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THE GAMBIA NATIONAL GOVERNANCE FRAMEWORK
TABLE OF CONTENTS
1. Background
1.1 Political Context
1.2 Socio-economic Setting
1.3 The Governance Policy Framework
2. Objectives and Strategies
3. Components of the Framework
3.1 Review of Constitutional and Electoral Processes
3.2 Reform of Parliamentary Structures and Processes
3.3 Civic Education
3.4 Reform of Legal and Judicial Processes
3.5 Public Management and Administrative Reform
3.6 Decentralization of Local Government Systems
4.0 Coordination and Implementation
4.1 Institutional Framework
4.2 Time Frame
4.3 Monitoring
4.4 Financial Requirements
Table
Overview of Financial Requirements, 1998-2003
1. Background
1.1 Political Context
Located on the West Coast of Africa, The Gambia is a small country with a total land area of 11,300 square kilometres bounded to the north, south and east by Senegal and to the west by the Atlantic Ocean. The River Gambia bisects the country into north and south and the capital Banjul is an island situated near the mouth of the river. It has an estimated population of 1.1 million with a per capita income of $200. The first British Colony in Africa, The Gambia gained its independence in 1965 and attained Republican status in 1970 following a second referendum on a Constitutional Bill. The country has practised democratic pluralism since independence under the framework of a written Constitution.
While the country’s adherence to democracy has been consistent, its post-colonial history has suffered two major governance crisis. The first was an abortive coup d’État in 1981 when a group of civilians backed by the paramilitary Field Force attempted to take over the Government. Over a decade later, on 22 July 1994, the Armed Forces ousted the thirty-year old and only post-colonial Government in a bloodless coup, took over power and established a Provisional Government. The stated objective of the new regime was to establish a sound system of governance with a view to handing over power to a democratic elected civilian Government. Consistent with this objective, on 2 January 1997, a new Republican era was ushered in, following Presidential and Parliamentary elections under the framework of a democratic Constitution adopted by the people through a referendum in August 1996.
1.2 Socio-economic Setting
The Gambia has an open economy with limited natural resources. The two main sectors are agriculture based -- mainly the production and export of groundnuts, accounting for 24% of GDP in 1994-95; and trade -- mainly re-export, accounting for 16% of GDP. The country is highly dependent on imports, importing about a third of its food requirements, all of its fuel, capital and most manufactured goods. While the first decade after independence witnessed a modest rate of economic growth, the ensuing years up to 1986 registered a period of deterioration in both economic and financial performance. This was primarily as a result of the external shocks from declining world primary commodity prices, unfavourable weather conditions, the debt problem and inappropriate domestic policies which resulted in the over-expansion of the public sector.
By 1989 this trend was successfully reversed through the implementation of a comprehensive Economic Recovery Program (ERP) which introduced a broad range of financial and structural reforms aimed at restoring economic growth, lowering domestic and external imbalances, reducing public-sector role in the economy and promoting the development of the private sector. The Programme for Sustained Development (PSD) was launched in 1990 to consolidate the gains made under the ERP. It sought to introduce policy measures required for sustainable growth with greater emphasis on stimulating private-sector development. The key policy objectives of the PSD included: improvement of public-resource management strategies; development of the country’s productive infrastructure in partnership with private investors; development of effective local government through decentralization and devolution of authority; human-resource development coupled with poverty-alleviation policies; and the empowerment of civil society. The PSD was also supported by two important cross-sectoral national programmes -- the National Environmental Action Plan, to provide for a more holistic approach to environmental policy planning and natural-resource management and a National Population Policy, to integrate population concerns into all national development programmes. Both these two latter programmes also focused on women as a key factor to addressing development concerns.
