Over the past two decades, Russia’s efforts to regain its Soviet-era influence in Africa have achieved little success because “times have changed significantly, for example, a new economic and political environment, new emerging challenges, new competitive conditions and new bases for cooperation,” according to Nataliya Zaiser, a Public Policy Advisor at Squire Patton Boggs Moscow office covering Russia, the Eurasian Union and Africa, and also the Chair (Head) of the Africa Business Initiative.
Since March 2016, Zaiser has been the Chair (Head) of Africa Business Initiative (ABI), created with the support of Russian businesses as a platform for the humanitarian, economic and legal expertise, aimed at strengthening relations between Russia and Africa. The main goal of this organization – to unite the efforts in promoting and supporting the interests of Russian businesses within the framework of broader international cooperation on the territory of the African continent.
In this exclusive interview, Nataliya Zaiser explains some of the aspects of the current Russia-African relations, problems and challenges, and its future perspectives.
As one of the participants at the St. Petersburg International Economic Forum (SPIEF) held from June 16 to 18, what were some of the significant questions raised during the Roundtable discussions on Russia and Africa?
The round table was very interesting. Both sides (Russian and African) demonstrated a strong desire for cooperation. We talked about some specifics: about the main economic sectors that various African countries are interested in most; about business diversification away from a focus on mining and oil and gas towards infrastructure projects, telecommunications and biotechnologies.
We spoke on the need to encourage the participation of small and medium size businesses in Africa; on bilateral cooperation; on the importance of the legal aspects of all these and on improving the system of legal regulation of projects, from customs and tax matters to the export licenses. The panelists also touched on enhancing cooperation with Africa in the global fight against drugs and epidemiological diseases, and combating terrorism. We listened to the companies that are active and successful on the continent; they shared some of their experiences, particularly good practice in building business relationships.
Why Russia’s efforts to regain its economic influence have achieved little success, why soft power is softer than Soviet days?
We should not say whether the power is “softer” or “harder” than in the days of the Soviet Union. It’s just different. Times have changed significantly. New economic and political environment, new challenges, new competitive conditions, new bases for cooperation. People are different, minds are different, technologies are different. In all that, we have to find absolutely different approaches and strategies to building business relationships. What remains the same is a will, a very loyal mutual attitude between Russia and African countries and strong desire to push forward these mutual efforts.
In your expert view, looking at Russia’s economic power, its global status and as a staunch member of BRICS bloc, how would you assess its current investment and business engagement with Africa?
Many organizations are trying to solve local problems and find ways for business cooperation with the African continent. The issue of investment looms, perhaps, particularly large. I think that in cooperating with African states, organizations can be guided by an approach of shared responsibility, including the financial aspects. Russia is clearly showing that open partnership with and support of Africa remains a priority. In the current conditions, it will seek ways of co-financing, co-investment and co-partnership. There may also be opportunities too for international partnerships, whether BRICS or any other groupings, formal or otherwise, on African projects.
Some policy experts have attributed Russia’s economic policy setbacks to the lack of a system of projects and business financing. For instance, China has set up China Africa Development Fund as one major source of support and implementing its projects in Africa. What are your views about this?
Russia has developed a number of business councils for cooperation both with individual African countries as well as with its own regions and neighbours. For Africa in particular, the Africa Business Initiative (ABI) offers the chance of a consolidated approach, and an independent organization that can work with the business community in Russia and at the same time combine the interests of the diplomatic community, the state, academic views and so forth.
At this stage when Russia is feverishly struggling to raise its economic profile through dialogues and consultations at the state level, do you suggest that Russia’s financial institutions, especially the banks, get involved in financing corporate projects on the continent?
Investors and lenders today understand the potential benefits of investing in emerging markets like African countries. They also understand the critical importance of addressing the political and economic risks that may accompany an investment in such markets. This is the work, which needs to be carried out. MIGA (Multilateral Investment Guarantee Agency) is one of the biggest international organizations, for example, that helps investors and lenders to deal with such risks by insuring eligible projects against losses.
