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Dec 11, 2015 - 11. Regional Power Trade project. 12. Sustainable Tourism Master Plan for IGAD Region. 13. Energy Program
Sub-Regional Coordination Mechanism (SRCM) for Eastern and Southern Africa (SRO-EA & SA)

South Sudan

Seychelles

Mauritius

ADDENDUM SRCM BUSINESS PLAN 2013 - 2017 Addis Ababa - October 2016

Sub-Regional Coordination Mechanism (SRCM) for Eastern and Southern Africa (SRO-EA & SA ) ADDENDUM TO SRCM BUSINESS PLAN

Operational Guide on how to make all partners involved collaborate together towards the development and implementation of RECs/IGOs programmes. 1. Background At the meeting of the Sub-Regional Coordination Mechanism (SRCM)1 for Eastern and Southern Africa (SRO-EA & SA) held in Gaborone, Botswana between the 10th and 11th of December 2015, it was decided that a a twenty-page streamlined Addendum to the SRCM Business Plan be produced considering the flagships as its anchor. The goal is to highlight the roles and responsibilities for flagship initiatives as part of well-defined institutional arrangements. The addendum will also take into consideration the Sustainable Development Goals (SDGs), Agenda 2063 and new REC, IGO and partner strategies. In addition, it will aim to provide an opportunity for further alignment between the SRCM for Eastern and Southern Africa and the RCM. The addendum will also include a revised monitoring and evaluation system, enabling beneficiary RECs and IGOs to report in a regular basis and in line with the goals and priorities of Agenda 2063 and SDG Agenda 2030. At the 17th Meeting of the Intergovernmental Committee of Experts (ICE) on February 2013 in Kampala, deliberating on the SRCM report, stressed that the Flagship projects should aim to: § § § § §

Be strategic and designed to achieve sub-regional integration. Support critical thematic areas of the BP and aligned with continental and regional development priorities. Promote the engagement of RECs, IGOs and other development partners in the development interventions and the sub-regional and country levels. Achieve commitment by the participating institutions to contribute resources to the planned activities of the flagship. Receive endorsement by the SRCM Steering Committee and within the framework of the BP.

In a number of ICE meetings, it has been stressed that there is a need for the development partners to work together in order to realize the implementation of the Business Plan. This is particularly important in the quest to realized efforts towards regional integration and coherent development in the sub-regions. The goal is to sustain detailed discussions on: Identification of priorities on flagship projects/activities to be carried out during the Business Plan period, and articulation of a structured resource mobilization strategy to ensure implementation of the priority flagship projects. Table 2 illustrates the flagship projects to be implemented within the framework of the SRCM Business Plan for EA and SA.

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The structure of RCM brings synergy fir coordination and emphasizes the UN Agency system wide coordination with clearly delineated clusters and sub-clusters that are supported by UN agencies in response to AUC and respective RECs to achieve development needs for the continent. UNDG Regional Teams complement the RCMs at the country level. The SRCM brings in a new dimension of promoting coordinated joint activities in the sub-region to be promoted by RECs and IGOs with financial and technical support from UN agencies and other development partners.



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At the 2016 Annual Session of RCM-Africa, SRCM ESA reported challenges of implementing Flagship Initiatives. These included: § § § § § § §

The capacity to implement the every increasing number of flagship projects Flagship projects not fully bankable. Lack of a long-term resource mobilization strategy at the Business Planning level. Inadequacy in keeping up the momentum and consolidating existing gains. Inconsistent number of consultations and meetings between all the interested parties. Absence of a formal information-sharing platform for RECs/IGOs and UN agencies. Inadequate institutionalized monitoring and evaluation system to track progress.

During the Retreat of the Coordinators of RCM-Africa Cluster in February 2016, the need to align RCM-Africa to the Agenda 2063 and SDG Agenda 2030 was emphasized. It is noted that the SDG 2030 Agenda among other things, reaffirms the importance of supporting the African Union’s Agenda 2063 and the programme of the New Partnership for Africa’s Development (NEPAD), which are both integral to the new Agenda. The UN family and development partners have been urged to recommit their support for the implementation of the Agenda 2063 and the global SDGs. The implementation of the flagship projects under the SRCM Business Plans for EA and SA must therefore remain cognizant of the priorities set of these continental and global agenda. In addition, the implementation of the flagships should be undertaken in tandem with the African Development Bank (AfDB) whose Ten-Year Strategy is emphatic on the dynamic and resilience of the continent and is committed to supporting the continent achieve inclusive growth. Over the next years, the Bank will focus on five critical areas of the Ten-Year Strategy referred as the High 5s: Light up and power Africa, feed Africa, industrialize Africa, integrate Africa and improve the quality of life for the people of Africa. These are all consistent with long term continental aspirations elucidated in Agenda 2063 and stressed in global SDG Agenda 2030. Model of the SRCM Business Plan for SRO-EA&SA The SRCM business plan is modeled around three higher level outcomes (Fig 1), whose achievements were to be demonstrated by the success of its implementation. §

