By the Centre for Trade Policy and Development (CTPD) and
Southern Africa Cross Border Traders Association (SACBTA)
1 | P a g eTABLE OF CONTENTS
Acronyms …………………………………………………………………………………………………………………………..3
Acknowledgments………………………………………………………………………………………………………………. 4
Executive Summary ……………………………………………………………………………………………………………. 5
1.0 Background…………………………………………………………………………………………………………………. 6
1.1 Purpose of the strategy…………………………………………………………………………………………………..7
1.2 Overall Objective ………………………………………………………………………………………………………….7
1.2.1 Specific objectives and outcomes ………………………………………………………………………………..7
2.0 Principles and Strategies for NSAs Engagement…………………………………………………………………. 8
2.1 Principle of Subsidiarity……………………………………………………………………………………………… 8
2.2 Capacity Development…………………………………………………………………………………………… 8
2.3 Enhancing Spaces for Constructive Engagement…………………………………………………………… 9
2.4 Promotion of NSA/CSO voice………………………………………………………………………………….. 9
2.5 Promotion of NSA/CSO capacity……………………………………………………………………………..10
2.6 NSA/CSO external relationships ……………………………………………………………………………..10
2.7 Requirements needed to promote genuine dialogue when convening civil society:…………………10
3.0 GUIDELINES FOR ENGAGEMENT ……………………………………………………………………………………10
3.1 What can CSOs do to facilitate effective engagement? …………………………………………………. 11
4.0 NSAs CONSTRUCTIVE ENGAGEMENT AREAS AND APPROACHES………………………………………..11
5.0 References………………………………………………………………………………………………………………….14
2 | P a g eACRONYMS
CUTS Consumer Unity Trust CSO Civil Society
CTPD Centre for Trade Policy and Development ESAFF Eastern and Southern Africa Farmers Forum GIZ- German Corporation
MIBs Ministry of Information Broadcasting Services MOFA Ministry of Foreign Affairs
NSA Non -State Actors
RISDP- Regional Indicative Strategic Development Plan SACBTA Southern Africa Cross border Traders Association SADC Southern Africa Development Community
SAT Southern Africa Trust SNC- SADC National Committee
3 | P a g eACKNOWLEDGMENTS
The Centre for Trade Policy and Development (CTPD) would like to acknowledge the contribution and support from Southern Africa Trust (SAT) for financial support towards the development of the SADC non sate actor’s engagement strategy for Zambia. We also acknowledge the Ministry of Foreign Affairs for the information provided on the status of the implementation framework on the RISDP and SADC processes, Ministry of Information Broadcasting Services (MIBs) for the input on media reporting on the SADC regional integration agenda, Southern Africa Cross Borders Traders Association (SACBTA) and Eastern and Southern Africa Farmers Forum (ESAFF) for the information and input provided during the development process of the strategy.
4 | P a g eEXECUTIVE SUMMARY
The fundamental purpose of this Non-State Actors Engagement Strategy is to provide guidelines and strategies with a framework for the Non state actors effective engagement on SADC regional integration agenda in order to achieve its ultimate outcome of enhancing citizen’s participation in the SADC regional integration agenda.
The strategy is expected to guide the non-state actors working relationships with state actors in Zambia which is built on a shared understanding of expected results and change processes in promoting integration development within the SADC region. In addition, the strategy is open for the partnership use and adoption if appropriate, other intergovernmental agencies, bilateral and multilateral donors and interested stakeholders in the Zambia may be able to use the Strategy.
The Strategy is an existing document that will continue to develop and improve as it is applied to the work of Non-state actors in Zambia. It will continue to benefit from the ongoing regional integration agenda aligned with SADC regional commitments to development and principles of engagement and core values. The engagement Strategy takes on a longer-term perspective for building capacity and strengthening the enabling environment for civil society or Non state actors’ participation in SADC integration agenda in a systematic and synergistic approach. This Strategy is premised on the theory of change that by having a stronger and more organized non state actors voice, with increased capacities in policy and advocacy non state actors will be able to participate more effectively in SADC regional integration agenda processes and address the challenges faced in their operating environment.
