The Role of Regional Security Cooperation in Countering Violent Extremism in the Sahel Region

The Sahel region of Africa is a region of immense strategic importance, as it is home to a number of fragile states and is a major transit point for illicit goods and people. It is also a region that is particularly vulnerable to the threat of violent extremism, with a number of extremist groups operating in the region. In order to effectively counter this threat, regional security cooperation is essential.

Regional security cooperation is a key tool in countering violent extremism in the Sahel region. It involves the coordination of efforts between states in the region to address common security threats, such as terrorism and organized crime. This cooperation can take many forms, including the sharing of intelligence, the coordination of military operations, and the development of joint strategies to address the root causes of extremism.

The sharing of intelligence is a key component of regional security cooperation in the Sahel region. By sharing intelligence, states can better identify and target extremist groups, as well as their sources of funding and support. This intelligence sharing can also help states to better understand the motivations and strategies of extremist groups, allowing them to develop more effective counter-measures.

The coordination of military operations is also an important part of regional security cooperation in the Sahel region. By coordinating their efforts, states can more effectively target extremist groups and disrupt their operations. This can include the deployment of joint military forces, as well as the sharing of resources and expertise.

Finally, regional security cooperation can also involve the development of joint strategies to address the root causes of extremism. This can include the development of economic and social policies that address poverty and inequality, as well as the promotion of education and religious tolerance. By addressing the underlying causes of extremism, states can help to reduce the appeal of extremist ideologies and prevent the spread of violent extremism.

In conclusion, regional security cooperation is an essential tool in countering violent extremism in the Sahel region. Through the sharing of intelligence, the coordination of military operations, and the development of joint strategies to address the root causes of extremism, states can more effectively target extremist groups and disrupt their operations. This regional cooperation is essential for ensuring the security and stability of the Sahel region. ALG has been supporting the development of the regional stabilization strategy, with the Liptako Gourma Authority, gathering Burkina Faso, Mali and Niger.

Examining the Impact of Climate Change on Security in the Sahel Region

Climate change is having a profound impact on security in the Sahel region of Africa. This region, which stretches from the Atlantic Ocean to the Red Sea, is home to some of the world’s poorest countries and is already facing a range of security challenges. Climate change is exacerbating these existing problems, leading to increased instability and insecurity in the region.

The Sahel region is particularly vulnerable to the effects of climate change due to its arid climate and fragile ecosystems. Rising temperatures and changing rainfall patterns are leading to desertification, soil erosion, and water scarcity. These environmental changes are having a direct impact on the livelihoods of the people living in the region, leading to increased poverty and food insecurity. This, in turn, is leading to increased competition for resources, which can lead to conflict between communities.

Climate change is also having an indirect impact on security in the Sahel region. As temperatures rise, the region is becoming increasingly attractive to migrants from other parts of Africa and the Middle East. This influx of people is putting a strain on already limited resources, leading to increased competition and tension between communities. In addition, the changing climate is making it easier for terrorist groups to operate in the region, as they are able to take advantage of the instability caused by environmental changes.

The security situation in the Sahel region is likely to worsen in the coming years as the effects of climate change become more pronounced. In order to address this issue, it is essential that governments in the region take steps to mitigate the effects of climate change and to build resilience to its impacts. This includes investing in sustainable agriculture, improving access to clean water, and providing support to vulnerable communities. In addition, it is important that the international community provides support to the region in order to help it cope with the effects of climate change. Only by taking these steps can the security situation in the Sahel region be improved.

Exploring the Role of Women in Countering Violent Extremism in the Sahel Region

The Sahel region of Africa is a region of immense cultural and religious diversity, and is home to a variety of ethnic and religious groups. In recent years, the region has been plagued by violent extremism, which has had a devastating impact on the lives of the people living there. While much of the focus on countering violent extremism (CVE) has been on military and security measures, there is an increasing recognition of the important role that women can play in countering this threat.

Women in the Sahel region have long been marginalized and excluded from decision-making processes, and this has had a negative impact on their ability to contribute to CVE efforts. However, there is growing evidence that women can be powerful agents of change in countering violent extremism. Women have unique insights into the dynamics of their communities, and can be effective in identifying and addressing the root causes of extremism. They can also be effective in providing support to victims of violence, and in promoting peace and reconciliation.

Women can also play an important role in countering extremist narratives. They can challenge extremist ideologies by providing alternative narratives that promote tolerance and respect for diversity. Women can also be effective in providing education and training to young people, helping to equip them with the skills and knowledge to resist extremist ideologies.

Finally, women can be powerful advocates for change in their communities. They can use their voices to challenge the status quo and to call for greater inclusion and participation in decision-making processes. This can help to create an environment in which extremism is less likely to take root.

In conclusion, women have an important role to play in countering violent extremism in the Sahel region. By leveraging their unique insights, skills, and experiences, women can be powerful agents of change in promoting peace and security in the region. It is therefore essential that women are included in CVE efforts, and that their voices are heard in the decision-making processes that shape the future of the region.

Insecurity in the Sahel is linked to the fragilities experienced by the States of the region. Several studies carried out in recent years have demonstrated this. Ongoing research work must be done to help government actors and regional decision-makers make the right decisions.

An innovative approach to local development

Accelerated community development programs (ACDPs) are a promising solution for local development in developing countries. These programs are designed to support local communities by providing them with resources and tools to improve their living conditions. ACDPs are designed to be implemented quickly and at low cost, making them a viable solution for African communities facing development challenges.

ACDPs are designed to address the root causes of local development problems in Africa. They rely on participatory and integrated approaches to support local communities in their development efforts. ACDPs are designed to address health, education, employment, and food security issues, among others. Programs may also include initiatives to improve access to clean water, energy, and sanitation, as well as promote sustainable agriculture and natural resource management.

ACDPs are adaptable to the specific needs of local communities. The programs are implemented by local partners, who work closely with communities to identify their needs and priorities. Local partners are responsible for implementing projects that respond to the needs of the communities and are adapted to their context.