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Outcome 1 aimed to focus on fostering broad-based economic development. This was to be realized through specific interventions including regional integration, infrastructural development and trade and industry development, statistical development, promoting information technology, and knowledge economy. Outcome 2 aimed to focus on natural resource management. This addresses issues of climate change, agricultural development, water resource management and tourism strategies. Outcome 3 aimed to focus on challenges of institutional capacities and social cohesion. This is to promote good governance, peace and security, gender equality and women empowerment, and youth employment.

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Figure 1: Business Plan Model

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2. Roles and Responsibilities for Outcome Areas The Business Plan represents a comprehensive tool through which United Nations agencies and other development partners could support the regional economic communities in implementing some programmes and activities. In addition, it was agreed that annual work plans would be derived from the business plan and that the three main outcome areas of the subregional mechanism should be under the responsibility of the following organizations: § § §

Fostering broad-based economic development – East African Community Natural resource management and food security – Intergovernmental Authority on Development Institution-building for social cohesion – Southern African Development Community

The Common Market of Eastern Southern Africa is the current chair and convener of the SRCM. This function is rotational. The outcomes are linked to the key thematic areas of the Business Plan. Leadership responsibility varies depending on the parties in the thematic area and level of interest and acceptance of functional responsibility. The leadership at the outcome level is decided at the SRCM Steering Committee meetings. The SRCM Steering Committee comprises of _leadership of RECS and IGO with the SRO-EA and SRO-EA representing the UN system. The level of functional responsibility will give emphasis on: Initiating the work stream on the areas of focus, annual work planning, resource mobilization, budgeting, monitoring and evaluation, and reporting. Table 1 provides joint functional undertaking that was envisaged at the inception of the Business Plan in 2013. The chairperson of the high level outcome would convene the meetings on regular basis to monitor the progress in the implementation of each of the thematic areas, as provided by the lead institution. Table 1: Roles and Responsibilities Outcome Levels

Chair

CoChair

Thematic Area

Lead RECs/IGOs

Cooperating UN Agency

1.Fostering Broad-based Inclusive Economic Development and Innovations for Structural Transformation

EAC

COMESA

A. Regional Integration

COMESA

AU

B. Infrastructure Development

CCTTA

NEPAD, UNECA

C. Trade and Industry

EAC

UNIDO

D. KM and Statistical Development

NBI

UNDP, UNCTAD

E. Science and Technology

SADC

UNESCO

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F. Information and Communication Technology

Outcome Level

2. Enhanced Natural Resource Management for Sustainable Development, Food and Nutrition Security

Chair

IGAD

EAC

UNECA

Lead RECs/IGOs

Lead UN Agency

CoChair

Thematic Area

CEPGL

G. Climate Change and Natural Resource management

COMESA

UNEP, UNECA, ACPC, AMDC

H. Agriculture, Rural Development, Food and Nutrition Security

COMESA, NEPAD

FAO

I. Tourism Development

IGAD

UNECA

J. Water Management and Development

NBI

UNEP

Outcome Levels

Chair

CoChair

Thematic Area

Lead RECs/IGOs

Co-Lead UN Agency

3. Building Strong Institutions and Social Cohesion

SADC

ICGLR

K. Governance

EAC

UNDP

L. Peace and Security

IGAD

UNDP & DPKO

M. Gender Equality and Women Empowerment

EASSI

UNECA, UNWomen, ACG

N. Social Security and Community Development

SADC

UNFPA

O. Tripartite Arrangement

COMESA

UNECA

4. Follow up on SRCM Mechanism Initiatives

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3. Flagship Projects The identified Flagship projects include: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