Notwithstanding the gains registered in achieving macro-economic stability through the ERP however, the harsh economic reality of structural adjustment was high, particularly on the most vulnerable groups -- women and the poor. The PSD sought to redress the situation through the introduction of strong social-dimension adjustment measures designed to ameliorate the severe impact of the ERP. At the same time a broad-based Poverty Alleviation Programme was launched with the assistance of the UNDP which introduced a holistic and integrated approach to addressing the problems relating to poverty. The broad policies of the latter Programme include the creation of an enabling environment to address the issues which inhibit the sustainable development of local communities, increase awareness and involvement of the poor in the development process, increase food security and the decentralization of basic services. The impact of these reform initiatives was however undermined by several factors, the most important of which were a high population growth rate of 4.1%, a poor human resource and infrastructure base and the low participation of women, who comprise over 50% of the population, in the socio-economic process.
1.3 The Governance Policy Framework
The Government recognizes that improving the governance environment is a necessary prerequisite to sustainable development and the welfare of the Gambian people. It is thus essential that good governance strategies should be developed to form the mainspring for further development initiatives. Efforts to incorporate governance strategies into national development planning date back to 1993 when in preparation for a proposed Economic Management Sectoral Adjustment Loan (SECAL) from the World Bank to address public resource management constraints and administrative reform focusing on human resource development, an environmental assessment of the governance environment and its impact on civil-service efficiency was carried out. This included a governance survey with emphasis on the key governance elements of accountability, rule of law, and transparency. This assessment indicated serious weaknesses in the governance structures which needed to be addressed if any meaningful impact was to be made by proposed reform initiatives.
Support for SECAL was suspended following the July 1994 change of government and the economy, which had sustained additional external shocks from the devaluation of the CFA franc and restrictions imposed on the re-export trade to neighbouring countries, was weakened further by withdrawal of donor support, resulting in a further undermining of the governance environment.
The High-Level Task Force appointed in 1995 to oversee the implementation of the Transition Programme to democratic constitutional government, accorded priority to the creation of a viable governance environment. It designed a Governance Programme to support the transition process whose main activities were the drafting of a new Constitution for the Gambia and reform of the election process. The restoration of participatory democracy and economic stabilization now paves the way for renewed effort. The Government continues to be committed to democratic constitutionality as the only feasible political framework for good governance and an essential prerequisite to sustainable development. The Governance Framework provides a comprehensive national Programme for establishing and strengthening democratic and administrative institutions and processes in the Gambia and for enhancing the participation of the Gambian people in the process.
2. Objectives and Strategies
The 1997 Constitution sets the context for the Governance Framework. Restoration of democratic governance was preceded by a Constitutional reform process in close consultation with the Gambian people in tandem with the reform of electoral processes. This reform process was supported by a civic education campaign which encouraged the full participation of the people, particularly women groups and civil society organizations. The governance strategies set out in this Framework document will consolidate and reinforce that process. The Programme will be implemented through six broad sub-programmes and is expected, among other things, to enable and enhance people participation and accountability in a democratic system of government, produce transparency and accountability in government administration, enhance government’s policy-making capacity, strengthen the administration of justice system, decentralize authority and responsibility, and reform public administration institutions.
Government has also articulated its long-term development goals in its Vision 2020 launched in 1997. The objectives outlined in the Governance Framework are fully consistent with the broad policy objectives of Vision 2020 and provide a comprehensive strategic context for reinforcing participatory democracy and enhancing governance structures and mechanisms for the development of a vibrant environment for economic growth and human development. The following are the policy objectives of the Governance Programme:
To consolidate and reinforce constitutional democracy by strengthening institutional capacity for protecting and implementing constitutional provisions, and creating greater public awareness of constitutional rights.
To strengthen capacity for elections administration.
To introduce systemic and procedural changes in the management of public resources and the efficient discharge of other functions of the government in a more transparent and accountable manner.
To improve the administration and dispensation of justice.
To improve management capacity through streamlining functions and working conditions in the public sector.
To strengthen institutional capacities for broader participation of the people at all levels in the political processes; and the empowerment of the people.
To decentralize and reform the local-government system.
To involve civil society organizations in development-policy formulation and implementation.