In Russia, there is EXIAR (The Russian Agency for Export Credit and Investment Insurance) which was established in late 2011 as Russia’s first ever export credit agency. I am sure it has big potential and expect that they will look closely at African projects to support Russian business and guarantee the insurance and safety of their investments. In any case, for a start, it is important that Russia becomes a member or starts cooperation with key major African organizations, such as the African Development Bank, the African Union, the NEPAD, etc. That will significantly extend the boundaries for Russian-African business opportunities.
We have been talking about economic diplomacy between Russia and Africa. And it’s also important to look at the relations as a two-way road. Could you please explain the possible reasons why Africa business is extremely low or completely absent, compared to Asian countries, in the Russian Federation?
This is a good question that I want to address to you as the representative of the African diaspora (smiles). Of course, this is a bilateral cooperation. Russia is open. Africa has much to offer Russia, which is a large country and has excellent prospects in the regions, many of which are developing very rapidly and are ready to accept new partnerships, and discuss forms of cooperation. Moreover, Russian regions are facing similar problems with several African countries: the development of the agricultural sector, technological investment and progress which will support a rise in the standard of living of the population. There is a good case for creating a specific program (a roadmap if you will) for cooperation between African countries and the Russian regions.
As an expert with the reputable U.S. law firm, what would you say about the prospects of Eurasian Economic Community (Russia, Belarus, Kazakhstan, Armenia and Kyrgyzstan). Explain further what African countries can make out of this economic bloc.
There’s often a compelling case for neighbouring countries to get together and engage in some kind of union because it can facilitate and stimulate trade relations, reducing barriers without overloading them with tax and customs issues, bureaucratic procedures and other things that may mitigate mutual economic progress. I am sure Africa will take an active part in working with the Eurasian Union as with other international or supra-national organizations and alliances because this kind of cooperation opens the gates to wider initiatives.
Of course, as a global firm our trade practice in particular is a leading advisor on international economic and commercial initiatives – the Transatlantic Trade and Investment Partnership and Trans-Pacific Partnership are two obvious ones that spring to mind. Squire Patton Boggs works globally, with a powerful geographic reach of 46 offices in 21 countries. We advise clients on a wide range of legal and public policy matters.
As for Africa, by the way, we have a dedicated Africa Practice inside the firm which involves numerous specialist teams and industry groups and individual lawyers and public policy advisors who actively work with clients across the continent. With an understanding of key legal, economic and political issues that surround doing business in Africa we have established ourselves as a premier firm for Africa-based transactions offering in-depth market knowledge, extensive experience and unique transactional and public policy combination that helps companies to achieve their African business strategies.
Finally, tell us more about the newly created Africa Business Initiative (ABI), why it has become necessary at this time, its primary roles or tasks and its overall future plans?
The Africa Business Initiative (ABI) was launched and initiated primarily by businesses in Russia. The concept behind this is to develop a focal point for the promotion of business interests which would consolidate the efforts of existing structures: the diplomats, scientists, academics, consultants and so on. The key participation of Russia’s Institute for African Studies, as a serious platform for research, analysis and database, means that we can add significant insight to the actual experience of corporations that are successfully working on the ground.
The main goal is to create a pool of economic expertise aimed at revitalizing the “chemistry” in African-Russian business relationships. It has been widely acknowledged many times that Africa is on the path towards economic prosperity. The economies of many African states are becoming more balanced and there have been a lot of institutional transformations. We need to fundamentally accelerate the approach, backed by a program of long-term trade, geo-economic relations and strategy that would keep pace with the ambitions of individual states. What African continent needs now is the broad development of infrastructure, agriculture, consumer goods, health care and information technology.
The Africa Business Initiative (ABI) can help outline an approach for Russian companies to come to the African market as a whole, as reliable business partners. Through this framework, it will be able to consolidate the interests of companies in different sectors; to address and promote the development of a common position on a whole range of issues; to establish joint strategic initiatives and to expand its presence in the investment field. The task is not to duplicate or simulate the activity of state bodies.
