Tunis,Tunisia.Bonjour,Mesdames,MessieurslesreprésentantsdesdifférentsdépartementsdelaBanqueAfricainesdeDéveloppement;Mesdames,Mesdemoiselles, Messieurs lesreprésentantsde la'0rganisationde lasociétéciviledespaysdel'AfriqueduNord;Messieurslesagentsdelapresse,chersinvités.Aux noms des différents représentants de l'Organisation de la société civile, ici présents, j'ail'honneuretleplaisirdevoussouhaiterlabienvenuedansvotredeuxièmepays:LaTunisie.NousremercionslaBADdecetteinitiativedenousavoirinvitéàcesjournéesdeconsultations,quenousjugeonsêtrelespremièresdugenreànotreactif.Nouslouonsetencourageonscegenred'initiativeàplusd'untitre,vul'importancedurôlequenousjouonspourledéveloppementdansnosdifférentspays.Il esturgentquenouspuissionsoccuper toute laplacequinoussieddans la conceptionet laréalisationdesprojetsdedéveloppementmaiségalementdanslesuivietlasurveillancedesditsprojets.Nous(OSC)jouonspleinementlerôledesensibilisateuretd'alerteetagissonslocalementvoirerégionalement.Nous considérons que la Banque Africaine de Développement vient de réussir une choseaujourd'hui,àsavoirdonnerauxOSCuneoccasiondesefaireconnaîtreetdefaireconnaîtrelesdifférentes actions qu'elles mènent chacune dans leur pays respectif, selon les prioritésrespectives.Et d'autre part d'initier les échanges de compétences et d'expériences vécues dans chacundenospaysdelasousrégion'AfriqueduNord).Acetitre,nousnecesseronsdesalueretd'encourager,l'institutionlaBADdanssonélandefaireparticiperl'OSCdanslesprojetsdedéveloppementdel'AfriqueduNordetdel'Afriqueentière.Pourfinir,auxnomsdesreprésentantsdel4OSCdel'AfriqueduNordetdupayshôtelaTUNISIE,nousvoussouhaitonslabienvenueetsouhaitonspleinsuccèsàcesjournéesdeconsultation.Jevousremercie.

Speech2ClosingNote:Mme.NouraKaabi,representantedeJAMAITY,TunisiaMotdeCloture–OrganisationdelasocietecivileCollaboreraveclasociétécivilenécessiteunengagementdetouteslespartiesprenantes.LaBAD:quidoitmettreenplacelesressourceshumaines,techniquesetfinancièrespourconcrétisercepartenariatetêtreleplusinclusifpossibleauniveaudel'implicationdelasociétécivile.Les OSCs: qui doivent se mettre à niveau pour pouvoir participer. En effet, la participation nenécessitepasuniquementdesressourcesetdelavolontémaiségalementdescapacitésanalytiquesetderéflexionstratégiquepourpouvoiralimenterlesdiscussions.

13

Cettemêmesociétéciviledoitégalementsespécialiseretseprofessionnaliserpourêtreuneforcedepropositionaussibientechniquequethématique.EllepeutégalementjouerlerôledeplaidoyerpourpousserlegouvernementàproposerdesprojetsàlaBAD.Elle doit faire preuve de transparence etmettre en place des règles de bonne gouvernance pourpouvoirêtrecrédiblequecesoitvisàvisdesongouvernement,de laBADmaiségalementdesesbénéficiaires.Legouvernement:quidoitdansunpremiertempsinstaurerdesmécanismesdecollaborationavecla société civile sans oublier le cadre juridique et institutionnel qui peut éventuellement régir sarelationaveclesOSCs.Dansundeuxièmetemps, ildoitégalementfairepreuvedetransparenceetd'ouvertureetsurtoutderegardcritiquepourpouvoiradopterlesrecommandationsdelasociétécivile.Cette relation de confiance ne peut s'instaurer que à travers des mini projets pilotes tripartites(gouvernement, OSCs et BAD) qui permettront au gouvernement de comprendre l'intérêt detravailler avec la société civile. Cette coopération doit impérativement s'accompagner d'unecommunicationfluideentrelesdifférentespartiesprenantes.La collaboration entre la BAD et la société civile ne peut se concrétiser qu'avec la présence decertainsprincipesàsavoir:• Latransparence• Ladisponibilité• Lescompétences• LasouplesseLaBADàtraverscetteinitiativenousouvreunefenêtrequiconstitueuneopportunitéàsaisir.Cependant, à travers cesdeuxderniers joursnousavons compris ceque laBADvoulait fairedansl'avenir,laquestionquisepose,qu'estnousvoulonsfaireentantqueOSCs?Eneffet,nousprojeterdans l'avenir nous permettrait de faire converger les intérêts des uns et des autres et bâtir unerelationWin-Winbaséesurlaconfiance.Pour finir, je voudrai saluer et remercier les associations pour leur dévouement et la qualité desinterventionsetremercierlaBADpouravoircréel'espacededialogueadéquat.Letravailvientdecommenceretdetoutefaçonletempsseralemeilleurmoyenquinouspermettrad'évaluerlesengagementsdesunsetdesautres.