These broad policy objectives will be pursued through the six strategic components which have emerged from two national workshops on Governance and Decentralization of Local Government Administration held in May 1997 with financial and technical assistance from UNDP. Participants included members of the National Assembly Service, representatives of Development Partners, NGOs, the Civil Service and the Judiciary. The implementation of each of these six components will be assigned to a government-led Task Force whose members will be drawn from relevant support institutions, civil society organizations and development partners. These six sub-programmes, whose immediate objectives and main activities are outlined below, are:
Review of Constitutional and Electoral Processes
Enhancing Parliamentary Structures and Processes
Civic Education
Reform of Legal and Judicial Processes
Public-Sector Management and Administrative Reform
Decentralization of Local Government Systems
3. Components of the Framework
Review of Constitutional and Electoral Processes
The electoral reforms during the Transition period focused mainly on ensuring a smooth transition from military to civilian rule. With the successful transition to civilian rule, there is now the need to strengthen institutional capacity for conducting elections and ensuring the full understanding and participation of the people in the process.
A major achievement of the Transition Government was the revision of the 1970 Republican Constitution through a Constitutional Committee with the mandate to consult extensively with The Gambian people. The outcome of the consultation process formed the basis of the 1997 Constitution. The Constitution provides for a coherent political structure with a balanced separation of powers between the three arms of Government, strengthened Judicial independence, expanded and enhanced fundamental rights and freedoms and mechanisms for their protection. It established an Independent Electoral Commission as a permanent institution with functional autonomy over the administration and conduct of Elections. It also provides the structural basis for the decentralization of Local Government Administration and institutionalizes civic education for the greater empowerment of citizens at grassroots level.
The entrenched bill of rights however preserves one important obstacle to good governance from the 1970 Constitution. It does not afford protection for any discrimination which stems from a person’s personal or customary law. Since the personal or customary law of a majority of Gambians is not written and therefore not easily ascertainable, this poses a serious restriction on the protection against discrimination. Broad policy changes have also been introduced which require further legislation for their implementation. The Constitution also makes provision for the modification and review of laws which are inconsistent with it. This revision is yet to be implemented.
This Component therefore aims:
3.1.1 To strengthen national capacity for administration of election, through the provision of improved and necessary infrastructure, communication and information facilities, and human resource capacity building:
- Decentralize the conduct of elections and upgrade divisional offices;
- Construct or provide further office space for each division;
- Provide radio communication facilities with mobile units for each division and other information education and communication (IEC) materials ;
- Improve mobility for divisional units;
- Improve conditions of service;
- Design training programme on elections management;
- Provide library facilities.
3.1.2. To keep under constant review the administrative arrangements for the conduct of elections with a view to enhancing the full participation of all Gambians in the electoral and political processes:
- Introduce a system for continuous registration of voters;
- Review electoral data base periodically;
- Review the provisions of the Electoral Laws to reflect administrative realities;
- Demarcate constituency boundaries to reflect additions;
- Improve constituency mapping;
- Demarcate local government boundaries and conduct all elections.
3.1.3 To enhance free political activity in the Gambia and public awareness of the electoral process:
- Institutionalise voter education and collaborate with the Civic Education Council;
- Establish a consultative forum for dialogue with political parties;
- Encourage and support the effective participation of the media in the election process;
- Establish independent mechanism for ensuring equitable access to the media by political parties and elections candidates.
3.1.4 To strengthen the capacity of the Law Reform Commission to implement Constitutional reform measures:
- Provide material and technical assistance to the Commission;
- Support the codification and reform of personal/customary laws;
- Support the modification of existing laws to make them consistent with Constitutional provisions;
- Expose Commission members to comparative commonwealth experience;
- Encourage the establishment of national human rights organisations ;
- Design a curriculum for incorporating constitutional provisions in the curricula of tertiary institutions.
The lead Government Institution for this component is the Independent Electoral Commission.
3.2
Reform of Parliamentary Structures and ProcessesParliament is a vital institution for the promotion of good governance and the rule of law. The legislature must have the appropriate structures and mechanisms to supervise government activities effectively as envisaged under the Constitution with efficient reporting procedures by government institutions. The capacity of the members of the National Assembly to effectively supervise the Executive and represent the electorate needs to be improved and strengthened. The reform of parliamentary structures and processes is aimed at strengthening the National Assembly to discharge its responsibility and play its role effectively and efficiently. Under this component, opportunities will be provided to members to further upgrade their skills to more effectively carry out their functions and represent their constituents.