PADC interventions are designed to be implemented quickly and at low cost. The programs are funded by international and national donors, as well as public and private funds. The programs are designed to be implemented in the short term, allowing communities to benefit from the results quickly.

PADCs are therefore a promising solution for local development for the countries that initiate them. The programs address the root causes of local development problems and are designed to adapt to the specific needs of local communities. The programs are implemented quickly and at low cost, making them a viable solution for African communities facing development challenges.

How can accelerated community development programs improve health, education and rural infrastructure in Africa?

Accelerated Community Development Programs (ACDPs) can significantly improve rural health, education, and infrastructure in Africa. These are programs that aim to improve the living conditions of rural communities in Africa by providing essential services and infrastructure. These programs are designed to be implemented quickly and at relatively low cost.

These programs improve the health of populations by providing primary health services and improving access to health care. ACDPs can also improve access to clean water and sanitation, which can reduce the risk of infectious diseases and malnutrition. In addition, ACDPs have the potential to provide mental health services and sexually transmitted disease prevention services.

ACDPs for countries that are piloting them also help improve education by providing school infrastructure and improving access to education. ACDPs can also provide literacy services and vocational training programs for youth and adults. In addition, PADCs can provide teacher support services and education outreach programs.

Finally, PADCs can improve rural infrastructure by providing roads, bridges, and irrigation systems. PADCs can also provide electricity and drinking water services, as well as telecommunications and transportation services. In addition, PADCs can provide farmer support services and agricultural development programs. PADCs, as we can see, can provide essential services and infrastructure that can significantly improve the quality of life of rural communities in Africa.

A solution for transport, water, and jobs development

Accelerated Community Development Programs (ACDPs) are a promising solution for transport, water, and jobs development in Africa. These programs are designed to provide essential services to communities that need them most, particularly in rural areas.

ACDPs provide basic services such as access to drinking water, electricity, transportation, and employment. They are usually implemented by non-government organizations.

PADCs can be an effective way to provide transport and water services to rural communities. PADCs can help improve access to safe water and sanitation, improve transport infrastructure, and create jobs. PADCs can also help improve access to health services and education, and reduce poverty.

PADCs help improve food security and reduce malnutrition. PADCs can help improve access to safe water and sanitation, improve transport infrastructure, and create jobs. PADCs can also help improve access to health services and education, and reduce poverty.

PADCs are emerging as a powerful tool for transport, water, and employment development in Africa. They can help improve access to basic services, reduce poverty and create jobs. PADCs can also help improve food security and reduce malnutrition. PADCs can be an effective way to provide transport and water services to rural communities.

A solution for efficient decentralization and grassroots development

Several African countries have set up PADCs in recent years. This is the case in Senegal, Gambia, Togo and the DRC. Other countries such as Mauritania and Niger are in the programming process. The UNDP Africa Bureau is counting on PADCs to support the rapid development of the countries in which the organization operates.

PADCs create the conditions for the effective implementation of decentralization policies with the participation of local communities, by giving them the means to take charge of their own development projects. PADCs are based on a participatory and integrated approach, which emphasizes the participation of local communities and their capacity to make decisions and implement projects.

PADCs support grassroots development by providing resources and services to local communities. These programs may include grants, loans, training, technical advice, and support services. PADCs may also provide health, social, and educational services. PADCs may also support local economic development by providing training services and support services to local businesses.

PADCs provide support services to local communities. These services may include consulting services, training services, and support services to community-based organizations. PADCs may also support grassroots development by providing support services to community-based organizations and local businesses.

PADCs also provide support services to local communities and local businesses. These services may include consulting services, training services, and support services to community-based organizations and local businesses. PADCs can also support grassroots development by providing support services to community organizations and local businesses.

ALG and the development of PADCs

ALG is working in these two countries at the request of UNDP to provide its expertise, capitalizing on some twenty years of consulting on local development and governance issues in Africa. ALG is based on the principle that local development is not a new phenomenon in African countries. The new dynamic driven by development partners such as UNDP is based on the quality of the national offer of sectoral public policies. It requires a rigorous framing of the entire process, from identification to execution, including execution which can test national capacities in various areas. It can therefore be said, without risk of being wrong, that PADCs strengthen the national dynamic of local development and optimize the development potential at the rural level.

Accelerated community development programs are a promising solution for grassroots development in Africa. They are designed to support the autonomy and decentralization of local communities, by giving them the means to take charge of their own development projects. PADCs can also support grassroots development by providing support services to local communities and local businesses.

• Project: Evaluation of the Support Program for the Implementation of the Response Plan for Educational Continuity in Burkina Faso
• Country: Burkina Faso
• Client: Agence Française de Développement (AFD)
• Period: October 2022-March 2023

Description of the intervention:

ALG was recruited by AFD to conduct the final evaluation of the Response Plan Support Program to (i) report on the activities financed with regard to the criteria of relevance, effectiveness, efficiency, sustainability, gender equality and equity; (ii) highlight what this health crisis has revealed about the functioning of the education system; and (iii) contribute to learning lessons from the management of this situation by the education community, by striving to show the progressive progression of the stages between observations (raw data), findings (developed indicators, ratios), judgments made and lessons/recommendations.

The objective of the service is to conduct the final evaluation of the Support Program for the Response Plan for Educational Continuity in Burkina, which will be carried out at the end of the eighteen months of implementation and will make it possible to report on the activities financed with regard to the criteria of relevance, effectiveness and efficiency.

Beyond the program financed by the GPE, the evaluation will focus on highlighting what this health crisis has revealed about the functioning of the education system to help learn lessons from the management of this situation by the education community. The service provider will strive throughout its work to clearly show and explain the progressive progression of the stages between observations (raw data), findings (developed indicators, ratios), judgments made and lessons/recommendations.