Speech3

ClosingNote:Mr.NoelKulemeka,onbehalfofMs.MariaMulindi,AfricanDevelopmentBankDistinguishedparticipantsMyHonoredandDedicatedColleaguesMembersofCivilSocietyfromSouthernAfricaOurHost,theAfricanDevelopmentBankstafffromSouthAfricaResidentLadiesandGentlemen:WearenowapproachingtheendofourconsultationsforSouthernAfrica,I would like to sincerely thank you for your participation and the open and candid andsometimespainful-to-heardiscussions.Ihaveenjoyedthefrankandconstructivedeliberationsandtheconstructivewayinwhichwehavedeliberatedandsharedouropinions.Asweindicatedatthebeginningofthediscussions,thisisthethirdinaseriesofmeetingswhichwilltakeustotheendoftheyearacrossthecontinent.

14

IbelieveyouwillagreewithmethatthelastfewdayshavebeenalearningprocessanditisonlythebeginningofalongjourneythatwebelieveweshallwalktogetheroverthenextfewyearsintryingtoensureAfricameetsitsfullpotential–whichisthemostprosperouscontinentontheplanet.OnbehalfofthePresidentoftheAfricanDevelopmentBank,Dr.AkinwumiAdesina,Iwouldliketo re-iterate that the Bank, at its highest levels, has taken up the necessity of establishing afunctionalandeffectiveworkingrelationshipwithcivil societyseriouslyandwouldexpect thesamefrommembersofcivilsociety.ThepassionanddepthofourdiscussionsandexchangesareamanifestationthatthiswillbethebeginningofasoundandrewardingpartnershipbetweentheBankandcivilsocietytoallowtheBanktomeetitsgoalsandobjectiveofinclusivegrowthforthepeopleofAfrica.TheagendainfrontofusisthatofensuringthatthroughtheHigh5’s,TheAfricanDevelopmentBankinPartnershipwithAfrica’sCivilSocietyorganisationsallowseveryAfrican,andespeciallytheruralpopulations,experienceimproved,inclusiveandsustainablelivelihoods.Ibelieve,overthelast3dayswehaveablyputourprojectstrategiesondisplayanddemonstratedwhatwecandotogetherifwesetourmindstoit.Thebankcannotfulfilitsagendawithoutyou.Wehavetoworktogethertomeettheaspirationsof theAfricanpeople. Andas longaswehaveasharedgoalandobjectivesIamsurewewillbesuccessful.Wehavetakennoteofyourrequestforinformationsharing,systematiccontinuousandconstantinteraction, inclusionofCSOinthedesigningofcountrystrategypapersandthedesigningandtheimplementationofprojectsespeciallymoresointhewritingupoftheBankandnationalnpoliciesandstrategies,andpromisetodobetterinthefuture.Andmostimportantly,asthiswasthecommonthreadinallthreebreakoutgroups,thebuildingofcapacitytoensureCivilSocietycan participate and represent ably, at every level of governance and policy making and instrategicplansandgovernmentdecision-making.Inmyviewtheobjectivesoftheworkshophavebroadlybeenmet.Wehavelistenedcarefullytoyour observations, points and recommendations made during the last three days and I canassureyouthatallthesesuggestionsandconcernshavebeenrecordedandwillbereviewedandconsidered as we revise and design and develop instruments that we shall put in place tostrengthentheBanksefforts tobeas inclusiveandconsultative inourdesign, implementationactivitiesandmonitoringandevaluationandonthesystemicimpactwehopetohavewithinthenext10years.WearealsobemindfulofyourcommentsandwehopetoshareaclearmapforimplementionwithyouasearlyasJanuary2017.Ladiesandgentlemen,ashasbeenmentionedatdifferenttimesduringthedayswehavebeenhere,letusleaveherewithaclearunderstandingofourdifferentrolesinthedevelopmentfield;theBankisadevelopmentfinancierandmayinmostcasesnotbeabletoassumecertainrolesthatcivilsocietymaywantthemtoplay.Weareaninstitutionthatprovidesfinancingforbothsovereignandnon-sovereignenvelopes. Yourgovernmentshave theuniquepositionofbeingour funders and our clients, and work with amultiplicity of agencies that are outside oursphereofinfluenceorcontrol.Butyouascivilsociety,representing,thecitizensofyourcountryshould take your place and recognize your role you’re as a development partner whenauthorities are abrogating their responsibilities andwhere the grassroot populations requireyouastheirintermediary.ThismayandshouldincludeoperationsfinancedbytheBank.Havingsaidthis,pleaserestassured,thatwetakeallpossibleduediligencewhendesigningprojectsandtry to ensure that implementation is carried out in compliance with the relevant policiesincluding those on environmental and social safeguards. We understand from theseconsultations,thatweneedtoimprovetheseprocessesandcommittodoso.

