Institutionen-Mapping und Bibliographie zu
Staatsversagen und Good Governance
Institutional Mapping and Bibliography
on State Failure and Good Governance
5. Multilaterale Institutionen
5.1.1. Development Assistance Committee (DAC),
5.1.2. World Bank, Washington
5.1.3. Europäischer Rat und EU-Kommission,
5.1.4. United Nations Development Programme
5.1.5. Commonwealth, London
5.1.6. Economic Commission for Africa (UNECA),
5.1.7. New Partnership for Africa's Development
5.2.1. African Union (AU), Addis Abeba
5.2.2. Organization of American States (OAS),
Zurück zum Inhaltsverzeichnis / Return
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Development Assistance Committee (DAC), OECD, Paris
The DACs focus on a partnership model which the partner country
government steers has led to increasing attention to the issue of
what to do in countries where this model does not fit. What can
donor agencies do in situations where this partnership model, and
in particular the role played by the government, does not seem likely
to lead to effective use of aid? This is a topic relevant to essentially
all DAC guidance and working groups. DAC-related discussions in
2001 have included an experts seminar in January on Aid
Effectiveness, Selectivity and Poor Performers (in collaboration
with the Development Centre); a forum on elusive partnerships in
April focusing on Working in countries with poor policy and
governance environments; and a discussion on Poor Performers
at the April High Level Meeting (HLM).
The April HLM meeting asked that further work be done on this topic
for the December 2001 Senior Level Meeting. As a result, the DAC
Network on Good Governance and Capacity Development (GOVNET) was
then tasked to produce the current paper, in co-ordination with
the DAC Networks on Conflict, Peace and Development (CPDC) and Poverty
Reduction (POVNET), and the Working Party on Aid Evaluation (WP-EV).
In keeping with the objective of the HLM request and the discussions
at earlier meetings, this paper focuses on a definition of poor
performers which is particularly relevant to the DAC work
i.e. on difficult partnerships where the usual DAC country-led
model does not apply rather than on cases where government efforts
are good but capacity is weak or outcomes poor.
It focuses on the active role donors can play in these difficult
circumstances to: ensure that development assistance continues to
reach the poor; remains effective as much as feasible, even where
government-to-government aid is curtailed; and, importantly, helps
to build the conditions for moving out of a difficult partnership
situation to one of country-led poverty reduction. It addresses
how development agencies might work to improve a difficult
partnership situation with a key player, the government, as
well as with civil society organisations.
In cases where the partner government is making its best efforts
at taking the lead and performance, in the sense of outcomes, is
country-led but weak, the DAC partnership model still applies in
general. The issue is how best to assist that country in its efforts
to address capacity, policy and outcomes. Almost all cases of difficult
partnerships are compounded by weak capacity not only
in the public sector. This note considers what can be done in such
cases, where weak capacity is an aggravating factor of a difficult
A Joint Learning Process on difficult Partnerships (LAP)
exists. Quelle: Website (s.u.)
DAC, 2002: Development Co-operation in Difficult Partnerships.
Note by the Secretariat, 10.5.2002. Paris: DCD/DAC (11Rev 1). DAC-CPDC,
2002: Innovative Responses to Co-operation in fragile Situations.
Preliminary Observations from Desk Review. Room document No.3. Third
DAC Network on Conflict, Peace, and Development Co-Operation Meeting,
Paris, 10-11 June 2002.
DAC, 2001: Poor Performers: Basic Approaches for Supporting Development
in Difficult Partnerships. Note by the Secretariat, 27.11.2001.
Paris: DCD/DAC (26/REV1).
n.a., 2002: Report on the Joint Workshop on Working in Difficult
Partnerships, 25.11.2002. World Bank, OECD/DAC, European Commission,
Milanovic, Branko, 2003: World Bank Judges Performance of Low-Income
Countries. Washington, D.C.: Tides Center, Citizens' Network on
Projekt: Conflict Prevention and Post-Conflict Reconstruction Network
Network on Good Governance
DAC work in the area of governance and capacity development is
carried out primarily through its Network on Governance (GOVNET),
an international forum that brings together practitioners of development
co-operation agencies, both bilateral and multilateral, as well
as experts from partner countries.