Regional Food Security Program Regional Programme on Energy Security and Sustainable Energy for all Regional Initiative against the Illegal Exploitation of Natural Resources Regional Programme on Industrialization focusing on value chain on Agriculture Tripartite Free Trade Area – focusing on industrialization, trade and infrastructure Blue Economy Building Strong Institutions and Social Inclusion Interventions Cyber Security Programme Conflict Early Warning System Program Mainstream Intelligent Transport System in Corridor Infrastructure Regional Power Trade project Sustainable Tourism Master Plan for IGAD Region Energy Programme Gender Cross-border Initiatives Water Development Initiatives Trade facilitation

Table 2 identifies some correspondence between the flagship projects and goals and the priorities of both Agenda 2063 and SDG global Agenda 2030. Table 2: Flagship Initiatives and Agenda 63/SDG Correspondence Regional Coverage

Flagships

Status of Implementation

Correspondence Correspondence with Agenda with SDG Agenda 2063 Initiatives 2030 Initiatives

Contine nental

Regional Food Endorsed in 2013 by all -Agriculture the RECs and IGOs. productivity and Security production. Program (Goal 5: Priority Area 1)

Lead Institution s

-Achieve food security ICGLR and improved nutrition and promote sustainable agriculture. (Goal 12J

Regional Programme on Energy Security and Sustainable Energy for all

Actions involve -Regional formulating an energy integration and security policy infrastructure. framework at EAC level (Goal 10: Target 1with linkages to 8) Southern Africa subregion.

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- Access to affordable, reliable sustainable and modern energy for all. (Goal 7)

EAC

Regional Coverage

Flagships

Status of Implementation

Correspondence Correspondence with Agenda with SDG Agenda 2063 Initiatives 2030 Initiatives

Regional Initiative against the Illegal Exploitation of Natural Resources

The protocol on the -Sustainable Fight against the Illegal natural resource Exploitation of Natural management Resources existed since 2006 and re-emphasizes (Goal 7) the commitment of -Biodiversity, Member States to act. conservation, Business plan has been genetic resources formulated and is under and ecosystem. implementation.

Regional Programme on Industrializat ion focusing on value chain on Agriculture

Goal 7: Priority Area 1)

In the two sub-regions, the agro-food sector is being promoted and remains a source of in the region. Agro food value chains, particularly processed fruits and vegetables, have the highest job creation potential.

-Modern agriculture for increased productivity and production. (Goal 5: Priority Area 1)

(Goal5) -Agri-Business Incubation Framework. (Goal 5) -Triple intra-Africa Trade of Agriculture Commodities and services. (Goal 15: Target 8)

-Economic

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ICGLR

promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation as well as halt biodiversity loss.

(Goal 15) -Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation. (Goal 9)

-Joint Investment -Strategy for in Food Processing. Agricultural Value Chain to promote (Goal 5: Indicative Agribusiness. Strategy target 5) -Technology Adaptation to enhance Agricultural Productivity.



-Protect, restore and

Lead Institution s

(Goal 2)

COMESA, EAC

Regional Coverage

Flagships

Status of Implementation

Correspondence Correspondence with Agenda with SDG Agenda 2063 Initiatives 2030 Initiatives

Lead Institution s

diversification and resilience. (Goal 4: Priority Area 3 : Targets 17)

Tripartite Free Trade Area – focusing on industrializatio n, trade and infrastructure

Engagement with RECs -Continental Free (EAC, SADC and trade area will aid COMESA) on structural intra-Africa trade transformation agenda by combining the has been initiated. free trade areas of the three economic blocs to create a market of 625million people with a gross domestic product of more than $1trillion.

-Resilient infrastructure, promote inclusive and sustainable industrialization.

COMESA, PMAESA

(Goal 9)

(Goal 8)

Blue Economy Efforts to address

-Blue economy for -Conserve and accelerated sustainably use the economic growth. oceans, seas and marine resources for (Goal 6) sustainable development.

oceanic and aquatic resources and ecosystems have been initiated by the IOC.

-Environmentally sustainable and climate resilient economies and communities. (Goal 7)

(Goal 14 -Sustainable Management of Water and Sanitation. (Goal 6) Indicate SDG related to freshwater

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IOC, PMAESA

Regional Coverage

Flagships

Status of Implementation

Correspondence Correspondence with Agenda with SDG Agenda 2063 Initiatives 2030 Initiatives

Lead Institution s

Building Strong Institutions and Social Inclusion Interventions

Support RECs in Promoting Youth Entrepreneurs.

-Sustainable and -Sustained, inclusive inclusive economic and sustainable growth. economic growth.