5 | P a g e1.0 BACKGROUND
The Southern Africa Cross Border Traders Association (SACBTA-Zambia) in partnership with Southern Africa Trust and the Centre for Trade Policy and Development (CTPD) is implementing a project which aims to contribute towards strengthening non-state actor’s engagement with the Southern Africa Development Community (SADC) National and Regional policy processes. SADC recognizes and acknowledges the involvement of other development stakeholders such as civil society organization in the SADC treaty. Article 5 of the SADC Treaty of 1992 articulates the need for the harmonization of national and regional policies and plans. This is to encourage inclusive participation in the implementation of its programmes and the creation of appropriate institutions and mechanisms to mobilize resources for their implementation in order to achieve the Community’s goals.
Some of the plans and polices include the SADC’s Regional Indicative Strategic DevelopmentPlan (RISDP) which is the Community’s 10-year strategic blueprint for achieving the socio-economic objectives through more effective and inclusive regional integration initiatives. The RISDP is grounded on three core pillars namely: (1) Industrial Development and Market Integration, (2) Infrastructure Development in Support of Regional Integration, and (3) Social and Human Capital Development, anchored in a firm foundation of Peace, Security, and Good Governance. Despite SADC promoting market integration with a combined GDP of $740billion, about 40 percent of SADC’s 340 million population are still living in abject poverty. Therefore, the key objectives to be achieved for the region include poverty reduction, economic growth, and sustainable development.
However, implementation of SADC policies and strategies at the national level has often been piecemeal and uncoordinated, with the overall picture being one of slow and uneven progress among the Community’s 16 member states – only a few of SADC’s more than 30 protocols and declarations have been effectively implemented and integrated into national policies so far. To a significant degree, this implementation gap owes much to the weaknesses of regional and national institutions, as well as the linkages between them. In most of the member states, there tends to be a low level of awareness of SADC National Committees. While regional NGOs have a general knowledge of possible avenues to engage SADC, there is a general lack of awareness about the existence of the SNCs.
It is against this background that the Southern Africa Cross Border Traders Association (SACBTA- Zambia) in partnership with Southern Africa Trust and the Centre for Trade Policy and Development (CTPD) developed a non-state actors engagement strategy with a specific focus on SADC regional integration agenda.
6 | P a g e1. Non state actors gain knowledge and consistently adhere to the protocols and guidelines for engagement as articulated in this strategy
- Non state actors (CSO, private sector ,academia and media) have a clear understanding of the various local and international platforms and points of engagement on SADC integration agenda
- Non state actors (CSO, private sector ,academia and media) have capacity to engage and effectively influence local and regional policy implementation and development process on SADC integration agenda .
- Non state actors gain knowledge and consistently adhere to the protocols and guidelines for engagement as articulated in this strategy
1.2.1 SPECIFIC OBJECTIVES AND OUTCOMES
1.2 OVERALL OBJECTIVE
1.1 PURPOSE OF THE STRATEGY
This strategy outlines key strategies on how the Non -State Actors can effectively engage with government as it implements the strengthening engagement with the Southern Africa Development Community (SADC). It guides the Non -State Actor’s efforts to undertake its mandate more effectively in a changing global society and pursue its vision of a world where every person is able to fully participate and contribute to the sustainable development of peaceful and equitable society. The strategy aims to promote coordinated approach to engagement, avoid overlaps and unintentional exclusion of interested stakeholders in the SADC regional integration agenda.
It is envisioned that through this strategy stakeholders should understand how state actors, the private sector, CSOs, media academia and the general citizens can engage and participate in defining regional priorities, develop solutions and jointly assess, monitor, and evaluate the results and outcomes of regional decisions, initiatives, and priorities. Therefore, this strategy provides a mechanism that supports engagement and participation in the implementation of the framework for SADC integration agenda.
The overall objective of the NSA Engagement Strategy is to provide the Non-State actors with a framework for both empowering and engaging Government through the SADC National Committee (SNCs) to achieve SADC integration development goes.
The specific objective of the SADC non state actors engagement strategy is to simply and provide precision for engagements around the SADC protocols and processes.