• Mission title: Development of a national inclusive education strategy in Burundi
• Country: Burundi
• Client: UNICEF
• Period of execution: November 2022-May 2023

Description of the mission:

The objective of this consultancy is to ultimately have a national strategic orientation framework for inclusive education that responds to the context, national policy and legal and administrative instruments and frameworks for education in force in Burundi.
More specifically, the firm will have to make a basic inventory and an analysis of the best options for effectively taking into account inclusion in the Education sector in Burundi, which takes into account issues of ACCESS, QUALITY as well as management and financing. This will then involve:

• Defining the outline of inclusive education to identify the profile and needs of the children concerned in the education sector;
• Describing the national and international foundations of the national inclusive education strategy;
• Analyze the issues and define the basic principles that should underpin the implementation of the strategy for the education sector;
• Analyze and demonstrate how to promote the supply, demand and quality of inclusive education;
• Propose an institutional mechanism for steering and financing inclusive education with sustainable mechanisms for monitoring, caring for and supporting children with disabilities;
• Provide practical guidance adapted to the Burundi context for strengthening and improving inclusive education in planning, implementation, monitoring, evaluation and reporting
• Make solid recommendations for effective implementation of the national inclusive education strategy in Burundi.

Outcomes of the study

This mission was carried out under the supervision of UNICEF, in partnership with other education stakeholders in Burundi. The Ministry of National Education played a major role in the process by mobilizing and engaging stakeholders at all levels. Burundi now has its national inclusive education policy, accompanied by a quantified action plan.

Read More about our Education Services.

• Mission Title: Development of the Liptako-Gourma Regional Stabilization, Recovery and Resilience Strategy
• Region/Country: Liptako-Gourma: Burkina Faso, Mali, Niger
• Client: UNDP/Liptako Gourma Authority
• Period: 2002-2003
• Status of Implementation: Completed

Mission Description:

In close collaboration with the  Liptako Gourma Authority and in consultation with Member States and all stakeholders, the firm’s mission is to:

• Develop the ALG regional stabilization strategy by prioritizing areas of intervention while taking into account the ALG intervention strategy;
  Conduct an in-depth situation analysis on stabilization issues in the Liptako-Gourma region (strategic stabilization priorities, stakeholder engagement, intervention logic, etc.);
• Review analyses of conflict causes and identify entry points for peace and stability; work in parallel with the firm that is carrying out the conflict analysis of the LG region;
  Identification/mapping of partners and their initiatives involved in the areas of implementation of the stabilization project;
• Drawing lessons from the SSR in the Lake Chad region
  Support the LGA in strategically prioritizing the roles and needs anticipated for the implementation of its Regional Stabilization Strategy;
• Make recommendations on the important role that the LGA should play in convening and coordinating all actors involved in stabilization as well as in other areas of intervention, at the local, national and regional levels, including security actors; review the assessment of the institutional capacities of the LGAs and integrate the necessary support to fill the gaps and needs identified and required to ensure the sustainable implementation of the strategy over time (immediate, short, medium and long term).
  Provide the LGA with the necessary tools through which it can ensure the convergence of all stabilization efforts
  Propose the implementation mechanisms of the Strategy;
• Make relevant recommendations for the governance structures of the stabilization mechanism, particularly at the regional and local levels, while taking advantage of the Liptako-Gourma Governors Forum to ensure close collaboration and effective exchange of information for enhanced coordination for peace and security.
• The strategy should be flexible to allow for an extension of the scope of political and cooperation partnerships to other regional organizations such as the G5S, ECOWAS, has the effect of intensifying collaboration with emerging security and development policy and coordination frameworks in the region (the Sahel Coalition, the WB, IFPA, etc.); and ensure that the critical role of the Sahel Coalition/P3S is taken into account for the coordination of key partners and donors
• As part of the strategy, propose effective frameworks for civil-military cooperation/coordination; The strategy should establish a mechanism for complementarity of actions, coordination and cooperation with other actors, regional and international security forces, and other donors and development partners;
• Make a proposal for a robust monitoring and evaluation mechanism;
• Formulate recommendations on robust mechanisms to be put in place for capacity building of national, regional and local authorities to respond to conflicts, promote social cohesion, reduce the growing security threat, intra and inter-community tensions for power and resources (search for land and water by pastoralists under old transhumance models due to climate change, modern land management practices, creation of local committees for the strengthening of existing legislation on natural resource management, border restrictions and traditional conflict resolution practices).

It is customary after each event that causes great upheavals, such as wars, natural disasters or serious economic crises, that the foundations of society are revisited. In Africa as elsewhere, there will be a questioning of our value scales and of a certain number of fundamentals: social, cultural, economic, etc. Beyond the difficulties linked to the fragility or inadequacy of health systems In some countries, the health crisis poses the deeper problem of the society in which Africans want to live, at the current stage of their development. It is a questioning of what exists that challenges the future, and invites decision-makers and members of society to answer important questions. Such reflections have already started in certain countries (those in the North in particular) and we would be wrong to water them down, at a time when in almost all African countries, we seem to be “looking for each other” in the response processes in order to either slow the spread Covid-19, or take care of those affected.

The question was posed to ALG experts from various skill areas. About fifty experienced personalities present on the continent or living in the diasporas shared their feelings and thoughts with us. They are unanimous in admitting that this health crisis requires that the state entity be rethought in Africa in key elements of the attributes that characterize it: it is a question of rethinking (from top to bottom) our society, our governance model, the architecture of the State as a whole, the public services which would be the most adapted to the current challenges and the responsibilities which fall to the various actors as well as the role which the citizen of tomorrow must play. It is clear that the approach we are proposing must lead to more democratic societies backed by a state whose capacities on several fronts must be strengthened.

How to rethink Africa and rebuild a new hope society?

