Monitoring, Evaluation and Coordination Contract (MECC)

Monitoring, Evaluation and Coordination Contract (MECC):

Assessment Report – Public Policy Opportunities Assessment

AID-660-TO-16-00002

October 15, 2019 Final Submission December 10, 2019

This publication was produced for review by the United States Agency for International Development. It was prepared by International Business & Technical Consultants, Inc. (IBTCI) under IDIQ AID-OAA-I-15-00022, Task Order AID-660-TO- 16- 00002. MONITORING, EVALUATION AND COORDINATION CONTRACT: ASSESSMENT REPORT

Public Policy Opportunities Assessment

June - October 2019

October 15, 2019 Final Submission December 10, 2019

International Business and Technical Consultants, Inc. (IBTCI) In the US: 8618 Westwood Center Drive Suite 400 Vienna, VA 22182 USA +1.703.749.0100

In Kinshasa: 63, Av. Col. Mondjiba, Concession COTEX, Bat. 7A Ngaliema, Kinshasa, DRC

AID-660-TO-16-00002

DISCLAIMER The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government Table of Contents ACRONYMS ...... i EXECUTIVE SUMMARY ...... 1 INTRODUCTION ...... 4 BACKGROUND ...... 4 METHODOLOGY ...... 5 Elucidating Priorities 5 Data Collection and Analysis 6 Limitations to the Methodology 6 Cross-Cutting Priorities: Timely Opportunities 7 HEALTH ...... 8 Summary of Findings 8 Recommendations 12 EDUCATION...... 14 Summary of Findings 14 Recommendations 16 ECONOMIC GROWTH ...... 18 Summary of Findings 18 Recommendations 21 DEMOCRACY, HUMAN RIGHTS AND GOVERNANCE ...... 23 Summary of Findings 23 Recommendations 25 PEACE AND SECURITY ...... 27 Summary of Findings 27 Recommendations 27 ENVIRONMENT ...... 28 Summary of Findings 28 Recommendations 29 CONCLUSION ...... 29 ANNEX A – PPOA MECC Statement of Work ...... 31 Statement of Work for a Specialized Assessment on Public Policy Opportunities in DRC ...... 34 I. Overview ...... 34 II. Background ...... 34 Democracy and Governance 34 Health 35 Education 36 Economic Growth 37 Environment 37 Security and Anti-State Capture 37 III. Scope of Work ...... 37 IV. Deliverables...... 38 V. Experience/background required ...... 38 VII. Period of performance ...... 38 ANNEX B – Priorities Determination ...... 39 ANNEX C – Data Gathering Tools ...... 53 ANNEX D – Health Findings...... 66 ANNEX E – Education Findings ...... 75 ANNEX F – Economic Growth Findings ...... 82 ANNEX G – Democracy, Human Rights and Governance Findings ...... 89 ANNEX H – Peace and Security Findings ...... 96 ANNEX I – Environment Findings ...... 99 ANNEX J – Decentralization Findings ...... 103 ANNEX K – Bibliography ...... 106

Table of Tables Table 1 Summary of Findings on Public Policy and Legal Document Gaps ...... 1 Table 2 Summary of Potential Donor Partners by Sector as Identified by Respondents ...... 2 Table 3Top Priority Areas for the GDRC and USAID/DRC ...... 5 Table 4Convergence of GDRC and USAID/DRC Top Priority Areas ...... 6 Table 5 Distribution of Datasets by Sector and Type...... 6 Table 6 Current State of Public Policies within the Health Sector ...... 8 Table 7 Prioritization of Current Challenges to Progress in the Health Sector ...... 10 Table 8 Prioritization of Potential Areas for Strategic USAID Engagement (Health) ...... 10 Table 9 Current State of Public Policies within the Education Sector ...... 14 Table 10 Prioritization of Challenges to Progress in the Education Sector ...... 15 Table 11 Prioritization of Potential Areas for Strategic USAID Engagement (Education) ...... 15 Table 12 Current State of Policies within the Economic Growth Sector ...... 18 Table 13 Prioritization of Current Challenges to Progress in the Economic Growth Sector ...... 19 Table 14 Prioritization of Potential Areas for Strategic USAID Engagement (Economic Growth) ...... 20 Table 15 Current State of Public Policies within the Democracy, Human Rights and Governance Sector...... 23 Table 16 Prioritization of Current Challenges to Progress in Democracy, Human Rights and Governance ...... 24 Table 17 Prioritization of Potential Areas for Strategic USAID Engagement (Democracy, Human Rights and Governance) ...... 24 ACRONYMS

