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Mauritania: Stakeholder Analysis and Coalition- Building for Good Governance Asli Gurkan Social Development Unit World Bank April 2,2009.

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Présentation au sujet: "Mauritania: Stakeholder Analysis and Coalition- Building for Good Governance Asli Gurkan Social Development Unit World Bank April 2,2009."— Transcription de la présentation:

1 Mauritania: Stakeholder Analysis and Coalition- Building for Good Governance Asli Gurkan Social Development Unit World Bank April 2,2009

2 Overview- World Bank context Part of a broader Banks GAC agenda: Improving demand-side governance Strengthening oversight mechanisms Fostering country-ownership of GAC reforms Shifting emphasis from passing legislation to a greater agenda of political accountability; Governance- a pillar of Mauritania CAS and PRSP-2 Multiple Bank activities on governance

3 Overview- Country Context National Anti-Corruption Strategy Final version of the strategy - June 08 Submission of the draft and consultations with the parliament - 1Q08 – latest April 08 Submitted for approval to parliament – October 08 Final draft – Nov 07

4 Overview-Reform environment Transition authorities (Aug March 2007) prepared a draft National Anti-Corruption Strategy (NACS) ratified UN and African Unions anti-corruption conventions joined the Extractive Industries Transparency Initiative (EITI) issued a public sector ethics code adopted a decree for declaration of assets for high-level civil servants Civilian government (elected in Spring 2007) established an Anti-Corruption commission in December 2007 announced a national day for fight against corruption is working closely with donors to finalize the NACS

5 Project Objectives Improve understanding of the stakeholder landscape that could potentially impact the effectiveness of the anti-corruption reforms; Strengthen the capacity of pro-governance champions within and outside the government in these areas.

6 Project Components Stakeholder Analysis Parliament note Political-economy report Stakeholder maps Coalitions Building Capacity and coalition support for civil society Capacity and coalition support for checks-and balances institutions (parliament and control agencies)

7 Parliament Note-Findings Continuous presence of the old guard, controlling (57%) of the seats Imbalance between the Executive and the Legislative branches. Anticorruption related reforms are eminently political undertakings. Need strong backing of head of state.

8 Political-economy report-Findings Sectors: Transport:, Reforms foreseen in the Road Code is far from being implemented. (thriving market of fake papers at low prices) Banking: Capture of the banking system by elite families, access to credit extremely limited for the poor Overall assessment: macroeconomic indicators do not seem to trickle down to the majority of the population and the quality and access to service delivery poor Anti-corruption reforms are old news, have not produced substantial results, credibility is a serious challenge. Accountability is limited by social networks, Old guards in new seats demand-side actors will be critical for the overseeing and monitoring of reforms:

9 Recommendations Build capacity of checks and- balances institutions to the executive Strengthen relations between Parliament and control institutions (eg. Finance Committees and Cours des Comptes). the obligation for these institutions to present their annual reports before the appropriate committees of Parliament obligation for executive to obtain the support of the Parliament for the appointment (and dismall) of the chairs of IGF and IGÉ. Create a broad civil society coalition to act as an informal watchdog to monitor implementation of anti-corruption strategy

10 Stakeholder mapping Military President Prime Minister IGE, IGF, Court des Comptes, MfPMA, MEF Senate, Supreme Court, National Assembly Political parties Parliamentary Finance Committees, AC committees Mayors, ICC, PWYP, Unions, Employers assoc, womens groups WB, EU, UNDP, GTZ, French cooperation, Executive /Military Parliament/Judiciary NGOs/PS Official, independent press Donors Media

11 SPEED OF IMPLEMENTATION StakeholderPositionPowerImportanceEffective Power Le militaire President Premier ministre IGE ( Inspection Générale dÉtat) IGF (Inspection Générale des Finance) Ministère de la Fonction Publique et la Modernisation de lAdministration, (MFPMA) Ministère de lEconomie et des Finances (MEF) Le Senat Court Supreme lAssemblée Nationale

12 Stakeholder Position: Policy options 1. Adopt strategy 2. Support or Fund Civil society-led information campaign on Anti- Corruption; establish a public complaints system on corruption, 3. Conduct annual evaluation of the implementation of the Strategy by Executive, Parliament, & Civil Society 4. Publish and effectively disseminate annual reports of Cour des Comptes and IGE (findings and sanctions) 5. Publish Annual Reports by IGF (findings and sanctions) 6. Make illegal for high level officials to interfere with IGE and IGF findings/decisions. 7. Ensure Wealth/tax declarations of politicians and high officials (Cabinet and Director-level staff) are filed (published?) 8. Create independent, special courts on corruption offences 9. Publish details of sanctioned individuals (names, corrupt action, and action taken) 10. Prosecute 100% of sanctioned cases (from IGF/IGE reports) and seek recovery of misallocated funds from 100% of sanctioned officials;