UNECA

(Goal 4: Priority Area 1)

Establishing Regional Centre for Skills Development.

(Goal 8)

-Economic diversification and resilience.

Integrate Community Development and Social (Goal 4: Priority Cohesion into National Area 3) and regional Policies. -Capable institutions and transformation leadership.

(Goal 12: Priority Area 1)

Eastern Africa

Cyber Security Programme

Cyber Security Policy Framework has been launched.

-Harmonization of -Build resilient Policy and infrastructure and Regulatory foster innovation. Framework. (Goal 9) (Goal 12) -Enhancement of Cyber Security in the Member States (Goal 12). -Development of eCommerce and Promotion of Market Information. (Goal 12) -Science Parks for youth job creation. (Goal18) -Modernization of ICT infrastructure. (Goal 10)

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EAC

Regional Coverage

Flagships

Status of Implementation

Correspondence Correspondence with Agenda with SDG Agenda 2063 Initiatives 2030 Initiatives -Peace, security and stability are preserved.

Conflict Early Warning System Program

(Goal 13)

Lead Institution s

-Promoting peaceful IGAD in and inclusive collaboratio societies for n with AU sustainable development

-Framework for Silencing All Guns (Goal 12) by 2015 in consultations with RECs. (Goal 14) -World-class infrastructure criss-crossing Africa.

Mainstream Intelligent Transport System in Corridor Infrastructure

(Goal 10)

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.

PMAESA

(Goal 9) Regional Power Trade project

In the East African -Regional Power -Access to affordable, NBI countries, EAC jointly Pools reliable, sustainable with the Eastern Africa operationalized by and modern energy for Power Pool (EAPP) is in 2020. all. the process of developing a regional (Goal 10: Priority (Goal 7 power master plan and Area 1: Continental/Region interconnection code. al Target 1) The EAC-EAPP Regional Power Plan (2013-2038) expanded the existing East African Power Master Plan (EAPMP) (20032024) to cover the two Partner States of Rwanda and Burundi, which joined the EAC after the EAPMP had already been developed.

Sustainable Tourism Master Plan for IGAD Region

Master Plan formulated.

-Master Plan for a Build resilient Holistic and infrastructure, Integrated Tourism promote inclusive at National and and sustainable Regional Levels.

industrialization and foster

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IGAD

Regional Coverage

Flagships

Status of Implementation

Correspondence Correspondence with Agenda with SDG Agenda 2063 Initiatives 2030 Initiatives (Goal 4)

Lead Institution s

innovation.

-Research and (Goal 9) Development to Diversify Tourism Products (Goal 4) The work of SRCM will -Joint investment -Access to build on the Southern in large-scale affordable, reliable, African Power Pool power generation sustainable and (SAPP),which has been for the content modern energy for created with the such as the Inga all. primary aim to provide Dam in Bas Congo. reliable and economical (Goal 7) electricity supply to the (Goal 10: Continental/Region consumers of each of the SAPP members. It al Targets 1-5) is consistent with the reasonable utilization of natural resources and the effect on the environment.

Souther n Africa

Energy Programme

Crossborder, crosssubregional initiativ es

Gender Cross- Member States and RECs Adopt and border Implement Regional Initiatives

-Women and girls empowerment. (Goal 17)

Gender Policies and Mainstreaming Strategies.

-Youth empowerment.

Implement Instruments (Goal 18) of Women Empowerment. Joint Interventions in Gender Policies.

-Achieve gender

SADC/ equality and empower IGAD/ all women and girls. UNECA (Goal 5) -Develop Policies to Empower Women. (Goal 5 -Regional and CrossBorder Information to Expand Market Accessibility for Women. Goal 5) -Participation of Women in Regional and International Trade Negotiations. Goal 5)

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SADC

Regional Coverage

Flagships

Status of Implementation

Water Development Initiatives

Correspondence Correspondence with Agenda with SDG Agenda 2063 Initiatives 2030 Initiatives

Lead Institution s

-Integrated Water -Availability and Resources sustainable Management. management of water and sanitation for all. (Goal 7: Priority Area 2) (Goal 6)

NBI/SADC

- Trans-boundary water Resource Sharing. (Goal 7) - Water security climate resilience and natural disaster preparedness. Goal 7: Priority Area 3) - Irrigation Development Goal 7).

Trade facilitation

RECs in the region are actively engaged in enhancing trade facilitation to expand the share of imports from two regions to the rest of Africa.