15

OurPartnersandmyColleagues,ourgatheringhere is thebeginningofarelationshipthat thebank views as ESSENTIAL to its success; - this is a win-win relationship. Aswe finalize ourACTIONPLANoverthenexttwomonths,pleasedonothesitatetocontactanyofushereonanystrategiesorprojectstakingplaceinyourcountriesandintheareasofyourexpertisethatareofinterest to you so thatwe can immediately put you in touchwith the project teams thatwillfacilitate and respect your contribution. We also commit to keep you informed of any newdevelopments and projects in the pipeline that require your engagement as we awaitinformationandapprovalonhowtobuildmoreinteractivecommunicationplatformswithourstakeholders.Formycolleagues,fromtheAfricanDevelopmentBank,thisisthenewwayofdoingbusinessinAfricaandglobally.Weshouldbereadyforconstructivecriticismfrompartners,weshouldbereadytoexplainwhowearetoourpartners,weshouldunderstandthatthisisthenewmodeltobuildamoreresponsiveandefficientBank.ItwillhelpbuildabetterandmoreinclusiveAfricanDevelopmentBankthatismorepeopleorientedandintouchwiththeglobaltrends.IwouldfailinmydutyifIdidnotexpressmyutmostgratitudetothepeoplewhohaveplayedasignificant part inworking towards the success of thisworkshop. Tomention but a few, AllmembersofCSOinSouthernAfricawhotooktimeawayfromtheirdutiesofdiligencetospend3dayswithus.TotheAfDBteamfromSouthernAfricaandespeciallythehosthostcountryforallthesupporttheyhaveprovidedtheCSOteam,to the CSO team, Noel, Zeneb, Helene andWilfriedwho haveworked tirelessly for the last 6monthstopreparefortheseconsultationsTothePTFteamwhohaveassistedwiththestructuringofthesesessionstoensuretherewereasproductiveaspossible,To all the other Southern Africa country offices who have participated passionately and soactivelyinthisexercise,To themanagement and staff of the hotel, themedia, and to all thosewhomade our stay socomfortableandourworkshopasinteractiveasithasbeen.FinallyIwouldliketowishyouallsafejourneysbackhomeandasyougoaboutyourdailylives,pleasethinkaboutwhatlegacyyouwouldliketoleavebehindfortheAfricancontinent.Wearelivinginatimewheredoingtherightthinghasbecomemoreimportantthandoingtheacceptedthing. So please think aboutwhat contribution youwant tomake to the continent you leavebehind.ThankyouallforyourattentionandGodblessyou!

16

Annex2:BreakoutsessionpresentationsGroupedeTravail–EnergieetAgriculture

Partaged’information:ConceptionetElaborationdeProjet

ProblèmesetDéfisMesuresd'atténuationParLaBADParlesOSCs

- Absencedelavolontédepartagerl’information,- -absencedesoutilsdecommuncationmodernes(internet,radiolocale,

journaux..)- -absencedesassociations- -lapopulationneveutpass’informer- absencedelavisibilitéduprojet- manquedemoyens

- éxigerdanslescahiersdechargelepartagedel’information- -vulgariserlinformation- Identifierlesoutilsdecommunicationmoderne- -mettrelesmoyenspourlacommunication- implicationdesOSCs- mettrelesmoyens- identifierlespotentialitéslocalesetlesourtilsdecommunicationpour

transmettrel’information(modreneettraditionel:jamaa,mosqués,poètes).- Sensibiliserlapopulation- Organisationdesrencontresd’information

MiseenOeuvreduProjet ProblèmesetDéfisMesuresd'atténuationParLaBAD

NondisponibiltédesdonnéesdurpojetAbsencedelavolontédinformerManquedemoyen-Diffuserlesdonnéesduprojet

- Mettrelesmoyensquilfaut- faireappelauxOSCsetpotentialitéslocales(élus,lechefdescommunautés,…)- vulgariserl‘infromation- ---------------------------------------------------------------------------------------------- organsierdesrencontred’information- utilistionlelangagelocal

-préparationdesdocuements:flayers,dépliants,communiquésdepresse,radio….