ACCELERE Accès, Lecture, Rétention et Redevabilité AFRICOM United States Department of Defense’s Africa Command CARPE Central Africa Regional Program for the Environment CDCS Country Development Cooperation Strategy CODESA Comité de la Santé CSO Civil Society Organization DART Disaster Assistance Response Team DDRR Disarmament, Demobilization, Reinsertion and Reintegration DFID United Kingdom Department for International Development DRC Democratic Republic of the Congo DRG Democracy, Human Rights and Governance EG Economic Growth ETD Entités Territoriales Décentralisés EU European Union GDRC Government of the Democratic Republic of the Congo IBTCI International Business and Technical Consultants, Inc. IP Implementing Partner MECC Monitoring, Evaluation and Coordination Contract MOA Ministry of Agriculture MOE Ministry of Education MOH Ministry of Health MEPSP Ministère de l’Enseignement Primaire, Secondaire et Professionnel MSI Management Systems International NGO Non-Governmental Organization PMP Performance Management Plan PS Peace and Security RBF Results Based Financing SME Small/Medium Enterprise SSEF Stratégie Sectorielle de l’Éducation et de la Formation 2016-2025 TIPS Trafficking in Persons Sanctions UN United Nations UNICEF United Nations Children's Fund USAID United States Agency for International Development USAID/DRC United States Agency for International Development’s Mission to the Democratic Republic of the Congo USDA United States Department of Agriculture USDA FAS United States Department of Agriculture’s Foreign Agricultural Service USG United States Government WHO United Nations World Health Organization

i EXECUTIVE SUMMARY International Business and Technical Consultants, Inc. (IBTCI) was tasked by the U.S. Agency for International Development’s (USAID) Mission in the Democratic Republic of Congo (DRC) via the Monitoring, Evaluation and Coordination contract to conduct an assessment of the Public Policy Opportunities Assessment, analyze the data collected during the assessment and present a report. Data collection and analysis was conducted between June and October, 2019, in Kinshasa. The purpose of the assessment was to analyze the current policy environment in the DRC to identify possible points of engagement over the next two to five years and to present recommendations based on a range of activities including reviews of studies and assessments conducted by internal and external units, interviews, and facilitated learning events among internal and external collaborators (including USAID staff, government officials, and members of the private sector, NGO community, donors, journalists, and experts).

This report comprises analyses of responses of key stakeholders collected in 64 datasets1 from individual interviews (46) and limited2 focus group discussions (18) across six USAID/DRC priority sector areas: Democracy, Human Rights and Governance (DRG); Health; Education; Economic Growth (EG); Environment and Peace and Security (PS). On the whole, respondents indicated that the DRC already has a plethora of ‘good’ policies and laws in place but suffers from the lack of implementation largely due to corruption, poor governance and the lack of implementation mechanisms, clarifying their requirements and facilitating their being put into practice. While these three reasons are intimately related, and this report addresses them in the recommendations within each sector, respondents indicated that a key for (USAID/DRC) success lies in directly addressing good governance, more broadly, and in local engagement.

Considering the totality of responses and looking across all six sectors, three areas of common challenges and potential domains for strategic USAID/DRC engagement significantly arise: (A) Good Governance, reflected in 84.4% of all datasets (54 of 64), (B) Local Engagement, raised in 78.1% (50 of 64) and (C) Education (including public awareness)/Training/Capacity Building at 70.3% (45 of 64). These are followed by Implementation Mechanisms (mechanisms for realizing the goals and objectives delineated in the policies and legal documents), 57.8% (37 of 64) and Policy/Legal Development, 53.1% (34 of 64).