The participation of and partnership with the Institute for African Studies is very important. Historically, the Institute has been and remains the alma mater for many Africans. It has the most powerful research base in Russia, a deep knowledge about developments on the continent. Education and increasing awareness among Russian businesses is key. To understand the features of successful business in Africa, people should be well-versed in the social and political organization of all African countries, especially in their internal relationships, geographical peculiarities, and culture, in legislation, public administration, and so on.
The role of the Institute, as a partner to Africa Business Initiative (ABI), is to provide maximum assistance. Good knowledge of the legal field, regulation, competent interaction with decision-makers and government structures of African states – all these constitute the key to a mutually beneficial and balanced cooperation. The international experience and global presence of the Squire Patton Boggs, which is also one of the members of the Africa Business Initiative (ABI), allows us to assist businesses in the broader international cooperation, involving foreign colleagues and contacts that are interested in doing business in Africa.
The children’s Continent: Keeping up with Africa’s growth
The world’s population is growing, but it is in Africa where this challenge is particularly acute. We know Africa as the place where human life began – a place with an ancient and noble history, but today it is also a place that is becoming home to more children than any other place on earth. Already, 77% of population is below age of 35.
For many decades the enormous populations of South America, Europe and Asia have grown quickly, but today they have slowed, and the majority of their populations are adults. In India the average age is 29, in China it is even older, at 37. But in Africa, the average age is 19 years old and rapidly getting younger. The continent is growing so quickly that by halfway through this century, it will be home to one billion children. By 2050, two in every five children in the world will be born here.
This is going to present a unique challenge. Graça Machel has warned: “Even though our youth have the potential to transform Africa, if neglected, they could exacerbate poverty and inequality while threatening peace, security and prosperity”. Therefore, we must be proactive in ensuring we meet the needs of this burgeoning population.
But this flourishing of exciting new generations presents acute challenges. Evolving in tandem with this exponential population growth is a rate of urbanisation in Sub-Saharan Africa that is unmatched in the rest of the world.
Africa’s urban population is expected to nearly triple by 2050, to 1.34 billion. Coupled with a high rate of urban primacy in African countries (whereby one city is multiple times bigger than the next nearest) and the high number of mega cities, enormous stress is going to be placed on the physical, political, economic and societal infrastructure in these places.
Young people across the continent are increasingly migrating towards the modern technology, connectivity, and entrepreneurial opportunity of city life. Poverty, lack of resources and financial independence are simultaneously pushing them away from their rural lives.
Urbanisation is being driven by rural-urban migration, but city planners and management are not always prepared. Growth rates are unplanned, unregulated and beyond their ability to control. The problems manifest quickly from this point. High levels of unemployment lead to high levels of informal employment, which in turn is improperly taxed, denying vital financial capital to the state. Physical infrastructure is unable to keep pace, leading to overcrowding and informal accommodation. Waste management is unable to keep up, bringing its own environmental dangers.
SDG 11 has the stated goal of making cities and human settlements inclusive, safe, resilient and sustainable. While progress has undoubtedly been made on this, there is a great need to act fast to guarantee the last part of this goal: sustainability. The environmental impact at local, national and international scale is at high risk, with rapidly-growing urban populations demanding instant solutions. We have seen innovative ideas spring from the continent already, such as Diamniadio in Senegal, Tatu City in Kenya, or Vision City in Rwanda – but more is needed.
It would be possible to talk at great length on the issues, and how one enables the next, creating a vortex of seemingly never-ending challenges. But we should view these challenges with resolve and see the opportunities that lie ahead.
Yes, Africa is facing some of the toughest challenges in the world right now. But it is also in Africa that we are seeing some of the most innovative, forward thinking ideas when it comes to tackling the issues.
It is in Africa where we can see the beginnings of the development of truly smart cities, with smarter infrastructure. The Fourth Industrial Revolution has given us unparalleled access to data analytics, providing us with real time solutions to real world problems, based on empirical data. We need to ensure we are making the most of this, driving smarter decision making.