The following Outcomes are Anticipated
7 | P a g e2.1 PRINCIPLE OF SUBSIDIARITY
2.0 PRINCIPLES AND STRATEGIES FOR NSAS ENGAGEMENT.
This strategy is developed on based the overarching principles for the SADC integration agenda , it recognize and take advantage of the values of inclusivity to form the basic principles for the strategy upon which non state actors inclusion in SADC integration and development processes is justified .The strategy aims to enable a consistent, systematic and transparent approach to reginal integration where the interests of a diverse group of stakeholders are given the space to present their views.
The principle of subsidiarity places the burden of policy implementation on national structures such as the SADC National Committees (SNCs), with the SADC Secretariat bearing the main responsibility for policy development and harmonization, as well as project management and coordination. However, implementation of SADC policies and strategies at the national level has often been piecemeal and uncoordinated, with the overall picture being one of slow and uneven progress among the Community’s 15 member states – only a few of SADC’s more than 30 protocols and declarations have been effectively implemented and integrated into national policies so far. To a significant degree, this implementation gap owes much to the weaknesses of regional and national Institutions, as well as the linkages between them.
2.2 CAPACITY DEVELOPMENT
Capacity development is a key methodology to strengthen and empower civil society and achieve development results; it was identified as lying at the heart of the Accra Agenda for Action. 1Capacity development is defined as a locally driven process of learning by leaders, coalitions and other agents of change that bring about changes in socio-political, policy related, and organizational factors. It enhances local ownership for and the effectiveness and efficiency of efforts to achieve a development goal. The capacity development model this strategy espouses promotes a systematic approach of thinking through and tracing the relationship of a set of variables to a particular goal in a given context and then applying the new capacities in specific instances. It is an open system capacity development model that defines the stakeholder terrain at the individual, organizational and institutional levels.
It identifies the various stakeholders that should be included in the capacity development process along with the capacities needed. It also includes effective monitoring of results in order to capture progress made. This model offers a view of capacity as a complex, holistic process that takes place at different levels of the system and in a web of interconnectedness. It should be clarified that capacity development is viewed as a comprehensive approach involving a variety of tools and participatory techniques based on exemplary practices and lessons from other practitioners using a learning-by-doing approach, on-site mentoring, locally based hands-on training and direct application of new skills to local situations.
1 OECD, Aid Effectiveness, 2012. Online at
http://www.oecd.org/dac/effectiveness/thehighlevelforaonaideffectivenesshistory.htm
8 | P a g eConsistent with the adopted NSA’s theory of change, some of these capacity areas of action include:
- Knowledge, attitude, and skills building in key areas of need e.g., SADC Industrialization, Agriculture, and trade strategies
- These include approaches and interventions that integrate culture into the development agenda recognizing the specific contributions that culture as a sector has made towards achieving sustainable development (e.g., craft development, writers’ networks established)
- 2 Policy development and advocacy as two areas of weakness mentioned by participants in the consultations, in the context of sub-regional and regional positions and including monitoring skills.
- National and regional network strengthening
- Collaboration and networking skills enhancement – opportunities for national or regional networking and collaboration.
- Some national /regions have better established or more mature networks whereas others are still beginning to establish themselves. Adapted interventions will support the building of strong networks ready and able to engage with national level government institutions
2.3 ENHANCING SPACES FOR CONSTRUCTIVE ENGAGEMENT
This action area further addresses the hindering factors to achieving a strong and engaged NSAs, namely: 3
➢ A lack of NSA/CSO capacity to engage
➢ The lack of an enabling environment for sustained engagement.
➢ Political reasons and other conditions influencing NSA/CSO acknowledgement and operations. (These may include mechanisms to ensure the promotion and protection of human rights, including the rights of expression, peaceful assembly and association, and access to information)
➢ General legal and judicial system and related mechanisms affecting for instance charitable status requirements, NSA/CSO legislation and taxation, or whether NSA/CSOs, or their constituencies, can seek legal recourse.
➢ Administrative factors affecting the way in which a given government deals with NSA/CSOs.