ALG proposes to pursue and deepen these reflections and focus them on key aspects of governance which will not only help to understand the phenomenon of the COVID 19 pandemic, but above all, to identify avenues to stem its effects in the near future. To do this, we have identified seven (7) areas of public management by which our team makes a summary analysis by identifying research questions. Intervening on the continent with States and with reference partners who act on the ground in these fields, our approach constitutes an invitation to operate as quickly and on the scale of each country the participatory prospective studies which will clear the paths towards better strategic decisions.

Here are the areas of our preliminary reflections:

The health system: which health system is suitable for post-Covid-19 for African countries? From one country to another we have seen the limits of healthcare systems. Cross-sectional observations have shown here and there: the lack or insufficiency of personnel, the scarcity of resources allocated, the lack of material and equipment, the lack or insufficiency of investments in research, etc. Research questions of ALG concerning the sanitary system are: How to improve public hygiene? What equipment for the health of the population? What protection for public health personnel?

African education of tomorrow: the health crisis has also shown the limits of current education systems. Faced with the pandemic, governments have taken the precaution of closing schools. But the short and medium term consequences are to be feared. The solutions exist and must be thought of in order to integrate into current educational practices. These include educational continuity and online continuing education, integration of EdTech and Moocs, courses and assessments via social media, etc.

Work and public services: the health crisis has also shown the weakness of the administrative systems in place both at the level of the central state and of local governance entities. In the era of containment, the solution for many companies is telework. But what percentage of the staff of a company or organization can keep operations at bay and guarantee productivity? The question becomes even more crucial with public administration, where the procedures faced with the imperative of telework require a fundamental adaptation. We must rethink work (seen as employment) in the new context of governance in the age of technology and social networks. New tools need to be developed, new training implemented, to ensure the viability of work in normal and crisis situations.

Digital: The health crisis has demonstrated in all countries of the continent the importance of digital in public management. Whether it is informing populations, engaging communities or even apps to face the challenges of social distance or for the distribution of masks, we have seen the emergence of multiple beneficial initiatives. The penetration of mobile telephony and the new uses of the Internet in African societies are creating indisputable opportunities. Some questions arise, however, which challenge public authorities: How to popularize the positive potentials of digital uses in the service of the population as a whole? How to protect personal data? How to provide training for users of information technology for development and social protection purposes? How to make these technologies more accessible to the greatest number?

Democracy and governance: The Covid crisis19 has tested the various governments across the continent and has revealed weaknesses from one country to another in the edifice of the institutional models in place. Decision-making processes have changed in places and the state has had to forge rarely used mechanisms to continue to use its public power. The level of receptivity of citizens demonstrates the importance of rethinking or strengthening some of these mechanisms. The post-pandemic situation prompts us to anticipate actions that will enable us to meet the challenges that will make governance more capable of meeting the expectations of the populations. ALG raises various research questions on this point: what new approaches to land use planning? What contributions can technological innovations and new modes of participation make to democracy? How to involve citizens in a crisis situation? What interactions between elected officials and citizens in exceptional circumstances?

Local governance: The health crisis has revealed the gap between African urban centers and rural worlds. While cities are the expression of globalization, they have been the primary recipients of the spread of the virus. However, the villages had to face precariousness with the remoteness of adequate health centers and equipment. Local authorities have played questionable roles from country to country because of their normal skills. Some governments have failed to take advantage of the benefits of proximity mechanisms in pandemic response solutions. Faced with these different experiences, ALG’s research questions are of various orders: how to best distribute competences between the central government and local communities? How to settle the question of social inequalities induced by “territorial inequalities” by considering the capacities of urban communes alongside those of rural ones? What and what role for the diaspora in the decision-making process and the management of local affairs?

Solidarity and sharing of wealth: The Coronavirus by its modes of contamination has erected a de facto equality between rich and poor in Africa. But in reality, situations of state of emergency, curfew or confinement have revealed more poignant realities. From one country to another, the situation of vulnerable people has not failed to challenge observers as well as leaders. The most vulnerable groups: the elderly, street children, widows, workers in the informal economy, have shown why it is necessary to have appropriate public policies. Governments have been able to implement national solidarity decisions to deal with certain situations. However in the medium and long term, the questions that arise relate to the distribution of wealth. How to ensure economic recovery after the pandemic given the situation of disadvantaged groups? What tax justice systems to protect actors in the informal sector and SMEs-SMIs?

Faced with all these questions, ALG experts propose a diagnostic analysis for each country considered and identify areas for priority action. They formulate approach methodologies adapted to each situation studied, and then recommend practical methods for accompanying change, according to Covid-19.

For more information on this work, email us: projet@africalabel.com

Il est de coutume après chaque événement qui entraîne de grands bouleversements, telles que les guerres, les catastrophes naturelles ou de graves crises économiques, que les bases de la société soient revisitées. En Afrique comme ailleurs, se produira la remise en cause de nos échelles de valeurs et d’un certain nombre de fondamentaux : sociaux, culturels, économiques, etc… Par-delà les difficultés liées à la fragilité ou à l’inadéquation des systèmes sanitaires dans certains pays, la crise sanitaire pose le problème plus profond de la société dans laquelle veulent vivre les Africains, à l’étape actuelle de leur développement. C’est un questionnement de l’existant qui interpelle l’avenir, et invite les décideurs et les membres de la société à répondre à des questions importantes. De telles réflexions ont déjà commencé dans certains pays (ceux du Nord notamment) et nous aurions tort de les édulcorer, au moment où dans presque tous les pays africains, on semble « se chercher » dans les processus de ripostes pour, soit ralentir la propagation du Covid-19, soit prendre en charge les personnes qui en sont affectées.