The Islamic Development Bank (IsDB) believes that science, technology and innovation have been solving global challenges on how we build and maintain our cities since the very beginning of civilisation. Investing in science, technology and innovation is a key driver for growing urban populations creating sustainable cities and communities, thereby achieving SDG 11.
Cities occupy just 3% of the Earth’s land, but account for 60-80% of energy consumption and 75% of carbon emissions. Affordable housing, safe & sustainable transport, mass migration, climate change and pollution affect us all, but those in the developing world experience these issues much more keenly due to weaker infrastructure.
IsDB has actively launched a science, technology and innovation fund to accelerate progress in cities worldwide. Transform is a $500 million fund for innovation and technology that provides seed money for start-ups and SMEs to facilitate economic and social progress in their respective cities and communities.
We will continue to drive our new development model that maximises our operating assets of $16 billion and subscribed capital of $70 billion to continue providing solutions to international infrastructure challenges.
financing investment Africa children population
The financing gap between what is required to achieve the SDGs versus the current level of investment
The challenges ahead of us require diverse, innovative solutions for the new generations in Africa. Already we can see young entrepreneurs taking the lead in their countries, but we need to be there to support them: helping develop human capital, nurturing the growth of science, technology and innovation in the journey towards the achievement of SDG 11.
Our energy must be focused – the size of the challenge offers little room for error – but we can look forwards with optimism that the solutions to the problems are taking root. We need to nurture and encourage them to flourish.
Non-Economic Drivers of China’s Peacekeeping Operations in Africa
Authors: Israel Nyaburi Nyadera and Farida Lukoko Ibrahim*
Research on China-Africa relations has often been dominated by the economic component, as well as debates over whether China’s involvement in the continent will have a negative or positive impact. Some scholars have questioned Beijing’s reluctance to attach good governance practices to its financial assistance. On the other hand, some look at China’s approach as a unique opportunity for countries in Africa, previously isolated by traditional western donors due to the lack of political reforms, to access funding. However, the fascination with the nature and approach of economic relations between China and Africa has meant little attention has been given to non-economic aspects of these engagements. More specifically is that economic explanations are often made to justify China’s non-economic activities. China Peacekeeping in Africa is one of the areas that remains shrouded by economic explanations. Yet, the motivation by Beijing to commit troops and resources towards peacekeeping in Africa has significant importance beyond the economic aspects. Indeed, several studies have highlighted the economic benefits for countries committing soldiers to UN peacekeeping missions. However, the benefits of China’s involvement transcend the potential revenues gained from troop deployment. This article adopts the rational choice theory to argue that policymakers in Beijing are able to derive several benefits beyond the economic aspects of the peacekeeping operations in Africa. Some of these factors as key drivers of China’s peacekeeping in Africa are also identified.
The rise of China as a global economic power has left several scholars debating whether or not the anticipated rise will be peaceful. Some have used the analogy of the ‘Thucydides trap’ to opine that the rise of China has increased the chances of war between Beijing and Washington. Therefore the peacekeeping operations are meant to project what president Xi has described as China’s “peaceful development” approach. It also enhances China’s efforts not only to appear to be a responsible great power but also increase its involvement in global governance issues as it collaborates with other international actors, for example providing training to troops in Mali in collaboration with the EU.
Supplement Economic Drivers
While China has become a significant source of foreign capital in Africa over the last three decades, its impact is often exaggerated. The continent is still the lowest recipient of outward Chinese capital and foreign direct investment (FDI) (approximately 4 per cent). Similarly, China’s ODA to the continent and globally is still lower than other developed and emerging countries. This, combined with concerns over trade imbalance and unfavourable economic deals, provides another path through which China can increase its attractiveness to the continent.