-Action Plan on Boosting Intra Africa Trade.

- Reducing COMESA inequality within and among the countries through -Realization of the Continental Free enhanced trade and global value chain. Trade Area. -Strengthening Corridor Management Institutions to enhance crossborder trade.

(Goal 10)

4. Mechanisms for Flagship Implementation Modalities for operations (Explain more) § § §

Operational Plan (OP) is the responsibility of Lead Institution. OPs will reflect both regional and country level priorities that are addressed by the flagship. The flagship OP will be flexible to accommodate unique features of the participating countries and different sub-sectors.

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§

Establish well-defined result mapping to act as a roadway.

Focal Persons The recent mapping study (July 2016) recommends the need for establishing designated Focal Persons / Points in the Regional Bodies (RB) to pursue planned implementation of agreed interventions. The study notes that the RCM/SRCM focal persons in the RB are not usually from the Partners M&E Units. This makes it difficult to have consistency in dealing with the Regional Bodies in the various groupings. i.e. the Partnership Unit of SADC attends the RCM/ SRCM as well as all AU, NEPAD and UNECA meetings. Opportunities to Build on Stakeholder Priorities The importance of building on the comparative advantage of each of the partners and stakeholders was stressed during the SRCM for EA and SA in Botswana in December 2015. The idea is to effectively mainstream the SRCM Business Plan into the stakeholder’s planning processes and accommodating their priorities. This will amply advance the course of development in the continent. Table 3 provides a snapshot of opportunities to build on from the stakeholder strategic initiatives. This focuses on the opportunities with Continental Institutions, RECs and Inter—Governmental Organizations in the Regions. Table 3: Opportunities to Build on Stakeholders Priorities Stakeholders AUC

Strategic Tools Ten-Year Implementation Plan of Agenda2063

Key Pillars/Focus Areas

SRCM Flagship Opportunities

-Inclusive growth and Sustainable Development.

- Regional food security program. - Blue economy for accelerated growth. -Building strong institutions and social cohesion. - Regional programme on energy security. -Trade facilitation. -Industrialization and value chain. -Economic governance -Conflict prevention. -Refugee management. -Sustainable tourism development. -Gender Cross-border Initiatives.

-Regional integration, trade and infrastructure.

-Governance and human rights. -Peace and security. -Culture, heritage and shared values. -Women and Youth. -Advocacy and global partnership.

NEPAD

2014-2017 Strategic Plan

-Human Capital Development (Skills, Youth, Employment and

-Gender cross-border initiatives.

Women Empowerment). -Industrialization, Science, Technology and Innovation. -Regional Integration, Infrastructure (Energy, Water, ICT, Transport) and Trade. -Natural Resources Governance

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-Regional programme on industrialization – value chain. - Cyber security program. -Energy security and sustainable energy for all. -Trade facilitation. - Intelligent transport system in corridor infrastructure. -Regional food security

Stakeholders

Strategic Tools

EAC

Vision 2050

Key Pillars/Focus Areas

SRCM Flagship Opportunities

and Food Security. -Infrastructure development.

program. -Regional power trade project. -Energy security and sustainable energy for all. -Mainstreaming Intelligent Transport System in Corridor Infrastructure. -Cyber security program. -Regional food security program. -Regional program on Industrialization –Value Chain. -Tripartite Free Trade Area. -Regional initiative against the illegal exploitation of natural resources. -Blue economy. Sustainable tourism Master Plan for IGAD region.

-Agriculture food security and rural development. -Industrialization.

-Natural resources and environmental management.

AfDB

SADC

- Strategy for 2013 – 2022 - Annual Development Effectiveness Review 2016 Accelerating the pace of change Regional Indicative Strategic Development Plan

-Tourism, trade and service development and cross cutting issues. - Infrastructure development -Regional Economic integration -Private Sector Development -Government and accountability -Skills and technology -High 5s Priority Areas

-Poverty eradication. -Regional development integration.

-Regionally balanced and equitable development. -Integration into the continental and global economies. -Sustainable development.

-Gender equality.

COMESA

Strategic Plan 2008 – 2015 (New Strategic Plan Under Development)

-Promoting a more balanced and harmonious development of its production and marketing structures. -Fostering closer relations among its Member States. -Enabling environment for cross border and domestic investment. -Promotion of peace and security.