La question a été posée à des experts d’ALG issus de divers domaines de compétences. Une cinquantaine de personnalités chevronnés présents sur le continent ou vivant dans les diasporas nous ont fait part de leurs sentiments et réflexions. Ils sont unanimes à admettre que cette crise sanitaire impose que l’entité étatique soit repensée en Afrique dans des éléments clés des attributs qui le caractérisent : il est question de repenser (de fond en comble) notre société, notre modèle de gouvernance, l’architecture de l’Etat dans son ensemble, les services publics qui seraient les plus adaptés aux défis actuels et les responsabilités qui reviennent aux différents acteurs ainsi que le rôle que le citoyen de demain doit jouer. Il est clair que l’approche que nous proposons doit conduire à des sociétés plus démocratiques adossées à un Etat dont les capacités sur plusieurs plans doivent être renforcées.

Comment repenser l’Afrique et refonder une nouvelle société d’espérance ?

ALG propose de poursuivre et approfondir ces réflexions et les axer sur des aspects clés de la gouvernance qui aideront non seulement à comprendre le phénomène de la pandémie du COVID 19, mais surtout, identifier des pistes pour en endiguer les effets dans un futur proche. Nous avons pour cela identifié sept (7) domaine de la gestion publique par rapports auxquels notre équipe fait une analyse sommaire en dégageant des questions de recherche. Intervenant sur le continent auprès des Etats et avec des partenaires de références qui agissent sur le terrain dans ces domaines, notre démarche constitue une invitation à opérer au plus vite et à l’échelle de chaque pays les études prospectives participatives qui dégageront les voies vers les meilleures décisions stratégiques.

Voici les domaines de nos réflexions préliminaires :

• Le système sanitaire : quel système de santé est adapté pour l’après Covid-19 pour les pays africains ? D’un pays à l’autre on a vu les limites des systèmes de soin. Les observations transversales ont fait constater çà et là : le manque ou l’insuffisance des personnels, la rareté des ressources affectées, le manque de matériel et équipement, le manque ou l’insuffisance des investissements dans la recherche, etc… Les questions de recherches d’ALG concernant le système sanitaire sont : Comment améliorer l’hygiène publique ? Quels équipements pour la santé de la population ? Quelle protection pour le personnel sanitaire du public ?

• L’éducation africaine de demain: la crise sanitaire a également montré les limites des systèmes éducatifs actuels. Face à la pandémie, les gouvernements ont pris la précaution de fermer les écoles. Mais les conséquences à court et moyen termes sont à craindre. Les solutions existent et doivent être pensées de manière à s’intégrer dans les pratiques éducatives actuelles. Il s’agit notamment de la continuité pédagogique et de la formation continue en ligne, l’intégration des EdTech et des Moocs, les cours et évaluations via les médias sociaux, etc…

• Le travail et les services publics: la crise sanitaire a montré aussi la faiblesse des systèmes administratifs en place tant au niveau de l’Etat central que des entités de la gouvernance locale. A l’ère du confinement la solution pour plusieurs entreprises est le télétravail. Mais quel pourcentage du personnel d’une entreprise ou d’une organisation peut maintenir à distance le fonctionnement et garantir la productivité ? La question devient encore plus cruciale avec l’administration publique où les procédures face à l’impératif du télétravail demandent une adaptation de fond. Il faut repenser le travail (vu comme emploi) dans le nouveau contexte de la gouvernance à l’ère des technologies et des réseaux sociaux. De nouveaux outils nécessitent d’être développés, de nouvelles formations implémentées, pour assurer la viabilité du travail dans les situations normales et de crise.

• Le numérique : La crise sanitaire à démontré dans tous les pays du continent l’importance du numérique dans la gestion publique. Qu’il s’agisse de l’information des populations, de l’engagement des communautés ou encore des apps pour faire face aux défis de distance sociale ou pour la distribution des masques, on a vu émerger de multiples initiatives salutaires. La pénétration de la téléphonie mobile et les usages nouveaux de l’Internet dans les sociétés africaines créent des opportunités incontestables. Quelques questions se posent cependant qui interpellent les pouvoirs publics : Comment vulgariser les potentialités positives des usages numériques au service de la population dans son ensemble ? Comment protéger les données personnelles ? Comment assurer la formation des usagers des technologies de l’information pour les usages de développement et de protection sociale ? Comment rendre ces technologies plus accessibles au plus grand nombre ?

• Démocratie et gouvernance : La crise du Covid19 a éprouvé à travers le continent les différents gouvernements et laissé apparaître d’un pays à l’autre des faiblesses dans l’édifice des modèles institutionnels en place. Les processus décisionnels ont changé par endroit et l’Etat a dû se forger des mécanismes rarement usités pour continuer à user de sa puissance publique. Le niveau de réceptivité des citoyens démontre l’importance de repenser ou renforcer certains de ces mécanismes. L’après pandémie nous incite à anticiper des actions qui vont permettre de relever les défis qui rendront la gouvernance plus à même de répondre aux attentes des populations. ALG soulève sur ce point des questions de recherches variées : quelles nouvelles approches d’aménagement du territoire ? Quels apports les innovations technologiques et les nouveaux modes de participation peuvent-ils faire à la démocratie ? Comment mettre à contribution les citoyens en situation de crise ? Quelles interactions entre élus et citoyens dans les circonstances exceptionnelles ?