2.4 PROMOTION OF NSA/CSO VOICE
There should be procedures, structures, and mechanisms creating meaningful access, space, and capacity, for NSA/CSOs to formulate, articulate and convey opinion in consultations and decision-making processes nationally and regionally.
2 Proposed Framework for SADC Engagement with Non-State Actors-Southern Africa Trust 2018 3 *Open Forum for CSO Development Effectiveness, Issue Paper 8 Enabling Environment, 2009at http://www.ccic.ca/_files/en/what_we_do/osc_open_forum_wkshop_2009-10_paper_8_e.pdf
9 | P a g e3.0 GUIDELINES FOR ENGAGEMENT
2.7 REQUIREMENTS NEEDED TO PROMOTE GENUINE DIALOGUE WHEN CONVENING CIVIL SOCIETY:
2.5 PROMOTION OF NSA/CSO CAPACITY
➢ Funding mechanisms that ensure that NSA/CSO capacity is promoted.
➢ Procedures and norms to promote NSA/CSO transparency and accountability to their constituencies.
➢ Government and other support programmes available for developing NSA/CSO capacity and effectiveness.
➢ Measures to promote philanthropy and corporate social responsibility.
2.6 NSA/CSO EXTERNAL RELATIONSHIPS
Whether NSA/CSOs are allowed and enabled to engage in the following relations with other civil society actors:
➢ Regional umbrella NSA/CSO relations
➢ National NSA/CSO networks and platforms
To support this approach, the NSA engagement strategy has identified a set of requirements needed to promote genuine dialogue when convening Non-State actors /civil society for constructive engagement with Institutions in Government. These are:
➢ Non-state actors /Civil society should be in a lead role when developing the agenda and the design of the process and methodology for the dialogue/forum/space
➢ A participatory process should be followed in the design, implementation, and post processes of the dialogue/forum/space
➢ The dialogue/forum/space should be owned by NSA/CSOs in the host country together with broader partner NSA/CSO networks across the SADC region.
➢ NSA/ Civil society should have access to relevant government ministries and decisionmakers in order to have a meaningful dialogue
➢ A consultation process that is inclusive, allows time for feedback to participants and integrates monitoring and sharing of results should be central to the design, implementation / delivery, and assessment of the dialogue/forum/space
➢ All parties have timely access to relevant information to be able to ably prepare for the dialogue or engagement process
➢ The host government needs to guarantee a safe and secure space for dialogue and engagement.
There should be a well-defined primary point of contact whose secretariat is within the non-state actors (civil society organization) to assist non state actors in identifying the appropriate platforms through which to engage with the SADC National Committee (SNCs).
There should be a well-defined list of non-state actors, programmes /activity plans established to promote SADC integration agenda through NSAs.
There should be adherence to the guidelines for engagement establishing the SADC protocols and engagement strategies.
In this strategy adherence to the following guidelines for engagement processes is proposed:
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Page4.0 NSAS CONSTRUCTIVE ENGAGEMENT AREAS AND APPROACHES
CONSTRUCTIVE ENGAGEMENT AREAS
APPROACHES
1.Capacity Development
Knowledge, attitude, and skills building in key areas of need through the SADC regional integration tool kit for non-state actors.
Sub-regional and regional network strengthening.
2.Enhancement of Non state (NSAs) actors’ spaces for constructive engagement (National and regional or global)
Improve the access and utilization of existing strategic national and regional platforms
Apply the knowledge, attitudes and new skills learned following capacity building through the SADC regional Integration tool-kit for non-state actors.
3.1 WHAT CAN CSOS DO TO FACILITATE EFFECTIVE ENGAGEMENT?
➢ Non state actors secretariate or focal point should endeavour to provide timely access to relevant information in accessible language
➢ State actors and non-state actors’ focal point/secretariate to endeavour notifying other stakeholders at least one week in advance of any relevant meetings on SADC reginal integration agenda .
➢ Allow for multifaceted submissions, responses and inputs to SADC reginal integration agenda covering women, youths, and people with disabilities.
➢ Ensure full consultative processes at all levels
➢ Support effective and responsible use of multiple media platforms as points of engagements such as social media and website platforms.