While parliamentary procedures are being revised in line with the new constitution, the existing facilities are not only grossly inadequate, but are regarded as technically unsafe for further rehabilitation. A new structure is needed to house National Assembly with fully- equipped debating and public-address systems as well as simultaneous translation facilities and media offices to enable the greater involvement of the people in parliamentary proceedings. The Library facilities need to be upgraded and access provided to the Internet to facilitate research on current issues. The objectives of this component and the activities planned are as follows:
3.2.1 Provide infrastructural and logistical support to the National Assembly:
- Design and construct a modern national assembly;
- Upgrade library facilities including Internet access;
- Improve data processing, upgrade and provide more computers, scanners and photocopying equipment.
3.2.2 To improve parliamentary supervision of government activities by strengthening the capacities of the members and support services required by the parliamentarians:
- Expose parliamentarians to comparative parliamentary systems;
- Develop and implement an appropriate capacity-building programme for parliamentarians and National Assembly service;
- Establish reporting mechanisms for all government institutions
- Establish parliamentary committees on all broad-based government strategies.
3.2.3 To improve the recording of proceedings, dissemination of information and enhance parliamentary debates:
- Train reporters and provide automated equipment for recording of
proceedings;
- Encourage active interest of the public in debates by facilitating access to the National Assembly;
- Encourage and improve media access and coverage to National Assembly proceedings.
The lead Institution for co-ordinating the activities under this component is the National Assembly.
3.3 Civic Education
Civic education supports and facilitates the active participation of the public in the decision-making process at all levels and is therefore regarded as an essential prerequisite for good governance. Under this component, training programmes will be formulated and implemented throughout the country on a continuous basis to increase awareness and increase the level of participation, especially of women, in decision-making process at the local and national levels. A variety of messages and media will be utilized. Civic education will address equal opportunity and other political rights protected under the Constitution. It will also promote the principle of self-reliance as a strategy for individual as well as community development with a view to encouraging people to solve their own problems individually or in collaboration with each other. The programme will be decentralized from the National Council, through to Regional/Divisional committees, District Committees to Village Committees. The following are the objectives and activities which will be given priority:
3.3.1 To assist in the development of civic education institutions to integrate civic education into the development process and strengthen their material and human resource capacity:
- Provide institutional support to the National Council for Civic Education;
- Establish and provide institutional support to a National Civic Education Institute to serve as coordinating mechanism for civic education programmes;
- Integrate civic education into the curricula of all formal and non- formal training processes as an instrument of economic, social and political development;
- Design and implement an appropriate capacity building programme for members of the Council and National Civic Education Institute.
3.3.2 Develop a National Civic Education Programme which takes into consideration the cultural values and the literacy level of Gambians.
- Carry out a training needs assessment ;
- Design a civic education curriculum and training module;
- Design and develop civic education training materials and translate them into local languages;
- Provide information education and communication facilities and materials, including audio-visual materials, in all local languages;
- Train civic education educators.
3.3.3 To conduct a civic education campaign in order to intensify and enhance national dialogue on gender and human rights and encourage women to participate in the political decision process.
- Design and implement a civic education campaign plan on gender issues and human rights;
- Provide technical and material support for an enhanced dialogue on gender and human rights issues also utilizing traditional media.
3.3.4 To strengthen the capacity of local civic education organizations and political parties to participate more effectively in government activities and development issues:
- Provide baseline data on all local civic organizations;
- Promote civic education programmes through local civic organizations;
- R
eview existing local structures for the delivery of civic education and develop proper coordination mechanisms;- Collaborate with and strengthen NGO participation in civic education activities.
The lead Government Institution for coordinating the implementation of the activities in this component is the Department of State for Education.