Over the past decade, the international community has increasingly
recognised the centrality of good governance to poverty
reduction and sustainable development. GOVNET aims at improving
the effectiveness of donor assistance in governance and in support
of capacity development. It provides members with a policy forum
for exchanging experiences, and lessons, as well as identifying
and disseminating good practice, and developing pro-poor policy
and analytical tools.
Its work focuses on how to improve the effectiveness of support
in a broad range of areas including: the fight against corruption,
public sector reform, capacity development, human rights, democracy,
the rule of law, assessing governance development, and difficult
partnerships. The work of the Network also covers relationships
between the State, citizens, civil society and the private sector.
The membership of the GOVNET is composed of representatives from
responsible Ministries of DAC members and observers, experts from
developing countries, international NGOs and policy research institutes.
The GOVNET works in collaboration with other DAC subsidiary bodies
and draws on and contributes to horizontal work within the OECD
on a broad range of issues of governance and policy coherence. Quelle:
OECD/DAC, 1997: Conflict, Peace and Development Co-operation on
the Threshold of the 21st Century. DAC Policy Statement. Paris:
Development Assistance Committee/ Organisation for Economic Co-operation
and Development, http://www.oecd.org/dataoecd/31/39/2755375.pdf
(Zugriff am 25.09.2003).
World Bank, Washington
Income Countries under Stress (LICUS)
The Low Income Countries Under Stress (LICUS) Initiative is a new
approach by the Bank to helping countries that face intertwined
challenges such as very weak policies, weak institutions, and poor
governance. Traditional aid programs have not worked well in these
environments, primarily because governments lack the capacity or
inclination to use finance effectively for poverty reduction.
Despite the difficulties, engagement with LICUS countries is critical
if the Millennium Development Goals are to be achieved. Almost 500
million of the world's most disadvantaged citizens live in these
countries. Total disengagement is, in any case, risky. It perpetuates
poverty and possibly contributes to "state failure".
In 2002, a World Bank task force on LICUS recommended that the Bank
and other donors maintain a more consistent engagement in LICUS
countries, but also engage in a different way. As a result, the
LICUS approach entails anchoring strategies in stronger political
and economic analysis, mobilising and building domestic capacity
for positive change, supporting simple and feasible entry-level
reforms, and exploring innovative mechanisms for social service
delivery. Close donor coordination is particularly critical in LICUS,
where resources are typically meager and capacity low: greater consensus
is needed on the principles of aid engagement and country-specific
The LICUS Initiative has moved into its implementation phase and
is focusing on country-level strategy work; institutional reform;
and operational and research partnerships with other donors.
Thirteen countries are the focus of LICUS pilot work for the fiscal
years 2003 and 2004. New strategies for seven of these countries
have been discussed by the Board. The FY03 pilot strategies initiated
several innovative approaches to re-engagement and reform in a LICUS
environment. These include:
A three-pronged strategy in Angola to to increase the transparency
of oil revenue management;
A combination of top-down initiatives (policy dialogue, technical
assistance, and exposure to the lessons of reform programs in other
countries) with bottom-up community mobilization to implement reform
priorities and accelerate poverty reduction in Tajikistan;
Early engagement in leadership capacity building in Sudan, and;
Support to programs to fight HIV/AIDS and develop export certification
Recognizing the need to operate more cohesively to support recovery
and reform efforts in the most fragile countries, a number of innovative
mechanisms are being implemented to increase donor cooperation on
the ground. For instance, highly coordinated international efforts
in Afghanistan and Timor Leste have yielded encouraging results
under difficult circumstances. In 2003, the Bank joined with the
UN and bilateral donors to carry out a Joint Needs Assessment for
Liberia. Its findings were set out in a Results Focused Transitional
Framework; reflecting a highly coordinated effort between Liberia's
development partners and the country's transitional Government to
focus reconstruction on an agreed set of priority results. Similar
efforts are underway in Sudan, Comoros and the Central African Republic,
aimed at increasing the coherence between peace-building and support
for the economic, social and institutional recovery which is so
critical to consolidate peace and stability.
A new LICUS trust fund has been approved by the Executive Directors
of the Bank, allocating $25 million from the Bank's net income.