According to the responses received, Table 1, below, identifies areas where USAID/DRC may most meaningfully continue to engage in public policy and legal reform efforts. Table 1 Summary of Findings on Public Policy and Legal Document Gaps Table 1 Summary of Findings on Public Policy and Legal Document Gaps for Possible Engagement or Direct Support Summary of Findings from Sector Summary of Respondents’ Comments Document Review A policy to support the private healthcare system is needed, since Policy to support the Private more than half (55-80%) of DRC healthcare services are through Healthcare System Health the private sector, including confessional institutions. Fight Against Violence Critical issue; being drafted but was halted during the elections. Policy on Emergency Respondents expanded on this to include epidemics’ monitoring Response Capacity and Fund and control more broadly.

1 The term ‘dataset,’ throughout this report, is used to refer one meeting/interview set of notes and the data contained therein. 2 The term ‘limited,’ when referring to focus groups throughout this report, is used because a few of the participating groups consisted of just two or three individuals.

The Education Law and the SSEF need to be harmonized and used National Education Plan to develop a National Education Plan. Policy on Continuing There is a need for professional development and the continual Education Education and Professional training and education of professionals, especially teachers. Development There is a need a formal policy to institutionalize the monitoring of Research Policy progress in education and to set scientific measures for evaluation. Policy for Out-of-School 7,000,000 children are out of school; need a deliberate focus on Children reaching these children; both formally and informally. Legislation on Seeds The seeds bill has yet to be passed. Policy on Data and There is a need for an open data system where all can see public Information financial information. Economic Growth There is no real infrastructure for extension services; it doesn’t Agricultural Research Policy exist. Policy on Technology National Digital Plan (2019); digitalization of entire admin process. Free Access to Information Public Free Access to Information Bill has not been passed. Public Finance Reform Parliament has placed a five-year moratorium on it. Democracy, Human There is a need an effective policy on reconciliation with an Rights and Reconciliation Policy emphasis on human rights, transitional justice and DDRR. Governance Counter Human Trafficking President created a special agency to counter human trafficking; Laws May 2019 workshop led to draft bill on human trafficking. Peace and Security National Justice Policy The policy for National Justice is currently being drafted. National Forest Development The National Forest Development Policy is being drafted. Environment Policy National Forest Strategy Still does not exist.

While a focus on local engagement does not negate the need to maintain the USAID/DRC prioritization of engaging at the central level, respondents did not prioritize new public policy activity there except within the Economic Growth and the Governance, Human Rights and Democracy sectors where some policy gaps are identified and listed in the respective sections in the body of the report. One additional priority public policy activity raised by respondents is the harmonization of the Stratégie Sectorielle de l’Éducation et de la Formation 2016-2025 (SSEF) with the 2014 Education Law. As such, the recommendations elucidated within each sector- specific section of this report are framed by these findings and focus on USAID/DRC local engagement with a prioritization of addressing good governance issues, particularly in light of historic and current USAID/DRC programmatic priorities and the decision to focus on the eastern regions of the DRC.

Respondents were also asked to identify other donors already engaged within each sector as potential strategic partners for USAID/DRC to work with. Although the data did not include many specific details on exactly what each potential partner is currently doing, the responses are summarized in Table 2 and further elaboration may be found by sector in Annexes D through I.

Table 2 Summary of Potential Donor Partners by Sector as Identified by Respondents Table 2 Summary of Respondents’ Potential Donor Partners by Sector DONOR Health Education EG DRG PS Environment Most Critical AG, World Bank Sanitation + Army, Police X X Donor Electricity African AG, Development X X Electricity Bank UNICEF Sanitation + X X UNHCR X Refugees UNDP Sanitation + X X

GDRC Technical WHO Advisors UNFP Family Planning UNAIDS HIV UNESCO X FAO AG WFP School Canteens UNWOMEN X UNAGRO X DFID X X Mining X X EU Justice, X X Police Germany (GIZ) Decentralization Mining X X X Belgium X AG X France X X X X Netherlands X X Norway X X X Sweden X X X Switzerland X X X Canada X 10 Centers X Japan (JICA) X X X X South Korea X X X China X GAVI X Gates X AG Foundation Carter Center Mining ADEA X Private Sector X

Despite the abundance of sanctions currently affecting the degree to which USAID/DRC is able to directly engage with GDRC officials, respondents urged the USG to work more closely and directly in partnership with the new government in an effort to better consolidate aid efforts and more effectively invest in longer-term sustainable change.