• Gouvernance locale : La crise sanitaire a révélé le fossé qui existe entre les centres urbains africains et les mondes ruraux. Alors que les villes sont les cadres d’expression de la mondialisation, elles ont par ce biais été les premiers réceptacles de la propagation du virus. Cependant les villages ont dû faire face à la précarité avec l’éloignement des centres et équipements de santé adéquats. Les autorités locales ont joué d’un pays à l’autre des rôles discutables en raison des compétences qui sont les leur en situation normale. Certains gouvernements n’ont pas su tirer profit des avantages des mécanismes de proximité dans les solutions de riposte à la pandémie. Face à ces différentes expériences, les questions de recherches d’ALG sont de divers ordres : comment répartir pour le mieux les compétences entre le gouvernement central et les collectivités locales ? Comment régler la question des inégalités sociales induites par les « inégalités territoriales » en considérant les capacités des communes urbaines à côté de celles rurales ? Quelle et quel rôle pour la diaspora dans le processus décisionnel et la gestion des affaires locales ?
• Solidarités et partage des richesses : Le Coronavirus par ses modes de contamination a érigé une égalité de fait entre riches et pauvres en Afrique. Mais en réalité, les situations d’état d’urgence, de couvre-feu ou de confinement ont fait apparaître des réalités plus poignantes. D’un pays à l’autre, la situation des personnes vulnérables n’a pas manqué interpeller les observateurs tout comme les dirigeants. Les groupes les plus vulnérables : les personnes âgées, les enfants de la rue, les veuves, les agents de l’économie informelle, ont montré en quoi il est nécessaire d’avoir des politiques publiques adaptées. Des gouvernements ont pu mettre en place des décisions de solidarité nationale pour juguler certaines situations. Cependant à moyen et long terme, les questions qui se posent se rapportent à la répartition des richesses. Comment assurer la relance économique après la pandémie eu égard à la situation des groupes défavorisés ? Quels dispositifs de justice fiscale pour protéger les acteurs du secteur informel et les PME-PMI ?

Face à toutes ces questions, les experts d’ALG proposent pour chaque pays considéré une analyse diagnostique et dégagent des pistes d’actions prioritaires. Ils formulent des approchent méthodologies adaptées à chaque situation étudiée pour ensuite préconiser des modalités pratiques pour l’accompagnement du changement, de l’après Covid-19.

Pour plus d’information sur ce travail, écrire à : projet@africalabel.com

Lorsque dans un pays l’on décide de combattre la corruption, le problème essentiel à résoudre est de déterminer les mesures les plus adéquates susceptibles de produire des résultats au regard de l’ampleur du phénomène. Il existe plusieurs types de mesures qui peuvent être prises pour combattre la corruption. Elles sont le fait soit de l’Etat au niveau élevé, soit d’une agence gouvernementale ou soit d’une structure administrative. Ces mesures ne sont pas statiques. Tout en s’adaptant à la situation présente, elles doivent tendre à anticiper l’avenir tout en se conformant aux exigences de leur mise en œuvre effective.

ALG accompagne les pouvoirs publics africains dans l’élaboration et la mise en oeuvre d’initiatives de lutte contre la corruption. Nous avons déjà déployé ce type d’intervention dans trois pays, en apportant notre expertise tant dans la préparation des dispositifs normatifs de la lutte anti-corruption que dans la conduite d’études qui ont permis à l’Etat de combattre efficacement le phénomène.

Nous proposons dans cet article quelques mesures sur la prévention et la lutte contre la corruption. Elles font parties des outils et méthodes que ALG en appui aux institutions publiques engagées dans le combat contre le phénomène.

1. Formulation d’un code de conduite

Le code de conduite pour les agents publics a plusieurs buts:

C’est une déclaration qui détermine le climat d’éthique qu’on veut instaurer au sein de l’administration considérée.  Le code fixe les standards de conduite éthique qu’on attend des agents publics. Il informe le public sur quelles attitude et conduite espérer des agents. Bien conçu, le code de conduite est le point de départ d’une stratégie de prévention de la corruption. Bien entendu, une entreprise privée toute comme une ONG peut également mettre en place un code de conduite pour prévenir des pratiques de corruption en son sein.

Les Nations Unies recommandent des éléments d’un code d’éthique ou de conduite pour les agents publics:

• Reconnaître que la position d’agent public est celle de confiance, les obligeant à travailler dans l’intérêt général.
• S’engager à travailler dans l’intégrité, la loyauté, l’impartialité…
• Ne pas accepter ou demander une promesse ou un cadeau, dans l’accomplissement de leurs fonction; etc…

2. Mise en place d’une unité d’audit interne

L’objectif est d’initier un mécanisme d’analyse de risques. L’administration peut décider de mettre en place un mécanisme de contrôle interne. L’unité d’audit est un outil de management. Elle supervise à la fois la structure et les tâches exécutées en fonction des règles établies. L’unité d’audit veille à prévenir la corruption dans l’exercice des fonctions. L’idée est d’assurer une certaine permanence dans le contrôle. Dans le cadre des entreprises publiques ou privées, l’audit interne est un mécanisme assez efficace qui permet d’atteindre des résultats tout en limitant des actes de nature corruptive.

3. Des mesures spécifiques de lutte anti-corruption

Ces mesures spécifiques doivent faire partie d’une stratégie globale de lutte contre la corruption. Elles concernent directement l’administration ou l’entité concernée de manière à assurer la gestion transparente des activités et du fonctionnement. En voici quelques unes :

• La sélection stricte du personnel.
• La sensibilisation régulière des agents assignés à des positions corruptibles.
• Les rotations du staff et des employés…
• La séparation des fonctions pour éviter des concentrations de pouvoirs entre les mains d’une seule personne.
• Standardisation des procédures de tâches récurrentes.
• Vérification interne et externe des chèques et facturations.
• Application du principe des « quatre yeux » sur les contacts avec l’extérieur dans la formation des équipes.

4. Quelques mesures de prévention

En matière de corruption qu’en d’autres matières, prévenir vaut mieux que guérir. Les mesures de prévention de la corruption sont variées mais elles se relient entre elles. Je vous propose quelques mesures de prévention qui ont été développées pour les Etats de l’Union Européenne. Quatre axes de mesures à considérer…

Promotion de l’intégrité et de la coopération

L’objectif est de promouvoir l’intégrité et la coopération contre la corruption dans toute la société. Les outils sont : sensibilisation, éducation, informations, enquêtes, publications sur la corruption. On peut ajouter l’appui aux médias et au journalisme d’investigation, appui à la société civile, coopération entre public/privé, collaboration entre les institutions de la justice criminelle, plans anti-corruption, …Etc.

Les groupes cibles sont variés : la société civile en général et les médias, Institutions de l’éducation, monde des affaires, acteurs et partis politiques, parlement, institutions gouvernementales, collectivités locales, administration publique, pouvoir judiciaire.