The Trust Fund will help meet the financial challenges of reengagement
in LICUS countries where reformers are often politically weak and
require timely international support to build momentum for change;
and where many of these countries are in arrears to the Bank, and
thus unable to obtain funding during transition. Over the next three
years, the LICUS Trust Fund will provide modest support for LICUS
that are indebted to multilateral institutions to put basic reforms
in place, strengthen social service delivery, and establish a track
record for subsequent access to regular World Bank financing and
An important part of the LICUS Initiative is ensuring that the Bank
can deploy sufficient staff and resources to bridge the knowledge
and dialogue gap in these countries. The Bank's human resource department
is now putting in place a strategic staffing plan to help attract
the best staff to LICUS. Bank senior management is devoting more
time to LICUS and ensuring sufficient budgetary resources to enable
an increase in the analytical work needed to improve our knowledge
base in these countries. In addition, the World Bank Institute is
now targeting part of its capacity building efforts to improving
aid effectiveness in LICUS countries.
A number of initiatives have sought to address the linkages between
peace-building and development in fragile states.
At the multilateral level, the UN Secretary General has appointed
a High Level Panel on Threats, Challenges and Change, to propose
ways to strengthen the collective security system.
The Organization for Economic Cooperation and Development/Development
Assistance Committee (DAC) has initiated an effort geared toward
Work underway in bilateral agencies includes the US Task Force on
Fragile States; the French Task Force on Financing Development,
Global Public Goods, and Reducing Poverty; the UK Cabinet Strategy
Office Unit Process on Failed States, and the Netherlands Stability
The Bank has worked closely with OECD/DAC and other donors to establish
a Learning and Advisory Group to share ideas, research, and lessons
learned. For bilateral donors, this early policy research focuses
primarily on new models to increase coherence among foreign ministries,
departments of defense and aid agencies. The Bank's contribution
is in two primary areas:
On aid allocations, where early research completed by the Bank's
Development Research Department indicates that aid to LICUS may
be too low and too variable to support sustained poverty reduction
and reform, even taking into account their weak institutions; and
On donor coordination models, where the Bank is helping to pilot,
in close consultation with bilateral donors and the UN system, an
integrated approach to peace-building and social and economic reconstruction.
The Bank is also initiating new research on Poverty Reduction Strategy
Papers and LICUS, lessons of turnaround countries, and examples
of effective aid delivery mechanisms.
Country Policy and Institutional Assessment (CPIA) Quelle: Website
World Bank, 2002: World Bank Group Work in Low-Income Countries
under Stress: A Task Force Report. Washington, D.C.: World Bank.
Short, Clare/Gordon Brown, 2002: Statement. Development Committee,
Sixty-fifth Meeting, Washington, D.C., 21.04.2002. International
Monetary Fund/World Bank.
Prevention and Reconstruction Unit (Social Development Department)
The World Bank views conflict prevention and post-conflict reconstruction
as critical to its mission of poverty reduction. Through assessment
of the causes, consequences and characteristics of conflict and
the transfer of lessons learned, the Conflict Prevention and Reconstruction
Unit works to design development efforts specific to conflict-affected
countries. The Post-Conflict Fund provides financing for physical
and social reconstruction initiatives in post-war societies. The
Bank is playing a significant role in Afghanistan, Africa's Great
Lakes region, the Balkans, Iraq, Liberia, Nepal, Sierra Leone, Timor
Leste, the West Bank and Gaza, and other war-torn areas. Quelle:
Berdal, Mats/David M. Malone (Hg.), 2000: Greed and Grievance.
Economic Agendas in Civil Wars. Boulder (Col.)/London: Lynne Rienner.
Collier, Paul/Anke Hoeffler, 2001: Greed and Grievance in Civil
War. Washington, D.C.: World Bank.
Collier, Paul et al., 2003: Breaking the Conflict Trap. Civil War
and Development Policy. Washington D.C.: World Bank.
Berdal, Mats/David Keen, 1997: Violence and Economic Agendas in
Civil Wars, in: Millennium, 26 (1997) 3, S. 795-818.