ParlesOSCsConceptioetElaborationdeProjet

ProblèmesetDéfisMesuresd'atténuationParLaBADParlesOSCs

- absencedelavolontédeconsultation- refusduprojet- -enpêchement(autorités,lobby…)- mauvaisecommunication- Absencedemoyens- absencedecompétenceslocales- ------------------------------------------------------------------------------------------------------ éxigerlaconsultationdanslescahiersdecharge- Mettrelesmoyensquilfaut- vulgariserlesdiscussions- définirlapopulationcible- faireappelauxOSCspourorganiserlesséancesdeconsultation- --------------------------------------------------------------------- organiserlesrencontresdeconsultation- utiliserlelangagelocale- faireappelauxexpertsetconsultants

MiseenOeuvreduProjet ProblèmesetDéfisMesuresd'atténuationParLaBADParlesOSCs

-Nondisponibiltédesdonnéesduprojet-Absencedelavolontédeconsultation-Manquedemoyen-----------------------------------------------------------------------------Diffuserlesdonnéesduprojet

- Mettrelesmoyensquilfaut- faireappelauxOSCsetpotentialitéslocales(élus,lechefdescommunautés,…)- vulgariserl‘infromation- FormationdesOSCs- ---------------------------------------------------------------------------------------------- organiserlapopulationetlesOSCsenréseau- organsierdesrencontresdeconsultation- utilistiondulangagelocal

ConceptionetElaborationdeProjet

ProblèmesetDéfisMesuresd'atténuationParLaBAD

- Absencedelavolontédefaireparticiperlapopulationetinstitutionslocales- Absencedecompétenceslocales

-refusdelapopulationdeparticiper- Manquedemoyens

------------------------------------------------------------------------------------------------------ exigerourecommanderl’implicationdelapopulationlocaleetlesOSCs- mettrelesmoyenspourfavoriserlaparticipationdelapopulation- encouragerlaparticpation- Assurerdesformationsdelapopulationdanslaplaidoirie

ParlesOSCs

- -------------------------------------------------------------------------------------------------------- sensibilserlapopulationàlaparticipation- - lamiseàniveaudesentrepriseslocales

MiseenOeuvreduProjet ProblèmesetDéfisMesuresd'atténuationParLaBADParlesOSCs

NondisponibiltédesdonnéesduprojetAbsencedelavolontédefaireparticiperManquedemoyenAbsenceouManquedecompétenceManquedelamaind’oeuvrequalifiée----------------------------------------------------------------------------

- Exigerlaparticipationdelapopulationletdesentrepriseslocales- Diffuserlesdonnéesduprojet

-Assurerdesformationsdesmétiersnécessairesauprojet- Mettrelesmoyensquilfaut- -faireappelauxOSCsetpotentialitéslocales(élus,lechefdescommunautés,…)- ---------------------------------------------------------------------- -partciperàlaréalisationduprojt- -organiseretsensibiliserlapopulation- assurerlasécuritédesparticipants- -faireappelauxexpertsetconsultants

ConceptionetElaborationdeProjet

ProblèmesetDéfisMesuresd'atténuationParLaBADParlesOSCs

- Absencedelavolontédefaireparticiperlapopulationetinstitutionslocales- Absencedecompétenceslocales

-Refusdelapopulationdeparticiper- Manquedemoyens

------------------------------------------------------------------------------------------------------ exigerourecommanderl’implicationdelapopulationlocaleetlesOSCs- mettrelesmoyenspourfavoriserlaparticipationdelapopulation- encouragerlaparticpation- Assurerdesformationsdelapopulationdanslaplaidoirie

-------------------------------------------------------------------------------------------------------- sensibilserlapopulationàlaparticipation- lamiseàniveaudesentrepriseslocales

MiseenOeuvreduProjet ProblèmesetDéfis

-Nondisponibiltédesdonnéesduprojet-Absencedelavolontédefaireparticiper-Manquedemoyen

Mesuresd'atténuationParLaBADParlesOSCs

-AbsenceouManquedecompétence-Manquedelamaind’oeuvrequalifiée----------------------------------------------------------------------------

- Exigerlaparticipationdelapopulationletdesentrepriseslocales- Diffuserlesdonnéesduprojet

-Assurerdesformationsdesmétiersnécessairesauprojet- Mettrelesmoyensquilfaut- faireappelauxOSCsetpotentialitéslocales(élus,lechefdescommunautés,…)- ---------------------------------------------------------------------- partciperàlaréalisationduprojt- organiseretsensibiliserlapopulation- assurerlasécuritédesparticipants- faireappelauxexpertsetconsultants