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- -Regional power trade project. -Energy security and sustainable energy for all. -Trade facilitation. - Intelligent transport system in corridor infrastructure. -Trade facilitation -Regional programme on industrialization – value chain. -Trade facilitation. -Regional food security. -Tripartite Free Trade Area -Energy security and sustainable energy for all. -Building strong institutions and social inclusion interventions. -Industrialization and value chain. -Blue economy. -Regional initiative against the illegal exploitation of natural resources. -Gender and cross-border initiatives -Trade facilitation.

-Building strong institutions and social inclusion interventions.

-Conflict Early Warning System program.

Stakeholders

IGAD

Strategic Tools

IGAD Regional Strategy 20162020 (in the Making)

Key Pillars/Focus Areas

SRCM Flagship Opportunities

-Strengthening the relations between the Common Market and the rest of the world Promoting progress and the realization of the African Economic Community. -Agriculture, Natural Resources and Environment. -Regional Cooperation and Integration. -Peace and Security.

-TFTA – focusing on industrialization, trade and infrastructure.

-Gender Affair. -Corridors as business hubs. -Improved competitiveness.

Maputo Corridor Logistic Initiative

Walvis Bay Corridor Group

Strategic Plan for the Walvis Bay Corridor Group for 2010 - 2015

Central Corridor Transit Transport Facilitation Agency (CCTTFA)

Southern Agricultural Growth Corridor of Tanzania (SAGCOT)

Northern Corridor Transit Transport Coordination

SAGCOT Concept Note SAGCOT Investment Blue Print

NCTTCA Strategic Plan 2012-2016 (New Plan under

-Public Private Partnerships -Strategic networking and trust building. -Innovation and R&D capacity -Competitively positioning the Group through partnerships to increase balanced import/export cargo volumes. -Effectively branding the corridors as the preferred trade route by all our customers. -Continue to be committed to provide adequate and cost effective capacity and efficient services. -Capacity Building for transport operators Along the Central Corridor. -Central Corridor Transport Observatory Project. -Building One Stop Inspection Stations (OSIS) along the Central Corridor. -Road safety for commercial freight. -Opportunity to set up new businesses in the agriculture services sector. -Smallholder farmers to become emergent or commercial farmers. -Rural communities benefiting from improved access to infrastructure, market, credit and inputs, and creating agricultural the value chain. -East and Central African region to benefit from improved food security. -Incentives for increased private sector investment and participation. - Modernization and improvement of Transport. -Harmonization and streamlining

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-Regional food security. -Sustainable tourism master plan for IGAD region. -Conflict and early warning system program. -Gender and cross-border initiatives. -Trade facilitation. -CFTA – trade and value chain.

-Trade facilitation.

-CFTA – focusing on industrialization, trade and infrastructure. -Mainstreaming Intelligent Transport System in Corridor Infrastructure. -Trade and infrastructure.

-Building strong institutions. -Trade facilitation.

-CFTA – trade and infrastructure. -Building strong institutions and social inclusion interventions. -Trade facilitation. -CFTA – focusing on Agriculture industrialization.

-Regional food security.

-Trade facilitation.

-Intelligent transport system. -Trade facilitation.

Stakeholders Authority (NCTTCA)

Strategic Tools development)

Key Pillars/Focus Areas of policies and legal framework for transport and Trade facilitation. -Enhanced Knowledge Management and Capacity Building. -Performance Monitoring and Evaluation. -Enhancing Kenya’s position as a gateway & transport hub to the East African Sub-region and the Great Lakes Region.

Lamu Port Southern SudanEthiopia Transport (LAPSSET)

-Establish a reliable access to the Sea for Northern/Eastern. -Establish a reliable access to the Sea for Northern/Eastern parts of Kenya, South Sudan and Ethiopia, and Facilitating trade, regional economic integration and interconnectivity between African countries. -Cooperation on matters concerning port development in Africa.

Port Management Association for Eastern and Southern Africa

-Development of African Ports and improved efficiency and productivity. -Develop integrated information system for networking. -Collaborate with all international organizations, governments and institutions. -Peace and security.

ICGLR

-Intelligence Regional Centre. -Economic development and regional integration. -Humanitarian and social issues. -Democracy and good governance. -Natural resources.

Nile Basin Initiative

SRCM Flagship Opportunities

Nile Basin Initiative Strategic Plan: 2012 – 2016

-Water Policy Support. -Technical capacity for transboundary ecosystem management. -Sustainable use of trans-boundary environmental resources.

-Regional programme on industrialization - value addition. -Trade facilitation.