Beschel, Robert P. (Jr.), 2002: Rebuilding the Civil Service in
a Post-Conflict Setting. Key Issues and Lessons of Experience. Dissemination
Notes 1, March 2002. IBRD Conflict Prevention and Reconstruction
World Bank, 1998: Post-Conflict Reconstruction. The Role of the
Schiavo-Campo, Salvatore, 2003: Financing and Aid Management Arrangements
In Post-Conflict Situations. CPR Working Paper 6, June 2003. World
Bank Institute (WBI): Governance & Anti-Corruption
The World Bank views good governance and anti-corruption as central
to its poverty alleviation mission. Nowadays, there are many units
throughout the World Bank Group working on hundreds of governance
and anti-corruption activities. They focus on internal organizational
integrity, minimizing corruption on World Bank-funded projects,
and assisting countries in improving governance and controlling
Combining participatory action-oriented learning, capacity-building
tools, and the power of data, the World Bank Institute (WBI), in
collaboration with many units in the World Bank Group, supports
countries in improving governance and controlling corruption. Using
a strategic and multidisciplinary approach, we apply action-learning
methods to link empirical diagnostic surveys, their practical application,
collective action, and prevention. Concrete results on the ground
are emphasized in our learning programs. This integrated approach
is supported by operational research and a comprehensive governance
databank. Quelle: Website (s.u.)
Kaufmann, Daniel, 2003: Rethinking Governance: Empirical Lessons
Challenge Orthodoxy. Discussion Draft, 11.03.2003, World Bank Institute
(WBI), Washington, D.C.
Kaufmann, Daniel/Aart Kraay/Pablo Zoido-Lobatón, 2000: Governance
Matters: From Measurement to Action, in: Finance & Development –
A quarterly magazine of the IMF, 37 (June 2000) 2.
Kaufmann, Daniel/Aart Kraay/Pablo Zoido-Lobatón, 1999: Aggregating
Governance Indicators. Policy Research Working Paper 2195, October
1999. Washington, D.C.: World Bank & European Bank for Reconstruction
Kaufmann, Daniel/Aart Kraay, 2003: Governance and Growth: Causality
which way? – Evidence for the World, in brief. Mimeo, February 2003,
World Bank, Washington, D.C.
Kaufmann, Daniel/Aart Kraay, 2002: Growth without Governance, in:
Economia, 3 (2002) 1, S. 169-229.
Kaufmann, Daniel/Aart Kraay/Pablo Zoido-Lobatón, 1999: Governance
Matters. Policy Research Working Paper 2196, October 1999. Washington,
D.C.: World Bank & World Bank Institute.
Kaufmann, Daniel/Aart Kraay/Massimo Mastruzzi, 2003: Governance
Matters III: Governance Indicators for 1996-2002. Draft for Comment,
30.06.2003, World Bank, Washington, D.C.
Hellman, Joel S./Geraint Jones/Daniel Kaufmann, 2000: Seize the
State, Seize the Day. State Capture, Corruption and Influence in
Transition. Policy Research Working Paper 2444, September 2000.
Washington, D.C: World Bank/World Bank Institute & European Bank
of Reconstruction and Development.
Hellman, Joel S./Daniel Kaufmann, 2001: Confronting the Challenge
of State Capture in Transition Economies, in: Finance & Development
– A quarterly magazine of the IMF, 38 (September 2001) 3.
Hellman, Joel S./Geraint Jones/Daniel Kaufmann/Mark Schankerman,
2000: Measuring Governance, Corruption, and State Capture: How Firms
and Bureaucrats Shape the Business Environment in Transition Economies.
Policy Research Working Paper 2312, April 2000. Washington, D.C:
World Bank & European Bank for Reconstruction and Development.
Ng, Francis/Alexander Yeats, 1998: Good Governance and Trade Policy:
Are They the Keys to Africa’s Global Integration and Growth? Revised,
10. November 1998. Washington, D.C.: The World Bank: Development
Web-Interactive Inventory of Datasets and Empirical Tools:
Europäischer Rat und EU-Kommission, Brüssel
Die Europäische Sicherheitsstrategie vom 12.12.2003 zählt
zu den fünf Hauptbedrohungen den Terrorismus, die Verbreitung
von Massenvernichtungswaffen, regionale Konflikte, das Scheitern
von Staaten und die organisierte Kriminalität. Diese
Bedrohungen beeinflussen sich gegenseitig, können jeweils sowohl
Ursache als auch Folge sein. Das Scheitern eines Staates
kann z.B. sowohl Folge als auch Ursache für das Wachstum krimineller
Netzwerke sein. Diese Netzwerke können in Extremfallen
auch einen Staat beherrschen. Die Strategie beschreibt
die Möglichkeit, dass Europa bei einer Summierung dieser verschiedenen
Elemente einer sehr ernsten Bedrohung ausgesetzt sein könnte.