Nature of Conflict in Africa
Often overlooked, the nature of conflict in Africa is somewhat unique compared to others in the Middle East and Latin America, first and foremost because peacekeepers can easily be deployed. The narrative that China has deployed 80 per cent of its troops in the continent should be accompanied by information that nearly 85 per cent of peacekeeping missions by the UN are in Africa. Yet, according to the International Crisis Group, only three out of the ten crises in 2018 are in Africa. The others include Yemen, Afghanistan, Ukraine, Israel and Arab Countries, Syria, Venezuela, US-China and US-North Korea, as well as the Iranian issue more recently, Hong Kong, Bolivia, Iraq, Lebanon, the Mexico drug war and others. The mentioned conflicts have claimed more lives and caused more devastating socio-economic and humanitarian crises than the conflicts in Africa. Yet, the nature of these conflicts makes it impossible to deploy peacekeepers. Therefore, some African countries provide an avenue for states interested in peacekeeping to deploy their troops.
Conflicts as an Obstacle to Development in the Region
The commitment by Beijing, through its investments, especially on infrastructure in Africa, is an essential step in promoting development. However, conflicts are a serious threat to achieving this goal, and it would be prudent for China to try to address some of these challenges. This explains the broad approach of deploying peacekeepers as well as training African troops to cover regions such as Mali where China has little interest. Besides, security is an important issue for African countries and a significant sphere of influence for the US and European countries. China needs to be involved in security issues to increase its relevance in the region.
Taiwan has made significant efforts to try and gain recognition as an independent state for years. China, on the other hand, is keen on maintaining the status quo. This question remains at the heart of Beijing and Taipei’s foreign policy, and more often than not, African countries have been involved. For example, when Albania introduced Resolution 2758 to the UN General Assembly for voting to determine the de facto representative of China to the organisation in October 1971, the resolution passed with 75 votes in favour of China (More than 20 from Africa) and 35 against the government in Beijing becoming the sole representative of the country. With a two-thirds majority needed to pass the resolution, over 20 votes out of the 75 that passed were indeed quite significant. Secondly, despite China employing its economic and political muscle to isolate Taiwan’s diplomatic efforts, four African countries have recognised it. Therefore, China’s involvement in peacekeeping is strategic in gaining strong relations with the new governments to isolate Taiwan further.
The Chinese population is becoming increasingly optimistic that their country is becoming more and more relevant on the international stage. Not only are they supportive of Beijing’s financial support to developing countries, but military activities beyond Southeast Asia is also further proof of China’s growing influence on its domestic constituency. Equally important, Chinese troops are benefiting from real combat experience in these operations.
This study concludes that Beijing seeks to maximise the effects of its peacekeeping missions by rationally choosing to deploy its troops in Africa. These efforts have enabled China to supplement the gaps in its economic engagements with the continent, all while improving its international image while strengthening domestic support to the regime.
*Farida Lukoko Ibrahim, Graduate School, Anhui University, China
From our partner RIAC
Nhaka Foundation: Transforming Education and Improving Basic Health Care in Zimbabwe
In this interview, Patrick Makokoro, the Founder and Chief Executive Officer of Nhaka Foundation, discusses the organisation’s efforts at supporting education and health care in rural regions in Zimbabwe, a landlocked country located in southern Africa. According official information, Zimbabwe’s total population stands at 12.97 million. Due to large investments in education since independence, Zimbabwe has the highest adult literacy rate, in 2013 was 90.70%, in Africa, but much still remains to be done in the sector.
Makokoro founded the Nhaka Foundation in 2008 as a charitable organisation that provides education, health care and counseling, and other essential services to orphaned and vulnerable children throughout Zimbabwe. In 2012, he founded the Zimbabwe Network of Early Childhood Development Actors (ZINECDA). In addition, Makokoro is a Founding member of the African Early Childhood Network headquartered in Nairobi, Kenya, which works to champion the development needs of young children in Africa.
As Patrick Makokoro discussed at length with Kester Kenn Klomegah in Harare, Nhaka Foundation plans to consolidate its relationship with the Ministry of Primary and Secondary Education and other Government departments at the local level and leading civic society organisations working in Education and Primary Health Care issues in Zimbabwe. Here are the interview excerpts:
Q: What would you say are the achievements and/or success stories since the establishment of the Harare based NGO, Nhaka Foundation?