Reform of Legal and Judicial Processes
The administration of justice plays a central role in the good governance of a country. A reliable and predictable legal system which upholds the rule of law is a precondition to the development process. The courts have been vested with the powers under the Constitution to interpret and enforce the provisions of the Constitution and exercise supervisory authority over all administrative tribunals and bodies. The judicial infrastructure and access to the courts in rural areas are however poor. The superior courts are over-centralized and new structures provided for by the Constitution are yet to be established. The existing court structures and processes also need improvement to remove impediments to access. The human-resource capacity of the police is weak and human rights training for the Police and Prison services non existent. This components aims at strengthening the administration of justice system and will focus on the following objectives and activities:
3.4.1. To provide the judiciary with the human and material resources that will enable it carry out its functions efficiently:
- Decentralize the High Court by creating other judicial divisions;
- Provide infrastructure for a decentralized judiciary;
- indigenize the judiciary;
- Improve conditions of service of judicial officers;
- Design a continuing legal education programme for judicial officers;
- Design a training programme for auxiliary staff;
- Improve support services;
- Improve library facilities.
3.4.2 To introduce flexible mechanisms for ensuring access to justice including:
- arbitration;
- mediation;
- conciliation;
- customary methods of dispute resolution;
- provide institutional and technical support;
- design and provide appropriate capacity-building programme.
3.4.3 To improve court procedures and processes:
- Modernise legal terminology;
- Reform rules of standing;
- Eliminate unnecessary and technical distinction of practice and - procedure and simplify court procedure;
- computerize all court records;
- mechanize the recording of proceedings.
3.4.4. To strengthen the Institutional and Human-Resource capacity of the Ministry of Justice:
- Improve conditions of service;
- Develop a comprehensive training programme of continuing legal education and training of support services;
- Computerize all records and develop a computerized system of data processing;
- Upgrade library facilities.
3.4.5 To establish a decentralized legal aid scheme:
- Design institutional arrangements for legal aid;
- Provide human resources;
- Improve data collection and processing facilities;
- Institutionalize legal-aid services for women and other vulnerable groups and provide the infrastructure necessary for its operation;
- Encourage NGOs to participate in legal aid.
3.4.6 To strengthen capacity of National Council for Law Reporting to produce periodic and timely reports:
- Train professional and ancillary staff;
- Provide printing facilities;
- Establish pilot project for the production of a law journal.
3.4.7 To improve the technical capacity of the police:
- Expose the police to modern forensic science;
- Construct and equip modern laboratory;
- Provide human rights training;
- Provide gender awareness training;
- Improve data processing facility.
3.4.8 To strengthen and decentralize Prison system:
- Provide facilities for juvenile offenders and women;
- Provide vocational training facilities for inmates;
- Provide human rights training for prison officers;
- Improve communication facilities and data information processing facilities.
The lead Government Institution for coordinating the implementation of the activities in this component is the Department of State for Justice.
3.5 Public Management and Administrative Reform
Public sector management is accepted as the key vehicle of governance. Experience from the past has shown that sound public-sector management is the most important aspect of development. It is now generally accepted that public-sector management has failed in many developing countries where accountability, transparency, professionalism and other aspects of good public management practices are absent thus creating a poor governance environment.
Efforts at reforming the public sector from the ERP, the PSD and the Economic Management Capacity Building Programme (EMCBP) have made a positive impact on public service management. However, a sustainable capacity for efficient and effective public-sector management is still lacking. This component is aimed at ensuring that the gains achieved under the administrative reforms of the ERP and the PSD will be consolidated and deepened in the areas of budgetary and cost control, revenue generation, investment planning, efficiency, and improved management of public enterprises. Capacities to perform core government functions, particularly those concerned with policy formulation, enforcement of the Civil Service code of conduct and performance evaluation will also be strengthened. Accounts and audit reports will be made available for public scrutiny. In particular, transparency will be vigorously pursued as a protection against government error, misallocation of resources, and corruption. The objectives and the activities to be undertaken are as follows:
3.5.1 To provide public service institutions with the structure, human resources and systems that will enable them to carry out their functions efficiently and effectively and ensure the effective operation of public institutions:
- Carry out a public service capacity assessment;
- Streamline public service structures;
- Carry out public service human resource survey;
- Enhance capacity of the Personnel Management Office (PMO) in human-resource management by setting up a human-resource information system and a human resource planning unit;
- Revise and provide the necessary training on General Orders and Financial Instructions;
- Review the Public Service Act and the roles and functions of the PMO and the Public Service Commission.