United Nations Development Programme (UNDP)
Conflict Prevention and Post-Conflict Reconstruction Network (CPR)
The need for the Network emerged at a meeting of post-conflict/transition
and emergency units of multilateral and bilateral organizations,
convened by the World Bank in Paris in April 1998. The participants
of that meeting considered critical to improve networking and coordination
among the various organizations working on complex emergencies,
with the support of a knowledge-sharing platform.
An informal network, the CPR network meets every 6 months.
The CPR Network brings together 29 organizations operationally active
in conflict prevention and mitigation, to improve operational effectiveness
in conflict prevention and post-conflict reconstruction. Its objectives
are: 1.) operational coordination 2.) knowledge-sharing 3.) improved
effectiveness and innovation of CPR programming 4.) the development
of practical tools 5.) the development of lessons learned and their
application in the field 6.) collaborative mobilization and deployment
of human and financial resources 7.) bridging policy/research and
operations 8.) the identification of countries and situations for
joint interventions 9.) training coordination and improved capacity
The CPR Network maintains an operational focus extending from the
principles laid out by the Development Assistance Committee Task
Force on Conflict, Peace and Development Cooperation and UN Executive
Committees. It addresses issues pertaining to conflict prevention,
post-conflict reconstruction, including rehabilitation, reintegration,
reconciliation and peacebuilding, extended and protracted conflict
environments, and bridging the gap between relief and development.
The CPR Network brings together 29 organizations active in conflict
prevention and post-conflict reconstruction. Quelle: Website (s.u.)
Development and Governance Division, Bureau for Development Policy
UNDP, o. J.: Governance and Conflict. (UNDP’s Programme). United
Nations Development Programme, http://www.undp.org/governance/
(Zugriff am 08.10.2003).
UNDP, 1999: Governance Foundations for Post-Conflict Situations.
United Nations Development Programme.
Salomons, Dirk, 2002: Local Governance Approach to Social Reintegration
and Economic Recovery in Post-Conflict Countries: Programming Options
for UNDP/UNCDF Assistance. Workshop „A Local Governance Approach
to Post-Conflict Recovery”, New York, 08.10.2002. Institute of Public
Administration (IPA), UNDP/United Nations Capital Development Fund,
UNDP/Bureau for Conflict Prevention and Recovery.
UNDP, o. J.: Promoting Conflict Prevention and Conflict Resolution
through effective Governance: A conceptual Survey and Literature
Review. United Nations Development Programme, Management Development
and Governance Division, Bureau for Development Policy.
Oslo Governance Centre
The Centre is UNDP's global facility on democratic governance.
The Centre has been established to enhance programme activities
and the advisory role of UNDP in the area of democratic governance.
We assist UNDP country offices in their cooperation with governments
and their partners, civil society organizations and people in developing
countries. Our objective is to support countries in implementing
democratic reforms necessary to achieve the Millennium Development
Goals. The Centre has a special focus and competency in the area
of access to justice, human rights, civil society, and governance
and conflict prevention.
The UNDP Oslo Governance Centre and the Chr. Michelsen Institute
have entered into a partnership to take forward key themes around
the nexus between governance and poverty through an annual series
of focused seminars and workshops. The 2004 seminar explored challenges
and issues to be addressed in programming democratic governance
initiatives in post conflict contexts. Within a conceptual framework
that considers issues related to reconciliation, building trust
and programme delivery, this event examined the implications of
the early post conflict setting on democratic governance programming.
It focussed specifically on access to information; democratic dialogue;
electoral systems and processes; parliamentary development; decentralized
governance; public administration reform; and justice, security
and human rights. This topic was selected in order to address the
still persistent problem in the quality of response in the immediate
post conflict period. Many key actors are inadequately organized
or prepared to address the challenges of this context and relevant
knowledge to guide good practice often does not exist in a readily
accessible and applicable form. The objective was to deepen UNDPs
and partners understanding of democratic governance in post-conflict
contexts and contribute to the preparation of a UNDP practice note
on Governance in Post-Conflict Situations. Quelle: Website (s.u.)
United Nations Development Programme/Chr. Michelsen Institute,
2004: Governance Interventions in Post-War Situations: Lessons Learned.