ConceptionetElaborationdeProjet

ProblèmesetDéfisMesuresd'atténuationParLaBADParlesOSCs

- Absencedelavolontédeformation- Absencedeniveauscolaire

Absencedelavolontéd’apprendre-Memtalitérefusantlaformationdesfemmes

- Manquedemoyens- ------------------------------------------------------------------------------------------------------ exigerourecommanderlaformationdelapopulationlocaleetlesOSCs- mettrelesmoyenspourorganiserlesformations- encouragerlaparticpationauxformations- Mettrelesmoye,squ’ilsfaut- choixdescompétensesmétrisantlelangagelocale- FaireappelauxOSCspourorganiserlesformations- --------------------------------------------------------------------- sensibilserlapopulationetlesOSCsàlaformation- identifierlespersonnesàformer- -définirlesmodulesdeformation- Vulgariserlecontenuenlanguelocal

MiseenOeuvreduProjet ProblèmesetDéfisMesuresd'atténuationParLaBAD

-Absencedelavolontédeformer-Absencedelavolontéd’apprendre-Niveauscolairetrèsbas-Manquedemoyens----------------------------------------------------------------------------

- ExigerlapormationdelapopulationletdesOSCs- mettrelesmoyensquilfaut

-Assurerdesformationsdesmétiersnécessaireàlaréalisationduprojet- Mettrelesmoyensquilfaut

ParlesOSCs

- faireappelauxOSCsetpotentialitéslocales(élus,lechefdescommunautés,…)- chargél’OSCsd’organiserlesformations

---------------------------------------------------------------------- Partciperàlaréalisationdesformations- -sensibiliserlapopulationauxformations- identifierlespersonnesàformer- -identifierlesformateurs- -définirlesmodulesdeformations- -vulgariserlecontenudesformations

ConceptionetElaborationdeProjet

ProblèmesetDéfisMesuresd'atténuationParLaBADParlesOSCs

- Absencedelavolontédêtresurveillé- Absencedescompétenceslocalespoursurveiller

-RefusdelapopulationdesuveilleretdesOSCs- Manquedemoyens- empêchement(parlasociété,lesautorités…)- -nepasêtreinformésuffisament- ------------------------------------------------------------------------------------------------------ -exigerl’implicationdelapopulationdansl‘élaborationduprojet- formerlapopulationetlesOSCsdansledomainedelaplaidoirie- SensibilserlapopulationetlesOSCsàlasurveillanceduprojet- mettrelesmoyens- partagedel’informationsurlaconceptionduprojet- --------------------------------------------------------------------- sensibiliserlapopulationàlaparticipationàlaconceptionduprojet- implicationdesconsultants- s’impliquerdanslasurveillance- dénoncerlesabus

MiseenOeuvreduProjet ProblèmesetDéfisMesuresd'atténuationParLaBADParlesOSCs

NondisponibiltédesdonnéesduprojetAbsencedelavolontédesurveillereoud’êtresurveilléManquedemoyenManquedecompétenceManquedelamaind’oeuvrequalifiée----------------------------------------------------------------------------

- Exigerlaparticipationdelapopulationletdesentreprisesocales- Diffuserlesdonnéesduprojet- Actualiserlesdonnéessurl’étatd’avancementdestravaux

-MettrelesmoyensquilfautfaireappelauxOSCsetpotentialitéslocales(OSCs,élus,lechefdescommunautés,…)

- partciperàlaréalisationduprojt

- -organiseretsensibiliserlapopulationpoursurveillerlaréalisation- -faireappelauxexpertsetconsultants- -créationd’uncomitédesuivit- Réagirencasdedéfaillence(nonrespectducahierdecharge,corruption,

achats…)

Annexe2:Continuationdespresentationsdetravaildegroupes

GroupedeTravail–EmploisdesJeunesPhase1:Conceptionetélaborationdeprojet

! 1.Partagedel’informationProblèmesetdéfis

! Absenced’unvis-à-visclairàlaBADreprésentantlaSC.! Absencederessourced’informationsspécifiquesàlaSC

=plateformespécifiqued’échangesréguliersaveclesOSC(informationetconsultation)! Langageutilisépasassezsimplepourlepublic/languesutiliséespassuffisantes(absencedelalanguearabe)! 1.Partagedel’information

Mesuresd’atténuation–BAD! Plateformed’interactionBADetOSCconstammentmiseàjouroùlaBADpourraitcirculertouteinformationrelativeàsesprojets

demanièreaccessible(not.Établirdesliensaveclesréseauxsociaux) avecunlangagesimple enlanguesutiliséeslocalement(arabe,français,anglais…)

! Travail sur le terrain: collaborer avec les organismes gouv. (ministères de tutelle, gouvernorats, délégations…) qui pourraient faire circuler desposters/brochuresdesoffresetopportunitésdansleurscommunautéslocales.