➢ Ensure engagement and reporting based on empirical research evidence and establish and maintain database for record keeping.
➢ Ensure that engagements are guided by development of a non-state actors joint work plan to guide engagements and activities on SADC regional integration agenda
- Contribute to resource mobilization for advancing non state actors’ participation in reginal integration agenda
- Sensitization on SADC regional integration development agendas and process to the communities and targeted groups seeking feedback/input to relay back into the national and reginal policy dialogue.
- Monitoring and reporting on outcomes of engagement processes to communities and targeted groups.
- Developing and presenting communique and position papers to the relevant authorities.
- Supporting training and capacity building activities for non-state actor on key protocol and process on SADC regional integration agenda.
- Providing ongoing engagement and dialogue platform between state and non-state actors.
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PageGAPS IDENTIFIED
PROPOSED ACTION
RESPONSIBILITY
SUPPORT NEEDED
The engagement with NSAs is ad hoc with no systemic mechanism.
Develop systematic mechanism for engagement of NSA in the regional integration agenda.
MoFA, MCTI, MIBS
Funding
Current NSA formations and engagement platforms have limited representation from sectors such as academia, media,
Demand for active participation inclusion of other sectors such as academia, media, business
SACBTA, CTPD, ESSAF, CUTS, ZCSD
Funding, technical support.
Advocate for the functional inclusive National SADC committee
Promoting knowledge sharing and learning among NSAs and government institutions
Provide technical assistance to select government Ministries in constructive NSAs engagement on SADC regional Integration agenda.
3.Replication of Good Practices and Knowledge Management
Promoting knowledge sharing and learning among NSAs and Government institutions on SADC regional integration agenda.
Documenting and disseminating knowledge resources, lessons learned and success stories on national SADC engagement mechanisms.
Maximizing communications and technology to enable meaningful learning and performance on effective NSAs engagement at national level
IDENTIFIED GAPS AFFECTING NSAS EFFECTIVE ENGAGEMENT ON SADC REGIONAL INTEGRATION AGENDA IN ZAMBIA
1 The engagement with NSAs is ad hoc with no systemic mechanism.
2 Current NSA formations and engagement platforms have limited representation from sectors such as academia, media, business/ cross boarder associations.
3 Inadequate resources/funding to effectively support participation in the regional integration agenda.
4 Uncoordinated engagement of non-state actors in the SADC regional integration agenda.
5 Limited public engagement forums and consultations to enable NSAs to provide formal inputs and submissions to SADC regional integration agenda.
6 Limited knowledge/ information on the regional integration agenda.
7 Lack of capacity by the NSA to effectively engage on the SADC regional integration agenda.
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Pagebusiness/ cross boarder associations.
associations, etc. Set up a meeting with academia, business association focusing on SADC regional
integration.
In partnership with academia, business host public forum focusing on regional
integration.
Inadequate resources/funding to effectively support participation in the regional integration agenda.
Develop a resource mobilization strategy,
Training in resource mobilization.
Southern Africa Trust, Open Society Initiative in Southern Africa
Expertise/ consultants. Funding
Uncoordinated engagement of non-state actors in the SADC regional integration agenda.
Host consultative meeting among NSAs to improved network
coordination.
CTPD, SACBTA, CUTS, ESSAF, CSPR, ZCSD.
Funding,
Limited public engagement forums and consultations to enable NSAs to provide formal inputs and submissions to SADC regional integration agenda.
Create platforms for regular engagements on the SADC regional integration agenda. Strengthen the existing platforms.
SACTBA, MoFA, MIBS, CTPD, ZCSD, ESSAF, CUTS.
Funding and technical support.
Limited knowledge/ information on the regional integration agenda.
Conduct research on regional integration, documentaries, infographics, pop ups,
billboards, social media.
SACBTA, CTPD, MIBS, MoFA, CUTS, ZCSD, ESSAF
Funding, Expertise, Consultancy
Lack of capacity by NSA to effectively engage on the SADC regional integration agenda.
Training
SACBTA, CTPD, MIBS, MoFA, CUTS, ZCSD, ESSAF
Funding, Expertise, Consultancy
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