Conference on Governance in Post-Conflict Situations, Bergen, 5-7
Section, Political Affairs Division
The Commonwealth is committed to a set of fundamental values spelt
out in the Harare Commonwealth Declaration of 1991, at the core
of which is belief in and adherence to democratic principles. We
promote democracy through advocacy of democratic principles and
practical action to help make them a reality: 1.) Mutual Assistance
- we work to improve democratic arrangements through the observation
of elections and the provision of technical assistance and training.
2.) Promotion of Best Practice - through the organisation of workshops,
seminars and conferences and the production and circulation of publications
we work to promote 'best practice' and in general to strengthen
democratic values and culture. 3.) CMAG - the Commonwealth Ministerial
Action Group, a group of eight Foreign Ministers, can take action
against countries which are in "serious or persistent violation"
of the democratic principles; The purpose is to ensure that democracy
in the Commonwealth is a matter of substance, not merely the adoption
of democratic forms. Quelle: Website (s.u.)
Christopher Child, Zippy Ojago, Ben Muir
Economic Commission for Africa (UNECA), Addis Abeba
Promoting and Monitoring Good Governance, Development Policy and
DPMD is managing the first large-scale continent-specific study
ever to be undertaken to assess and monitor progress toward good
governance in Africa. Based on 83 indicators developed by the division,
results from 28 countries are being compiled in a new ECA annual
called the Africa Governance Report, the first issue to be released
in early 2004. The analysis will highlight best practices for peer
learning, identify capacity gaps in various sectors, and make recommendations
on addressing these deficits for improving governance.
DPMD's work is founded on National Country Studies, conducted in
collaboration with local research partners, which include perceptions
from national Expert Panels-of at least 100 members per country-about
such topics as political representation and elections; the structure,
capacities, and effectiveness of government; respect for human rights
and the rule of law; the investment climate; the role of civil society;
the operational environment for the media, and the overall effectiveness
of the government's economic management. The views of the general
populace are captured through extensive household surveys on the
accessibility, adequacy and efficiency of government services; both
instruments were supplemented by desk research.
Country-level ownership of the assessment process is central to
the whole DPMD project. Therefore, a series of mechanisms have been
put in place to ensure the country's involvement, including various
national stakeholder workshops. Each collaborating institution also
established a Steering Committee to guide the project whose members
represent political parties, civil service, the judiciary, parliament,
law enforcement agencies, civil society organizations, religious
groups, and business and professionals.
DPMD work in this area involves: 1.) providing technical cooperation
with partners in data collection and management. 2.) undertaking
analysis and synthesizing results from 28 country reports. 3.) supporting
in-country efforts to build stakeholder participation in monitoring
governance. Quelle: Website (s.u.)
Okey Onyejekwe (Senior Development Management Officer)
Economic Commission for Africa, 2004: Striving for Good Governance
in Africa. Synopsis of the 2005 African Governance Report, Prepared
for the African Development Forum IV. Addis Abeba, http://www.iss.org.za/AF/RegOrg/uneca/agren2005.pdf
(Zugriff am 13.10.2004).
Benin: Cellule d'Analyse de Politique Economique (CAPE), Botswana:
Botswana Institute for Development Policy Analysis (BIDPA), Burkina
Faso : Centre pour la gouvernance Démocratique (CGD), Cameroun
: Centre d'Etudes et de recherche en Economie Gestion (CEREG), Chad
: RAD-S.A. Recherche & Actions pour le Développement,
Egypt: Faculty of Economics and Political Science (Cairo University),
Ethiopia: Regional and Local Development Studies, Gabon: Institut
Sous-Régional Multisectoriel de Technologie Appliquée
de Planification et d'Evaluation de Projets (ISTA), The Gambia:
University of the Gambia, Ghana: Ghana Center for Democratic Development
(CDD-Ghana), Kenya: African Center for Economic Growth (ACEG), Lesotho:
Institute of Southern African Studies (ISAS), Malawi: Center for
Social Research, Mali: Koni Expertise, Morocco: Centre Africain
de Formation et de Recherche Administratives pour le Développement
(CAFRAD), Mauritius: Stra Consult, Mozambique: Centro de Estudos
Estratégicos e Internacionais do Instituto superior de Realçoes
Internacionais (CEEI-ISRI) / Center for Strategic and International
Studies (CEEI-ISRI), Namibia: Multidisciplinary Research and Consultancy
Center (MRCC), Niger: Cabinet d'Etudes, de Recherches, Conseils,
Analyse et Prospective (CERCAP), Nigeria: Development Policy Center,
Rwanda: Consortium formé de BEATER SARL et UNR: Faculté
des sciences Economiques, Sociales et de gestion, Senegal: Institut
Africain pour la Democratie (IAD), Swaziland: Uniswa Consultancy
and Training Centre (CTC), South Africa: The Institute of Democracy
in South Africa (IDSA), Tanzania: Department of Political Science
and Public Administration , Uganda: Center for Basic Research (CBR),,
Zambia: Centre for Policy Research & Analysis (CePRA), Zimbabwe:
Southern African Political Economy Series Trust (SAPES Trust)
African Development Forum (ADF IV) on "Governance for a Progressing
Africa" 11 - 15 October 2004
In the past decade, the transition of many states from authoritarian
regimes to pluralistic and democratic systems has created demands
from citizens for effective, participatory governance structures
and services. ECA seeks to support and strengthen the "capable
state"-one with transparent, accountable political and economic
systems, and efficient public institutions providing an enabling
environment for the private sector and civil society to play their
respective roles in national efforts.