3.5.2 To design and implement systemic and procedural changes in the management of public resources that will ensure transparency and accountability:
- Design an integrated reporting system that will spell out the relationship between the Executive and the National Assembly and to the National Audit Office;
- Design financial control mechanisms;
- Provide institutional support to National Audit Office;
- Establish the office of the Ombudsman and provide institutional support;
- Revise the civil service code of conduct and disseminate it widely to all civil servants;
- Enforce and enhance the performance systems developed under the ERP and other provisions of the General Orders on efficiency and other competency examinations that should precede promotion.
3.5.3 To build capacity to formulate, implement and evaluate public policies:
- Dsign training programme based on training needs assessment;
- Train public servants on public policy analysis, public policy;
formulation, implementation, and evaluation;
- Develop strategies to retain trained staff.
3.5.4 To establish mechanisms for reorientation and mainstreaming of gender issues in administration and governance.
- Design and implement workshops for policy makers and public servants to promote understanding and sensitivity to gender issues;
- Improve capacity for gender analysis;
- Incorporate gender desegregated data, gender budgeting, and other gender analysis methods in the process of public policy formulation;
- Provide financial and technical support to the Women’s Bureau.
3.5.5 To develop the capacity of sectoral Departments of State to assist the local government process through decentralization:
- Design and implement workshops and hold consultations to sensitize the sectoral Departments on local-government decentralization;
- Design a public service blueprint for decentralization based on the decentralization policies adopted.
The lead Government Institution for coordinating the activities under this component is the Personnel Management Office.
3.6 Decentralization of Local Government Systems
A main objective of the National Governance Programme is to ensure that the Government exists to serve the electorate and that people’s participation in development is guaranteed. Decentralization is specifically provided for in the 1997 Constitution. It is now generally accepted that the contribution from people at local levels into the process of local development is an essential component of overall national socio-economic development and an important means of achieving good governance. Decentralization of the local- government system is expected to increase local participation in decision-making. This component is therefore to ensure that local communities are accorded the opportunity to take part in the development process occurring in their areas.
In this regard the programme has adopted a two-pronged approach. First is the deconcentration of central government functions to the divisional level, e.g. the establishment of Divisional Health Teams and Regional Education Offices. Second will be the delegation to autonomous elected local governments the responsibility for specified functions and associated authority. The functions to be delegated to local-government authorities are aimed at improving the quality of municipal services such as waste disposal, local tax collection, provision of secondary roads, public markets and car parks, recreation centres and schools.
The study of the Local Government system in the Gambia, particularly provincial administration and the Area Councils, revealed numerous constraints and deficiencies impeding the effectiveness of these institutions. The following activities will be implemented as priority interventions to achieve the Government’s decentralization objectives:
3.6.1 To review the local-government system, especially the role of Central Government in relation to the functions of the newly established Local Government Authorities:
- Enact new local-government legislation to introduce proposed changes;
- Carry out institutional assessment of local-government organization;
- Establish a programme coordination, monitoring and evaluation mechanisms at the level of the line Department of State.
3.6.2 To decentralize the responsibility for some development functions of central government to local levels, this process to be underpinned by the devolution of appropriate levels of political and financial responsibility and accountability.
- Establish forum for coordination of activities between central government ministries;
- Develop financial regulations for the operation of local government authorities;
- Develop policy guidelines for budgeting and revenue allocation.
3.6.3 To build human-resource capacity at the local levels to ensure and bring about effective local development led by locally based people
- Conduct a staff and materials audit of all local government offices;
- Design a short-term training programme to focus on immediate training;
- Develop human-resource management policies and conditions of service;
- Establish a Local Government Service Commission;
- Develop a long-term human-resource development programme;
- Determine conditions of service and salary structure;
- D
evelop and implement a comprehensive local government training programme for all level of staff including elected councillors.3.6.4 Re-establish local government authorities with the appropriate legal status, organizational and managerial authority to execute their responsibilities effectively and efficiently.