! 1.Partagedel’informationMesuresd’atténuation–BAD

! ElaborerunprocessustransparentdesélectiondesOSC! Formationàl’information

Semettred’accordaveclesOSCsuruntypedecommunicationconvenu(forme,fréquence,moyensdecommunication…)! Prévoirunecomposantecommunicationpourchaqueprojetpardifférentsoutilsdepublicité(télévision,radio,réseauxsociaux,etc)! 1.Partagedel’information

Mesuresd’atténuation–OSC! Essayerderelayerlesinformationsducotédesplateformesdéjàexistantes! Etremieuxorganisées,plusdynamiques,plusprofessionnelles(avoirdebonnesRH,expertisedanslesthématiquesdéterminées,desOSCquipeuventprésenter

desstatistiques/étudessérieusesetfiables)! 2.Consultations

Problèmesetdéfis! PasdesuiviaveclesorganismesdeSCconsultés(pasdefidélisation)! LesOSCignorentleplussouventlemécanismeetprocessusdefonctionnementdelaBAD! 2.Consultations

Mesuresd’atténuation–BAD! ElaborerunerelationdeconfianceentrelaBADetlesOSC! Avoirdespartenaireslocaux(relaisdeterrain)bienimplémentésquipeuventmobiliserlasociétécivile! Etre le plus inclusif possible et le plus exhaustif possible dans la sélection des OSC : ne pas discriminer les régions et les minorités/ avoir un échantillon

représentatif.! 2.Consultations

Mesuresd’atténuation–OSC! Organiserdestablesrondesautourdethématiquesspécifiques! S’assurerdel’adéquationdespersonnesmobiliséesavecleprofilrecherchéparleconsultant! Créerunréseaud’associationscapabled’opérerunepressionsurlegouvernementpourlepousseràsuggérerdespropositionsdeprojetsàlaBAD! 3.Participation

Problèmesetdéfis! LaméconnaissancedelaBADdesSClocales.! MéconnaissancedelaSClocaledelaBADetdesesmécanismes(vice–versa).! Absenced’uncadrelégaldepartenariat.! 3.Participation

Mesuresd’atténuation–BAD! CréeruncomitédepilotageincluantlesOSC! Alternerlesconsultationonlineetoffline

servicesdeonlinesurveys/consultationsenligne lescompléterpardesenquêtesimplémentéssurleterrain(pourcefaire,ilfaudraitavoiruneéquipedeconsultationdelaSCcompétenteetefficace)

! OrganisationderencontresrégulièresentrelaBADetlaSCafindefidéliserlesOSCetcréeruneconfiancemutuelle.! CartographierlesOSCselonlesthématiquessurlesquellesellestravaillent.! 3.Participation

Mesuresd’atténuation–OSC! S’informersurlesmécanismesdefonctionnementetlesprocéduresdelaBAD.! Développerunecertaineexpertise

=Sespécifierdansdesthématiquesbiendéterminées/fonctionnerselonunestratégiebiendéterminéeetpasuniquementselonlesoffresqu’ellesreçoivent.! PartagedeconnaissancesentrelesOSC

=faireduknowledgesharingaveclesautresorganismesdelasociétécivile.! 4.Renforcementdescapacités

Problèmesetdéfis! Absencedeformationévolutive(différentsniveaux)pourlesacteursdelaSC! Manquedesuivi(formateursformés)! Qualitédesformationsreçues! Lespersonnesviséesparlaformation(rotationdesciblesdeformation)! Absenceducotépratiquedesformationsdecapacitybuildingdansplusieurscas.! 4.Renforcementdescapacités

Mesuresd’atténuation–BAD! Développerdestoolkitdeformation

unmanuel/guidedeformationstandardpourlesassociationsdemanièreàcequetoutepersonnepuissel’utiliser Développerunréseaud’éducateurspairs:peertopeereducation

! Intégrerlecotépratiquedanslesformations! Approfondirlessujetsetthématiquestraitéesdanslesformations! 4.Renforcementdescapacités

Mesuresd’atténuation–OSC! Avoirunstaffexécutif,cadrepermanent(dessalariers)etnepassebaseruniquementsuruneéquipedebénévoles! DévelopperdestoolkitsetdesMOOC(massiveopenonlinecourses)pourpartagerlesconnaissancesacquises! Partagerlessupportsdeformationdontlesassociationsontbénéficié(basededonnées)! Seproposerpourformerd’autresorganismesdelasociétécivile! 5.Surveillanceparlestiers