A widespread consensus has been building throughout the continent
that good governance is essential for transforming Africa's economy.
Indeed, it is one of the key pillars of the New Partnership for
Africa's Development (NEPAD). There is an imperative to build upon
NEPAD and the framework of the African Peer Review Mechanism (APRM),
which ensures that national policies and procedures conform to agreed-on
political, economic and corporate governance codes and standards.
The nexus between strong institutional capacities and sustainable
development has been central in the development discourse for quite
some time. Good governance is important and necessary for effective
institutional growth, and, at the same time, institutional effectiveness
is not possible without good governance. The Forum will present
an opportunity for all participants to gain a deeper understanding
of the dimensions of governance, address key challenges, coordinate
initiatives, and develop plans. One of the objectives of the ADF
IV is to generate realistic strategies for good governance practices,
mainly addressing the capacity building challenges, at the national,
sub-regional and continental levels. Quelle: Website (s.u.)
African Development Bank (ADB), AU (5.2.1)
New Partnership for Africa's Development (NEPAD), Midrand/Johannesburg
Area: Political Governance
NEPAD is designed to address the current challenges facing the
African continent. Issues such as the escalating poverty levels,
underdevelopment and the continued marginalisation of Africa needed
a new radical intervention, spearheaded by African leaders, to develop
a new Vision that would guarantee Africas Renewal. It treats
good governance as a basic requirement for peace, security and sustainable
political and socio-economic development. The first NEPAD priority
area includes democracy and good, political, economic and corporate
governance. The Declaration on democracy, political, economic
and corporate governance and a Democracy and Political
Governance Initiative relate to these goals.
The most important governance element in NEPAD is the African Peer
Review Mechanism. Its mandate is to ensure that the policies and
practices of participating states conform to the agreed political,
economic and corporate governance values, codes and standards contained
in the above-mentioned declaration. The APRM is the mutually agreed
instrument for self-monitoring by the participating member governments.
Quelle: Website (s.u.)
African Union (AU), Addis Abeba
Among the goals of the African Union is the promotion of democratic
principles and institutions, popular participation and good governance.
In 2000, it decided to found a Conference on Security, Stability
Development and Co-operation in Africa (CSSDCA) and the respective
declaration established the fundamental principles for the promotion
of Democracy and Good Governance on the continent. In the Commission,
Good Governance falls under the portfolio of Political Affairs,
while the Peace and Security Council and the responsible commissioner
are concerned with the later stages of state failure and associated
crisis. Quelle: Website (s.u.)
Amb. Said Djinnit (Peace and Security), Mrs. Julia Dolly Joiner
Organization of American States (OAS), Washington
for the Promotion of Democracy
Strategic Programs for Democratic Strengthening: Strategic
action in critical institutional and cultural areas of the democratic
process is the objective of this first work area of the Unit. It
promotes lines of action directed at achieving the following goals:
supporting parliamentary institutionality as the core of representative
democracy; boosting decentralization processes as a key factor in
bringing governments closer to the citizenry and facilitating citizen
participation; and, promoting new leadership and building a democratic
Special post-conflict and democratic transition programs carried
out in countries or regions in a post-conflict or democratic transition
phase, such as Nicaragua, Guatemala, Haiti. Quelle: Website (s.u.)