- Establish expenditure measures and internal audit offices;
- R
estructure the office of Divisional Commissioners and define their role in the light of the 1997 Constitutions;- Establish operational mechanisms.
3.6.5 To promote community participation and improve development delivery to communities:
- Incorporate local community plans into development programmes;
- Strengthen local structures to improve and facilitate dialogue;
- Strengthen coordination between local communities and community- based non-governmental organizations to provide the link for policy development and programme selection and implementation;
- Create the conditions for a continuous dialogue with local population by developing and implementing a communications strategy.
The lead Government Institution for coordinating the implementation of this component is Department of State for Local Government.
4. Coordination and implementation
4.1 Institutional Framework
A National Commission for Good Governance has been established and assigned with overall responsibility for ensuring that the Government’s good governance objectives are realized. This Commission is the policy-making body on Good Governance in general. It will consider all proposals contained in the work plans of the respective task forces created under it through the Chairman. The Commission will comprise lead Institutions and representatives of major stakeholders, including Development Partners. The proceedings of the Commission will provide a forum for coordinating, planning, and sharing of experiences and for monitoring and evaluating on-going and planned activities. The Secretary General and Head of the Civil Service will be the Chairman of the Commission. The Chairman is responsible for the overall coordination of Governance-related activities including engaging development partners in policy dialogue and resource mobilization. The Commission will meet at least twice a year, initially, to review and approve annual component work plans and budgets, and mid-year, to review the outcome of the component activities implemented.
Lead institutions have been identified to coordinate the component activities and their implementation. A Task Force made up of professional staff of concerned government and non-government bodies including development partners, will assist each Lead Institution. The Lead Institution Heads are responsible for managing the activities of their respective task forces. This will include preparation of work plans and progress reports, and their presentation to the National Commission for Good Governance. Each Task Force will meet at least once every quarter.
A Secretariat will be established at the Policy Analysis Unit, Office of The President. The Secretariat will, in addition to serving the Commission, collaborate with Task Force leaders and assist them with the preparation, monitoring and evaluation of all Governance activities. It will also convene meetings after consultation with the Commission Chairman and Task Force Leaders, and ensure circulation of the Task Forces’ quarterly progress reports.
4.2 Time Frame
The National Governance Framework is a long term programme which will be phased in response to other national programmes and development needs. The first phase will be a five-year period to the year 2003. The focus of the Programme will be constantly reviewed and updated to reflect development priorities. Implementation of some of the components is already advanced, such as Review of Constitutional and Electoral Processes and Civic Education.
4.3 Monitoring
The National Commission for Good Governance will be responsible for monitoring the National Framework and ensuring timely implementation. It is also expected that various independent institutions will monitor implementation and evaluate progress. Resources allocated to the programme will be monitored in accordance with auditing requirements.
4.4 Financial Requirements
Estimates of financial resources required for the Governance Programme are presented in the table below. Criteria will be set for the selection of projects in accordance with national priorities. Such criteria will focus on the project’s potential to enhance the development policy objectives of the National Governance Framework. The funding levels are indicative of the total level of the resources required. The funding gap is also indicated.
TABLE 1: OVERVIEW OF FINANCIAL REQUIREMENTS 1998-2003
(In 000 US $)
COMPONENTS |
RESOURCES REQUIRED |
RESOURCES AVAILABLE |
RESOURCE GAP |
REMARKS |
Review of Constitutional and Electoral Processes |
Support has been from UNDP |
|||
Reform of Parliamentary Structures and Processes |
6,725 |
Main support has been from UNDP, CFTC and Canadian Government. |
||
Civic Education |
||||
Reform of Legal and Judicial Processes |
||||
Public management and Administrative Reform |
||||
Decentralization of Local Government Systems |
3,535 |
100 |
||
TOTAL |