PM: Nhaka Foundation is a Zimbabwe-based non-governmental organisation, it has developed and implemented a series of interventions designed to bridge the gap between the government’s capabilities and policies mandating the requirement for Early Childhood Development (ECD) programming in primary schools and its ability to fully realise the implementation of such programmes. Along with its partners, Nhaka Foundation provides access to education, basic health care and daily sustenance for the orphaned and vulnerable children in the communities it serves. It further provides aid and support to ensure the creation of a physical environment conducive to learning, growth and the optimal development of all children.
Classroom and Playground Renovation
Nhaka Foundation has managed to partner with the Ministry of Primary and Secondary Education to work with rural area primary schools, parents and caregivers to create Early Childhood Development (ECD) Centers through the renovation of over 32 dilapidated classrooms. The classroom floors, windows, doors and roofs are repaired or replaced, and a fresh coat of paint is applied inside and outside. Each Center has its own unique personality as the exteriors are then finished with hand-painted, age-appropriate drawings by local artists.
As a part of the renovation programmes, the organisation has worked with the families and members of the community to plan and build, expand or repair the playgrounds and equipment using readily available and safe materials, hence fostering a sense of community ownership and building sustainability into the initiative. Once restored to a like-new condition, the Centers would then be officially incorporated into the primary school system and sustained by the community through elected Pre-School Management Committees. This helps to ensure that the children continue to have clean and safe spaces to work and play.
With the support of school and community leaders, Nhaka Foundation has facilitated meetings with the over 5000 parents and caregivers of children enrolled in the ECD Centers it serves. These meetings have been designed to educate, support and engage stakeholders in finding solutions to building a better future for the children. A lot of emphasis has been placed on building capacity and instilling a sense of community ownership and responsibility through this initiative.
The meetings have covered various topics including the importance of birth registration, immunisations, health record maintenance, HIV&AIDS education and screenings, early childhood development enrolment as well as parental involvement in the education of children. Indeed, the initiative has been successful in providing caregivers with the information and tools needed to better look after the children in their communities. It makes available a platform for voicing concerns and obtaining support from the school, the community, and the government.
Nhaka Foundation has also managed to forge a cordial working relationship with the Ministry of Primary and Secondary Education (MoPSE) to facilitate the on-going training and development of the ECD teachers working in the Centers it serves. Nhaka Foundation has successfully trained over 350 early childhood development teachers in the past 5 years. On a rotating basis, the organisation accompanies District Trainers to the field to monitor and evaluate teacher performance.
Each teacher would be observed at work, given an opportunity to ask questions and express concerns, and provided feedback for improvement. Through this initiative, the organisation has managed to provide teachers with increased skills and at the same time promote a cooperative environment to share information and resources that have inevitably resulted in quality education for marginalised children.
In response to the needs of the rural communities and the children it serves, Nhaka Foundation developed an in-school feeding programme to address one of the biggest challenges faced each day in, and out, of the classroom-hunger. Many children would come to school on empty stomachs making it impossible for them to concentrate or fully participate in classroom and outdoor activities. While the organisation’s work has been focused on children enrolled in ECD Centers, it simply could not ignore the remaining primary school students as the concern was pervasive.
As a consequence, the programme has provided food once each day in the form of a protein drink for all of the students in all of the primary schools it serves. The programme has benefitted well over 5,000 children a day across 15 primary schools in collaboration with the schools and communities, with food preparation and service is managed on-site by community volunteers while Nhaka Foundation manages the logistics, training and programme oversight.
Nhaka Foundation has partnered with the Ministry of Health and Child Care, District Medical Offices and local health clinic practitioners to facilitate health assessments of the children enrolled in the ECD Centers it serves. On a rotating basis, the Nhaka’s team members have accompanied nurses from the rural health clinics to each school to evaluate the most basic and immediate health concerns facing the children.