Problèmesetdéfis! Lalenteurdesprocessus(gouvernement)! Lemanquedetransparence! Lemanqued’accèsauxinformations! ! Lecadrelégalvis-à-visdudroitd’accèsàl’informationestàrevoir! Lanonpertinencedel’informationquandelleestdisponible! 5.Surveillanceparlestiers

Mesuresd’atténuation–BAD! Demanderauxgouvernementsderespecterlesrèglesdebonnegouvernance! Conditionnerlesversementsdesprêts! Exigeretdiffuserdesrapportsfinanciersdétaillés

Encouragerlatransparence! Souteniretrenforcerlescapacitésdesorganismesdelasociétéciviletravaillantsurlatransparence! 5.Surveillanceparlestiers

Mesuresd’atténuation–OSC! Etreuneforcedepropositionaveclesbailleursdefonds! Etretransparentetenrèglessoitmêmesurlesfonds(publierlesrapportsmorauxetfinanciers)! Relayerlesinformationssurlemanquedetransparenceetfaireleswhistleblowers(lanceursd’alertes)! Fairedulobbyingpourlechangementdesloisaveclesdéputésetpartispolitiques…! Nepashésiteràrecouriràlaloipourporterplaintecontrel’Etatoulesorganismesétatiquesquifontdelarétentiond’informationouquisontsoupçonnésde

corruptionPhase2 :Miseenœuvreduprojet

! 1.Partagedel’information

Problèmesetdéfis! Non-accessibilitéàl’information! Difficultésparrapportàlalangueutilisée,l’actualisationdesinformations! 1.Partagedel’information

Mesuresd’atténuation–BAD! Miseàjourdusiteweb! Créationd’unerubriqueOSC! Intégrationde03langues(Arabe,Français,Anglais)! Créationetmiseàdispositiond’unnewsletter! Améliorationdumoteurderecherche(motsclés:parpays,secteur,typedeprojets)! Utilisationdesréseauxsociaux! 1.Partagedel’information

Mesuresd’atténuation–OSC! Transmissiondel’informationauxpopulationsenamont! 2.Consultations

Problèmesetdéfis! AbsencedeconsultationdesOSCparlaBAD! 2.Consultations

Mesuresd’atténuation–BAD! ConsulterlesOSClorsdeforuls,ateliers,assembléesgénéralespourleurdonnerlapossibilitédeparticiperàlamiseenœuvredesprojets.! 2.Consultations

Mesuresd’atténuation–BAD! Sestructureravecunstaffengagéetprofessionnel.! 3.Participation

Problèmesetdéfis! LaSCn’estpascontractéeaveclaBAD

Inexistenced’unstatutjuridiquedesOSCvis-à-visdelaBAD! 3.Participation

Mesuresd’atténuation–BAD! CréeruneBasededonnéesOSC! ContracterlesOSCaveclaBAD! CréerunbureaudeliaisonreprésentantlesOSCdupays! MunirlesOSCdemoyensfinanciersfonctionnels! 3.Participation

Mesuresd’atténuation–BAD! Sestructureravecunstaffengagéetprofessionnel.! 4.Renforcementdescapacités

Problèmesetdéfis! Manquedecompétencesprofessionnelle

! Manquedemoyensdemotivation! 4.Renforcementdescapacités

Mesuresd’atténuation–BAD! Organiserdesformationsderenforcement(conceptiondeprojets,gestion,suivietévaluation)! 4.Renforcementdescapacités

Mesuresd’atténuation–BAD! Fairelesuividesprojets! S’impliquerd’avantagedansleprocessusdedéveloppementlocal! 5.Surveillanceparlestiers

Problèmesetdéfis! Méconnaissancedelapopulationdesprojetsencours! Nonaboutissementdecertainsprojets(nonachevés,malfaits,nerépondentpasauxbesoinsdespopulations…)! 5.Surveillanceparlestiers

Mesuresd’atténuation–BAD! Miseenplacedemoyensdevigilance! 5.Surveillanceparlestiers

Mesuresd’atténuation–OSC! Miseenplaced’unecelluledecontrôle(constituéepardescitoyens)quirendcompteàlaBADquantaurythmeetlaqualitédelamiseenœuvreduprojet.

