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Asli Gurkan Social Development Unit World Bank April 2,2009

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1 Asli Gurkan Social Development Unit World Bank April 2,2009
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 Bank’s 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 It is led by AFTP4, funded by BNPP

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 2005-March 2007) prepared a draft National Anti-Corruption Strategy (NACS) ratified UN and African Union’s 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 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 Coalitions Building
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) A draft parliament note is being finalized, which provides detailed analysis on the institutional strengths and weaknesses of the Parliament, and identifies ways to strengthen Parliament’s relations with institutions of control and investigation.

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 Executive/Military Parliament/Judiciary Military
President Prime Minister IGE, IGF, Court des Comptes, MfPMA, MEF Senate, Supreme Court, National Assembly Political parties Parliamentary Finance Committees, AC committees Media Donors NGOs/PS WB, EU, UNDP, GTZ, French cooperation, Official, independent press Mayors, ICC, PWYP, Unions, Employers assoc, women’s groups A small stakeholder analysis exercise was carried out by the Bank team with civil society organizations whereby participants were asked to rank 33 most important stakeholders involved to varying degrees in matters of corruption (ranging from Presidency, Military, Parliament, Judiciary, NGOs, donors and others).

11 SPEED OF IMPLEMENTATION
Stakeholder Position Power Importance Effective Power Le militaire 3.33 7.80 3.73 6.58 President 5.43 7.93 6.79 7.59 Premier ministre 5.47 5.86 5.27 5.68 IGE ( Inspection Générale d’État) 5.21 5.36 7.07 5.87 IGF (Inspection Générale des Finance) 3.43 3.07 5.00 3.65 Ministère de la Fonction Publique et la Modernisation de l’Administration, (MFPMA) 4.07 3.87 4.40 4.03 Ministère de l’Economie et des Finances (MEF) 3.50 5.93 4.50 5.50 Le Senat 4.47 4.93 4.79 Court Supreme 4.85 l’Assemblée Nationale 6.20 5.73 6.06

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; Accroding to this list, they rate the stakeholders from 1-10, according to the scale provided on Power, Salience, Support for Coalition. Thank you. This list is in order from easiest to hardest in terms of implementation. This is all under the corruption strategy…

13 The first graph places Position and Importance on the horizontal and vertical axes respectively (Resources/Power reflected by the diameter of the circle, the larger the latter the greater the Power).

14 Effective power= weighted average of Power and Importance
Militaire et Executive Bailleurs de Fond NACS Reform Parliament et Acteur Judicielle Media Societé civile 9.00 8.00 UE Banque Mondiale President PNUD 7.00 GTZ Le militaire Francais (SCAC/AFD) l’Assemblée Nationale 6.00 IGE ( Inspection Générale d’État) Patronat Premier ministre Effective Power Ministère de l’Economie et des Finances (MEF) 5.00 Court Supreme Parlementaires Contre La Corruption Association des Oulemas Le Senat Ministère de la Fonction Publique et la Modernisation de l’Administration, (MFPMA) Effective power= weighted average of Power and Importance The Military and the Ministry of Finance, high effective power/low position (minimalist) The Bank and other donors- high effective power/high position (maximalist) NGOs strong position, low effective power Presse Independante RFD Initiative Citoyenne pour le Changement (ICC) 4.00 Chambre des Commerce Association Feminine IGF (Inspection Générale des Finance) Le Groupe Parlementaire de Lutte Contre la RDU Corruption Publiez Ce Que Vous Payez (PCQVP) Association des Maires 3.00 Syndicat (CLTM, UTM, CGTM) Committee des Finances de la Assemble Committee des Finances du Senat Nationale PRDR 2.00 1.50 2.50 3.50 4.50 5.50 6.50 7.50 Position

15 Coalition building Activity Audience Agenda Outcome 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 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 Parliament’s capacity building needs 3- day Workshop for civil society anti-corruption coalition (June’08) 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 (June’08) 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 l’éthique II Combat contre l’impunité III. Libre accès a l’information IV. Conseille & Assistance PRIORITISATION DES DOMAINES DE LA MISSION I Prévention, sensibilisation, développement de l’éthique II Combat contre les impunités III Libre accès a l’information AXES STRATEGIQUES POUR CHAQUE DOMAINE DE LA MISSION I Sensibiliser l’opinion publique sue les dangers et les conséquences de la corruption en Mauritanie I Renforcer la redevabilité de décideurs politiques I Contrôle citoyen de l’action publique II Application et reforme de la loi II Sensibiliser l’opinion publique sur les impunités, à travers éducation et formation II Recherché, études et information sur les conséquences des impunités sur les victimes et acteurs de la corruption III Publication et large diffusion des informations relatives à la gestion des biens publics et a leurs contrôle III Lutte contre la falsification des données et informations III Publication des comptes et des états financiers des entreprises formelles dans le secteur privé qui travaillent avec l’état et sanction des corrupteurs The coalition came up with an action plan at the end of training sessions

17 Action/ Taches Resp. Encadrement en temps Indicateur de succès
OBJECTIF I.1.1 Renforcer les capacités de membres de la Coalition en prévention, sensibilisation et développement de l’éthique en 6 mois. Action/ Taches Resp. Encadrement en temps Indicateur de succès I Répertorier les domaines d’intervention de chaque organisation membre Bellil 1 mois Répertoire complet et disponible I Identification de besoins de formation de membres Khira Liste de besoins de formation I Identifier les opportunités de formation et intervention en organisation membres. Ba Ibrahim 1 mois (actualisation chaque mois) Liste d’opportunités I Identifier les perçons ressources dans leur spécialité, comme formateurs, a l’intérieur de la Coalition Liste de perçons ressources comme formateurs I Elaboration d’un plan de développement institutionnel de la Coalition Cheiggeur A décider Plan de développement institutionnel adopte I Organiser un atelier de restitution et validation des résultats proposés Atelier de validation organise The coalition came up with an action plan at the end of training sessions

18 Evaluation Successes Going beyond usual suspects in civil society
Incremental approach to coalition-building Facilitated workshop process/ Action-plan Challenges Coup d’etat 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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