The assessments have captured important baseline information on height, weight, heart rate, immunisations, and personal hygiene as well as screen for common conditions such as ringworms, scabies, skin infections and cavities. Indeed this initiative has created a strong starting point to address basic medical conditions and to educate parents, caregivers and the communities on infant and child health care issues and prevention reaching over 800 children in 2019 alone
Q: In the first place, tell us about the driving reasons, in other words the motivating factors, why the idea of helping rural communities in Zimbabwe?
PM: In 2019, Nhaka Foundation contributed towards the attainment of Sustainable Development Goals (SDG) 1, 2, 3, 4 and 6 as recounted here as follows.
SDG 1: End poverty. The organisation contributed to SDG 1 through transferring skills in new systems of farming to parents, which has a potential to boost their economic status in the long-run. However, due to reasons beyond the organisation’s scope such as recurrent droughts, poverty was said to be the status quo for most households in the communities where Nhaka Foundation introduced these innovations, especially grandparent-headed households.
SDG 2: Zero hunger. Nhaka Foundation’s support of nutrition gardens to strengthen the Feeding Programme and its impartation of new farming skills were meant to eliminate hunger. ECD learners indeed benefited from school-based feeding, although at the schools sampled by this evaluation the feeding had stopped and some nutrition gardens no longer functional.
SDG 3: Good health and Well-being. Nhaka Foundation invested heavily into the health and well-being of its target beneficiaries, including through its trainings in personal hygiene for parents, procurement of nutritious foods like maheu and porridge as well as its facilitation of health assessments for ECD learners. At the time of this evaluation, these initiatives stopped because of limited funding to the organisation.
SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. Nhaka Foundation’s support for ECD infrastructure development made education accessible for the ECD learners while its capacity building for ECD teachers contributed towards improved education quality. ECD teachers confirmed that they learned new techniques of teaching and effectively handling ECD learners through workshops that the organisation facilitated in partnership with MoPSE trainers.
SDG 6: Clean water and sanitation. Nhaka Foundation supported the drilling of boreholes and construction of toilets in some schools that had dire need thereof, which tellingly improved access to clean water supply and sanitary ablution facilities. The evaluation, however, revealed that with growing ECD enrolments, the need for additional boreholes and toilets remains at most intervention schools.
Q: How would you characterise the urban-rural development gap in Zimbabwe?
PM: The development gap between the urban-rural settings is still evident mostly due to unavailable funds that go towards infrastructure development. This challenge is not only limited to Zimbabwe alone but to most countries in Southern Africa Development Community (SADC) and sub-Saharan Africa. As African countries rise against the struggles and inequalities imposed by colonialism, there is the need to invest more resources in order to develop the rural areas. It is important for financial resources be directed towards creating economic hubs in the various rural areas so that there is enough investment that supports and boosts the rural economies.
Q: Under-development, diseases, illiteracy and abject poverty have something do with the Government. Could you please give your views and analysis here?
PM: Over the 20 years after independence, the government in Zimbabwe invested heavily in education, and by the end of this period, Zimbabwe had one of the finest education system (and its highest literacy rate) in Africa. The success of this programme was reinforced by the importance Zimbabweans place on education and the considerable sacrifices families are prepared to make to ensure their children are well educated.
Unfortunately, the financial and political crisis that engulfed Zimbabwe in the first decade of this century resulted in a dramatic decline in the educational sector. The impact of this decline was especially marked in rural schools. In light of these challenges, the investment in early childhood development and education programmes was minimal if any, as the government and other civil society organisations focused more on the delivery of primary and secondary level education.
Early education thus was not given the appropriate attention and action. More importantly, parents have little or no understanding of the substantial long-term benefits that early childhood development programmes have on their children’s educational and social outcomes. Parents and caregivers have limited knowledge of other important child development, protection and welfare issues.
Q: Judging from the above discussion, is it correct to conclude that Nhaka’s activities are closely related to the politics and policies of the Zimbabwean Government?