Annex3:Listofparticipants

NometPrenom Nomdel'Organisation ContactInformation

AbelGranier AssociationTunisiennedel'AgricultureEnvironmentaleTunisia aaggranier@gmail.com

AboubakryKamara RIMYouthClimateMouvementMauritania

kamaraboubakr@gmail.comcrazzaba.cl.ps.mpma@hotmail.commesallgret@gmail.com

AhmedAHMEDGHALY MerbleuMauritania ahmessoud@gmail.com

AhmedKamel AssociationTunisiennedesJeunesActeursTunisia atja.tn@gmail.com

BahaaShacokiAbdelaziz(BahaaElWessemi)

MisrElKheirFoundationEgypt belwassemy@misrelkheir.org

BechirMestiri CONECTTunisia

BOUARFadhila FOREMAlgeria bouarfadela@hotmail.com

(BoularesNourallah)SaharAkrout AssociationNourelHayatTunisia nour.el.hayet.tn@gmail.com

DjebbiAmal AfricanUnionChapterTunisia djebbiamal07@gmail.comTel:0021621007274

DjebbiMohamedBaccar AssociationADIDTunisia adidbeja@yahoo.fr

FatimaBenAmar ASStamankettazoubanaveMorocco fatimabenamar@hotmail.fr

FatimeEzzahraFathi GIEhuilesefrarMoroco

FatimaEzzahraFathicrazzaba.cl.ps.mpna@hotmail

FerchichiRym UMNAGRIRegional direction@umagri.org

HadjamLatifa

AssociationAlgérienneJeunesseetDéveloppement(AAJD)Algeria

elmoustakbel@yahoo.com00213561620589

HajLadiiNouha AfricanUnionChapter nouhahajlaovi44@gmail.com

HamzaGhedamsi UnionAfricaineMUATunisia

ghedamsi.hamza@mua-ong.orgmodele.union.africaine@gmail.com

HelaBenFayala CentredeTunisdeReflexionTunisia hela.benfayala@ctrs.tn

KamelSaid AssotiondeFestivalsMontagneMaroc

skamels@yahoo.frafam.maroc@gmail.com

MohamedAmineKoukiAssociationpourlaPromotiondelaJeunesseTunisienneTunisia

medaminekouki9@gmail.com

NourAllahBoulares AssociationAppuiauxInitiativesdeDéveloppement(AID)Tunisia boularesnouri@gmail.com

NourKAABI JamaityTunisia kaabi.nour@gmail.com

NouraGuemouria(LatifaBilali)CentreDeDeveloppementdelaRegionTensiftCDRTMaroc

bilali.latifa2002@gmail.comnguemouria@gmail.com

RymFerchichi Reseaudel'AfriqueduNord-UMNAGRI(PAFOchapterNorthAfrica)Tunisia info@umagri.org

SabrineJemaiel UnionAfricaineHamzaGhedamsiMUATunisia ghedamsi.hamza@mua-ong.org

YahyaouiRiadh AssociationWifak-BogouTunisia wifakbargou10@gmail.com

ZaouchCherif CONECTAGRITunisia cherifzaouch@yahoo.frTél:+216.20.52.11.96

AfricanDevelopmentBank

AdamnaMoussa SeniorPowerEngineer,ONECAfricanDevelopmentBank a.d.moussa@afdb.org

AssitanDiarraThioune RegionalEconomist,ORNAAfricanDevelopmentBank a.diarra-thioune@afdb.org

BakarySanogoChiefCommunicationsandPartnershipsOfficerAfricanDevelopmentBank

b.sanogo@afdb.org

BarbaraKafka PartnershipforTransparencyFund b.kafka@afdb.org

EdsonRurangwaMpyisi PrincipalAgricultureEconomise,OSANAfricanDevelopmentBank e.mpyisi@afdb.org

ZenebToure PrincipalCivilSocietyOfficerAfricanDevelopmentBank z.toure@afdb.org

EricLeBlanc PrincipalLegalCounsel,GECLAfricanDevelopmentBank e.leblanc@afdb.org

FrankMvula Manager,ProcurementAfricanDevelopmentBank f.mvula@afdb.org

HeleneAminataCharpentier ConsultantinCivilSocietyEngagementAfricanDevelopmentBank h.charpentier@afdb.org

MariaMulindi

SeniorAdvisortothePresident,CivilSocietyOrganisationsandCommunityBasedOrganisationsAfricanDevelopmentBank

m.mulindi@afdb.org

NoelKulemekaManagerofGenderandCivilSocietyDepartmentAfricanDevelopmentBank

n.kulemeka@afdb.org

OussamaBenAbdelkarim EducationEconomist,OSANAfricanDevelopmentBank o.benabdelkarim@afdb.org

TjaardaStormvanLeeuwen PartnershipforTransparencyFund tpstorm@ptfund.org

WilfriedKonan TeamAssistantAfricanDevelopmentBank w.konan@afdb.org

YasserAhmad ChargedesOperationsORNAAfricanDevelopmentBank p.sturmheit@afdb.org