Transparence et imputabilité

Objectif: renforcer la transparence et l’imputabilité entre l’administration publique, le monde des affaires et les organisations de la société civile qui peuvent être vulnérables à la corruption. Les outils sont variés: renforcement de la bonne gouvernance au sein de l’administration, application de code de conduite.

Pour promouvoir la transparence et l’imputabilité, il y a plusieurs démarches et des initiatives à prendre. Elles demandent une certaine volonté politique, l’indépendance des institutions et leur bonne séparation. Parmi ces mesures :

• Réglementation du financement des partis politiques.
• Implication de la société civile dans les prises de décision
• Accès à l’information.
• Règles sur les approvisionnements publics
• Règles sur les conflits d’intérêt
• Base de données des contrats publics…
• Réduction des risques et des opportunités

Objectif: réduire les risques et les opportunités de corruption… Les outils utilisés sont: analyse de risques, mécanismes anti-fraudes, listes noires, journalisme d’investigation. La cible : tous les secteurs de la société vulnérables à la corruption.

Le contrôle

Objectif: vérifier le respect des règles et procédures dans les secteurs vulnérables. Outils: audit systématique, vérification des conflits d’intérêt… Cibles: Institutions et individus vulnérables à la corruption.

Conclusion

Ces différentes approches et techniques de prévention et de lutte contre la corruption doivent faire l’objet d’un plan bien réfléchi et mis en œuvre dans la structure ou l’administration considérée. Les résultats doivent être suivis et les actions modulées de manière à les adapter aux nouveaux besoins susceptibles d’émerger.

Dany K. Ayida (Expert ALG en gouvernance et lutte anti-corruption)

Beaucoup de pays en Afrique ont entrepris ces dernières années des réformes importantes de l’Administration publique. La plupart des innovations entreprises avec des fortunes diverses se rapportent à des mécanismes pour assurer plus d’efficacité et optimiser les résultats. Une tendance remarquée dans plusieurs pays se rapporte à et l’évolution vers la décentralisation, une approche qui exige un renforcement des capacités au niveau des agents et l’adoption d’incitations appropriées ainsi que des règles souples dans la gestion des agents de l’Etat. Seuls quelques pays en Afrique centrale et Afrique de l’ouest se sont affronté à la question difficultueuse de la rémunération dans la fonction publique.

Les bras cassés de la Fonction publique

La fonction publique dans de nombreux pays est caractérisée par un personnel démotivé, mal formé, cumulant les emplois pour pallier la faiblesse des salaires et concentré dans les grands centres urbains. Et pourtant des réformes entreprises au début des années 2000 visaient à assurer la performance, la souplesse, une planification
tournée vers l’avenir et le renforcement des capacités des fonctionnaires. Peu d’Etat ont fait le bilan de ces réformes, car l’entreprise non seulement est coûteuse (…) mais les mécanismes en place pour assurer la prospective dans la gestion publique ne sont pas souvent bien coordonnées.

L’un des facteurs de démotivation et d’inefficacité dans la fonction publique est celui du système de rémunération. On a remarqué qu’en dépit du coût de la masse salariale, les salaires ne sont pas assez incitatifs pour retenir la main d’œuvre qualifiée. Ceci est valable dans  plusieurs pays dont ALG a assuré la comparaison des grilles salariaux. Il eût cependant été bon, pour connaître la situation exacte de la rémunération des fonctionnaires dans un pays donné, d’examiner le système complexe des avantages non salariaux ( ce qu’on nomme indemnités) qui dans certains cas, permettent d’augmenter le salaire de base de façon très sensible, en partie sur une base discrétionnaire. La conséquence c’est que ce système crée des écarts injustifiés dans les salaires des agents de l’Etat. La raison en est que les indemnités sont plus susceptibles d’être octroyées de façon non transparente. Son opacité empêche d’en faire le bilan et de proposer la saco-sainte rationalisation qui a été préconisée dans plusieurs études sur les réformes de la fonction publique.

L’approche ALG des systèmes de rémunération dans le public

ALG a conseillé quelques ministères,notamment en Afrique de l’ouest, pour juguler efficacement la question de la paie et adopter des outils appropriés pour sa gestion, en adéquation avec les objectifs fixés à la fonction publique dans les Etats en pleine modernisation. Il s’agit d’un ambition processus qui doit s’étaler sur plusieurs années et impliquer diverses agences de l’Etat, pour éviter de subir des innovations dans le système salarial, par marche forcée parce que rendues possibles par les revendications des travailleurs (les grèves dans la fonction publique son légion dans presque tous les pays). Les risques sont nombreux:

• aggraver les dysfonctionnements du système en raison de la prolifération des avantages et des indemnités en dehors de la structure salariale normale;
• aggraver l’opacité de la structure de rémunération et la rendre informelle ;
• encourager l’effet boule de neige, étant donné que d’autres groupes d’agents publics sont tentés de recourir aux mêmes tactiques coercitives pour bénéficier eux aussi de ces avantages.

Au-dela des réformes, piloter le changement

L’approche ALG pour la maîtrise du système de rémunération dans la fonction publique est axée sur un processus de management des ressources humaines par l’adoption de mécanismes et de technologies qui en assure le palmarès à moyen terme. Notre stratégie a été développée et affinée au fil des années pour s’imposer comme celle qui assure une efficacité optimale.

Nous avons baptisé l’approche “Maison Fonction Publique”. Lorsque nous sommes appelés à l’implémenter dans un pays, nos experts conduise douze (12) semaines d’évaluation et d’analyse du système de rémunération des agents de l’Etat, comprenant une phase de découverte, le tout aboutissant à un plan d’action pour la réforme du système de rémunération.