PM: As far back in 2005, the Zimbabwean government introduced a policy (Statutory Instrument No. 106 of 2005) mandating all government primary schools to introduce two years of ECD education before primary school entry. This was in line with the Commission of Inquiry into Education and Training’s (CIET, 1999) main recommendation to democratise pre-school education, the Ministry designed a two-phased, ten-year programme to establish ECD classes at every primary school in the country. During Phase One (2005/6 to 2010), every primary school was expected to attach at least one ECD class of 4-5 year old’s referred to as ECD ‘B’, to prepare them for Grade One the following year. In Phase Two (2011 to 2015), every primary school would attach another ECD class of 3-4 year old’s to prepare them for ECD B.
Indeed, over the past 11 years, Nhaka Foundation has become a leading organisation in Zimbabwe working in partnership with the Ministries of Education, Health and Social Services to enhance Early Childhood Development (ECD) services and access to early learning opportunities reaching 15,000 beneficiaries directly through its programmes in 2019. Nhaka Foundation’s preschools programme works closely with the Ministry of Primary and Secondary Education and has received its full endorsement through a Memorandum of Understanding signed in October 2017.
Nhaka Foundation is aligned with the established policy of integrating ECD centers into primary schools. The current Government in Zimbabwe is responsible for setting policy priorities and within the education sector that falls under the ambit of the Ministry of Primary and Secondary Education. Nhaka Foundation therefore works to complement government efforts in line with the Memorandum of Understanding signed between the two parties.
Q: How does Nhaka operate in terms of project financing, support from stakeholders and so forth?
PM: Nhaka Foundation promptly responds to calls for proposals as well as carries out internal fundraising activities in order to generate resources for its operations and sustainability.
Q: What are your long-term strategic plans, at least, the next half decade?
PM: Really, we have long-term plans to raise the current achievements to a higher level, especially along the lines of Sustainable Development Goals (SDGs). These are:
Goal 1: Resource Mobilisation
The organisation will focus on the development and implementation of a comprehensive resource mobilisation and sustainability strategy that will encompass both traditional and non- traditional means of fundraising as well as incorporate key principles such as financial accountability and integrity in order to retain the confidence of funding partners
Goal 2: Enhancing Nhaka Foundation‘s Visibility
The organisation under this focus area seeks to promote the Nhaka Foundation brand using traditional and emerging online platforms. The organisation anticipates consolidating its relationship with the Ministry of Primary and Secondary Education and other arms of government at the local level and leading civic society organisations working in ECD programming as a means of strengthening its reputation as a growing practitioner in ECD issues in Zimbabwe.
Goal 3: Governance and Institutional Capacity Development
The organisation will focus on strengthening the role of the Board of Trustees in giving oversight to implementation of this strategy as well as operations of the organisation. Strong attention will be paid towards ensuring strong internal organisational systems, controls and procedures are taken up and implemented by all organisational members.
Goal 4: Enhancing Implementation and Management of Programmes
The organisation plans to strengthen the framework of programme cycle management, including development of an indicator-based monitoring and evaluation (M&E) framework that enables drawing of important lessons and best practices. The organisation intends to build the capacity of programming staff in order to enhance efficacy in project cycle management as well as improving responsiveness to the ever changing trends in ECD-related programming such as responding to the needs of children with special needs and addressing other issues that inhibit access to education by young children.
Goal 5: Influencing Policy, Advocacy and Evidence-based ECD Programming
The organisation anticipates engaging a lot more in thought leadership in ECD issues at national and international level, spearheading and supporting various advocacy and lobby efforts aimed at improving childrens’ access to affordable and equitable ECD services in Zimbabwe and in sub-Saharan Africa.
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The second edition of the Central African Republic (CAR) Economic Update, which was published today by the World Bank, examines...
Afghanistan Improves its Growth Despite Uncertainty
Afghanistan’s economy grew by an estimated 2.9 percent in 2019, driven mainly by strong agricultural growth following recovery from drought,...
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