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14 NACS Reform Le militaire President Premier ministre IGE ( Inspection Générale dÉtat) IGF (Inspection Générale des Finance) Ministère de la Fonction Publique et la Modernisation de lAdministration, (MFPMA) Ministère de lEconomie et des Finances (MEF) Le Senat Court Supreme lAssemblée Nationale PRDR RDU RFD Committee des Finances de la Assemble Nationale Committee des Finances du Senat Le Groupe Parlementaire de Lutte Contre la Corruption Parlementaires Contre La Corruption Association des Maires Initiative Citoyenne pour le Changement (ICC) Publiez Ce Que Vous Payez (PCQVP) Syndicat (CLTM, UTM, CGTM) Chambre des Commerce Patronat Association Feminine Association des Oulemas UE PNUD GTZ Francais (SCAC/AFD) Banque Mondiale Presse Independante Position Effective Power Militaire et Executive Bailleurs de Fond Parliament et Acteur Judicielle Media Societé civile

15 Coalition building ActivityAudienceAgendaOutcome 2-day workshop (May 08) selected participants- from NGOs, media, and associations, Stakeholder analysis - Presentation on conflict- management methods Identification and prioritization of coalition training needs for June - Agreement on forming a coalition, group work plan Half-day meeting (May 08) Parliament, control agencies, donors Sharing of information on coalition-building efforts and workshop activities- Sharing of Jordanian case-study - Increased level of awareness on CS role, Assessment of Parliaments capacity building needs 3- day Workshop for civil society anti- corruption coalition (June08) selected participants- from NGOs, media, and associations, Parliament-civil society interaction - Presentation on best practices- Strategic planning sessions, small group work to come with an action plan - - Draft action plan - Preliminary Agreement on structure - Agreement to continue weekly meetings. Half-day meeting (June08) Parliament, control agencies, donors Corruption, presentation, Sharing of the June workshop results, discussion on capacity-building needs - Increasing level of dialogue on the process of coalition-building -Planning of next set of activities

16 DOMAINES DE LA MISSION I. Prévention, sensibilisation, développement de léthique II. Combat contre limpunité III. Libre accès a linformationIV. Conseille & Assistance PRIORITISATION DES DOMAINES DE LA MISSION I. Prévention, sensibilisation, développement de léthique II. Combat contre les impunitésIII. Libre accès a linformation AXES STRATEGIQUES POUR CHAQUE DOMAINE DE LA MISSION I.1 Sensibiliser lopinion publique sue les dangers et les conséquences de la corruption en Mauritanie I.2 Renforcer la redevabilité de décideurs politiques I.3 Contrôle citoyen de laction publique II.1 Application et reforme de la loi II.2 Sensibiliser lopinion publique sur les impunités, à travers éducation et formation II.3 Recherché, études et information sur les conséquences des impunités sur les victimes et acteurs de la corruption III.1 Publication et large diffusion des informations relatives à la gestion des biens publics et a leurs contrôle III.2 Lutte contre la falsification des données et informations III.3 Publication des comptes et des états financiers des entreprises formelles dans le secteur privé qui travaillent avec létat et sanction des corrupteurs

17 OBJECTIF I.1.1Renforcer les capacités de membres de la Coalition en prévention, sensibilisation et développement de léthique en 6 mois. Action/ TachesResp. Encadrement en temps Indicateur de succès I Répertorier les domaines dintervention de chaque organisation membre Bellil1 moisRépertoire complet et disponible I Identification de besoins de formation de membres Khira1 moisListe de besoins de formation I Identifier les opportunités de formation et intervention en organisation membres. Ba Ibrahim 1 mois (actualisation chaque mois) Liste dopportunités I Identifier les perçons ressources dans leur spécialité, comme formateurs, a lintérieur de la Coalition Khira1 moisListe de perçons ressources comme formateurs I Elaboration dun plan de développement institutionnel de la Coalition Cheigg eur A déciderPlan de développement institutionnel adopte I Organiser un atelier de restitution et validation des résultats proposés A décider Atelier de validation organise

18 Evaluation Successes Going beyond usual suspects in civil society Incremental approach to coalition-building Facilitated workshop process/ Action-plan Challenges Coup detat Linking GAC efforts Government reaction for stakeholder analysis results Dynamics within civil society members

19 Lessons learned Analytics is critical to understand the in- country dynamics/ potential challenges Reforms are not technical, depoliticized tools. Only political solutions can match political problems. Government buy-in Thinking outside the box in targeting civil society Timing is key

20 Thank you


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