Identifier les disparités dans le système de rémunération et les solutions appropriées fournira au Ministère de la Fonction publique la bonne information pour entreprendre les changements nécessaires, dans la bonne intelligence des capacités et des orientations stratégiques de l’Etat. La démarche commence par l’étape initiale et se termine par la feuille de route de l’état futur. Nous reconnaissons l’importance de l’état des lieux du système de rémunération dans le processus d’évaluation pour s’assurer que les résultats attendus sont atteints.

Deux pays nous ont déjà confié des études sur leur système de rémunération et les résultats ont été impressionnants!

L’approche ALG pour réaliser l’étude sur le système de rémunération distingue une phase diagnostique à résultats rapides. Ce diagnostic évalue la situation des rémunérations des agents publics en rapport avec ce que nous considérons être des bonnes pratique en la matière. L’approche est modulaire et offre un cadre facilement gérable de transformation des ressources humaines ou des résultats adaptés aux besoins préalablement identifiés.

Notre approche permettra d’accomplir ce qui suit:

• Déterminer la mission et les objectifs de la gestion du capital humain (GCH) dans le contexte global de la mission de l’Etat, les fonctions RH, les flux d’information des activités et des rôles et responsabilités du personnel de l’Etat.
• Construire un consensus autour de ‘’l’état actuel”, les objectifs de ‘’l’état futur’’, et les meilleures pratiques (fonctionnelles) qui ont été déployés dans les secteurs non publics en matière de rémunération.
• Élaborer le cadre stratégique de réformes salariales.
• Identifier comment la technologie peut être utilisée pour permettre de meilleures pratiques de rémunération.
• Déterminer les conditions de l’externalisation des analyses et formuler des recommandations.
• Identifier les processus de réorganisation d’options techniques pour les processus RH internes aux différents ministères et aux collectivités locales.
• Construire l’approche de gestion du changement et la stratégie de planification de la gestion de la masse salariale.

Many countries in Africa have undertaken major reforms of public administration in recent years. Most of the innovations undertaken with varying success relate to mechanisms to ensure greater efficiency and optimize results. A trend noted in several countries relates to the evolution towards decentralization, an approach that requires capacity building at the level of agents and the adoption of appropriate incentives as well as flexible rules in the management of state agents. Only a few countries in Central and West Africa have faced the difficult issue of remuneration in the civil service.

The incompetent arms of the civil service

The civil service in many countries is characterized by demotivated, poorly trained staff, holding down multiple jobs to compensate for low salaries and concentrated in large urban centers. And yet reforms undertaken in the early 2000s aimed to ensure performance, flexibility, forward-looking planning and capacity building of civil servants. Few States have taken stock of these reforms, because the undertaking is not only costly (…) but the mechanisms in place to ensure foresight in public management are often not well coordinated.

One of the factors of demotivation and inefficiency in the civil service is that of the remuneration system. It has been noted that despite the cost of the wage bill, salaries are not sufficiently incentivizing to retain qualified labor. This is true in several countries whose salary scales ALG has ensured the comparison. However, it would have been good, in order to know the exact situation of civil servant remuneration in a given country, to examine the complex system of non-salary benefits (what we call allowances) which in certain cases, allow the basic salary to be increased very significantly, partly on a discretionary basis. The consequence is that this system creates unjustified gaps in the salaries of civil servants. The reason is that allowances are more likely to be granted in a non-transparent manner. Its opacity prevents us from taking stock of them and proposing the sacrosanct rationalization that has been recommended in several studies on civil service reforms.

The ALG approach to remuneration systems in the public sector

ALG has advised several ministries, particularly in West Africa, to effectively curb the issue of pay and adopt appropriate tools for its management, in line with the objectives set for the civil service in states undergoing full modernization. This is an ambitious process that must be spread over several years and involve various state agencies, to avoid undergoing innovations in the salary system, by forced march because made possible by workers’ demands (strikes in the civil service are legion in almost all countries). The risks are numerous:

worsening the dysfunctions of the system due to the proliferation of benefits and allowances outside the normal salary structure;
increase the opacity of the remuneration structure and make it informal;
encourage the snowball effect, since other groups of public employees are tempted to use the same coercive tactics to also benefit from these advantages.

Beyond reforms, drive change

The ALG approach to controlling the remuneration system in the civil service is based on a human resources management process through the adoption of mechanisms and technologies that ensure its medium-term track record. Our strategy has been developed and refined over the years to establish itself as the one that ensures optimal efficiency.

We have named the “Maison Fonction Publique” approach. When we are called upon to implement it in a country, our experts conduct twelve (12) weeks of assessment and analysis of the remuneration system of civil servants, including a discovery phase, all leading to an action plan for the reform of the remuneration system.

Identifying disparities in the remuneration system and appropriate solutions will provide the Ministry of Public Service with the right information to undertake the necessary changes, in good understanding of the capacities and strategic orientations of the State. The approach begins with the initial stage and ends with the roadmap for the future state. We recognize the importance of the inventory of the remuneration system in the evaluation process to ensure that the expected results are achieved.

Two countries have already entrusted us with studies on their remuneration system and the results have been impressive!

The ALG approach

Carrying out the study on the remuneration system distinguishes a rapid results diagnostic phase. This diagnostic assesses the situation of public sector remuneration in relation to what we consider to be good practices in this area. The approach is modular and offers an easily manageable framework for transforming human resources or results adapted to previously identified needs.

Our approach will accomplish the following:

• Determine the mission and objectives of human capital management (HCM) in the overall context of the State’s mission, HR functions, information flows of activities and roles and responsibilities of State personnel.
• Build consensus around the ‘current state’, ‘future state’ objectives, and best (functional) practices that have been deployed in non-public sectors in terms of compensation.
• Develop the strategic framework for salary reforms.
  Identify how technology can be used to enable better compensation practices.
• Determine the conditions for outsourcing analyses and formulate recommendations.
• Identify the processes for reorganizing technical options for internal HR processes in the various ministries and local authorities.
• Build the change management approach and the planning strategy for payroll management.