Building strong institutions for social inclusion and interventions. -Mainstreaming intelligent transport system in corridor infrastructure. -CFTA – focusing on trade and infrastructure.

-Conflicts and early warning system. -Trader facilitation.

-Regional initiative against the illegal exploitation of natural resources. -Water development initiatives. -Blue economy.

5. W ork Activities Per Flagship For each of the flagship projects, it should be mandatory to develop a business case as a basis of its implementation and to provide justifications for resource allocation. The Business Case will be reviewed by the SRCM Steering Committee for endorsement.

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Table 4 provides an operational template that will be used to develop work-breakdown to facilitate planning and implementation of specific flagship activities to ensure realization of the expected outputs. Each of the flagship initiative will establish clear time frame to actualize the planed activity. The Lead Institutions of the flagship initiative will be required to identify and engage proactively with the participating institutions. They will also initiate actions for resource mobilization to respond to the funding gaps that will have been identified. Table 4: Example of Table of Flagship Flagship Initiatives

Expecte d Output

Key Activities

Timefra me

From

To

Participat ing Institutio ns

Source of funding US$ UN

Others

6. Funding Modality for Flagship Projects The lack of resources to support implementation of the flagship projects under the SRCM in EA and SA remains a challenge. There is no dedicated budget allocation by sub-regions for the implementation of SRCM-flagship-related projects and activities. The inability to mobilize resources and to commit dedicated resources for flagship projects calls for concerted effort for a joint approach by all the parties to explore the possibility of creating a common funding pool to ignite the planned activities. The goal is to enhance the capability of the regions for actualization of identified flagship projects in order to create more production capacity for value addition. Accordingly, resource mobilization efforts will need to be explored to meet the financing needs of the flagship projects. A strategy will need to be evolved by the SRCM Steering Committee to access some of the newer and specialized global funds, including those concerned with climate change, food security and infrastructural development. The realization of the long-term goals of the actualization of flagship projects requires a funding strategy that ensures stable sources of funding to achieve the Business Plan outcomes expected by the beneficiaries. Some funding options to consider include, but not limited to the following: § § §

The commitment of the Stakeholder, UN Partners and private sector to support the implementation of specific flagship initiatives. Exploring a variety of alternative sources identified in the report of the Obasanjo-led High-level Panel on Alternative Sources of Funding of the AU initiatives. Other related funding modalities of multi-lateral funding agencies such as AfDB include: Public Sector Lending - concessional and non-concessional loans/grants through the ADB & ADF windows to projects and programs, and Private Sector Lending - loans to private sector sponsored infrastructure projects.

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§

A number of other financing instruments such as the Private Sector Window, Africa50, and Africa Growing Together Fund (AGTF) can be explored for specific flagship projects2.

7. Monitoring, Evaluation and Reporting During the meeting of the RCM-Africa Cluster Coordinators in February 2016, it was observed there is no performance monitoring plan to properly monitor flagship initiatives. There is a need to establish a linkage between the planned activities and the expected results. The M&E mechanism established has to demonstrate a credible results-based report and showing indicators for joint delivery of flagship projects. The objectives of monitoring and evaluation of the flagship Initiatives are to:

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Funding ….

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§ §

§

§

Ensure that the correct milestones as planned are achieved. Act as an early warning system in cases where flagship targets are unlikely to be achieved. Provide regular information to all stakeholders on progress of the Flagship projects and an informed basis for any reviews. Ensure the continuous sharpening and focusing of flagship strategies and assist in the mobilization of appropriate interventions.

§

§

Implementation plans at Member State levels and provide status reports to the SRCM Steering Committee on a continuous basis. A monitoring system for the Business Plan will integrate the need for systematic follow-up of the flagship activities to provide an early warning mechanism and to maintain a good grasp on the development and implementation of the flagship planned interventions.

8. Conclusion The SRCM flagship initiatives should be aligned with the strategic outcomes of the African Union’s strategic plan for 2014–2017 and its Agenda 2063 and the SDG Agenda 2030. In that regard, the discussions on the flagship initiatives should reflect on the reconfiguration of flagship contents and develop a framework that provides a mechanism for inclusive engagement by all parties. The emphasis is to create an environment to focus on strategic flagship initiatives so that the limited resources are prudently used. The monitoring and evaluation framework for tracking and assessing the implementation of the flagship initiatives is to be emphasized with full commitments from all the implementing parties.

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