3 INTRODUCTION International Business and Technical Consultants, Inc. (IBTCI) is pleased to present the following assessment report for the Public Policy Opportunities Assessment data collection and analysis that was conducted between June and October 2019, in Kinshasa, DRC, under the USAID/DRC Monitoring, Evaluation and Coordination Contract (MECC) (See Annex A for the Scope of Work).

The report begins with a brief overview of MECC before delving into the methodology and results of the study. In its presentation of data collection results, according to what respondents articulated, the report includes an analysis of USAID/DRC and Government of DRC (GDRC) priorities, a brief overview of crosscutting challenges and programming areas and then proceeds with a summary of analysis, findings and recommendations within each of the six USAID/DRC priority sector areas; Democracy, Human Rights and Governance; Health; Education; Economic Growth; Environment and Peace and Security. Further details of respondent responses, by sector, are included in the Annexes.

The primary focus of this report is on the analysis of the data collected through a broad review of the public policy and legal framework current state of affairs across the six aforementioned priority sectors. It seeks, within each sector, to provide answers to the following four questions: (1) What are the public policy priorities for the new GDRC for each sector supported by USAID/DRC? How do these priorities intersect with USG priorities, in general and USAID’s Development Agenda, in particular? (2) What public policy priorities are being addressed by other donor agencies, and how? Are there any opportunities for coordination or collaboration? If so, what are they? (3) Which GDRC public policy priorities have the potential for the greatest beneficiary impact? Has the GDRC calculated estimate cost of priority policy implementation? During the course of a USAID project cycle, which public policy priorities have the greatest likelihood of reaching desired outcomes? and (4) What are possible strategies, leverage points and tools necessary to address identified public policy priorities? This document further elaborates its recommendations by analyzing participants’ responses and potential programming considerations in light of the documented USAID engagement in the DRC and the strategic pivot that USAID/DRC is taking over the next few months.

BACKGROUND MECC is a five-year contract implemented by IBTCI and its subcontractor, Management Systems International (MSI), to provide monitoring, evaluation, analytic, coordination, and research services to two primary USAID initiatives in the DRC, which are implemented under two components of the MECC task order – Component 1: the Mission’s Country Development Cooperation Strategy (CDCS) and regional programming, and Component 2: ACCELERE!, an education program jointly funded by USAID and the United Kingdom Department for International Development (DFID). MECC is intended to support Mission-wide objectives and provide analytical tools and services that allow the Mission to undertake performance management that will guide them in the full implementation of the CDCS Performance Management Plan (PMP) and the ACCELERE! results framework.

The Public Policy Opportunities Assessment (PPOA), research conducted under MECC, aims to identify key public policy priority areas for the Government of the GDRC and those of USAID/DRC,

4 along with areas of convergence and divergence. It also examines areas of engagement with potential for greatest beneficiary impact while being mindful of what other donors are engaged in, the historic and current USAID funded activities, possible strategies or leverage points and tools necessary to address specific priorities and possible areas for collaboration and/or coordination. The intent behind this research is to help inform the development of the 2020-2025 USAID/DRC CDCS.

METHODOLOGY Elucidating Priorities The starting point of this study lay in identifying USAID/DRC priority areas and comparing them to those of the Government of the Democratic Republic of the Congo (GDRC). Identifying USAID priorities consisted of a two-step approach. First, a facilitated group discussion was conducted with representatives from all local USAID teams on June 19, 2019, at the PPOA kick-off meeting. This prioritization was subsequently revisited and adjusted on the basis of results from 23 interviews conducted with USAID employees alongside other implementing partners (IPs). The combined analysis resulted in 20 USAID/DRC priority areas. On the other hand, GDRC priorities were identified through President Félix-Antoine Tshisekedi Tshilombo’s opening remarks at a capacity- building seminar for newly elected Provincial Governors held in Kinshasa on May 19, 2019, and further cross-referenced with the results from 17 interviews conducted with presidential advisors and other official key informants. The President identified four strategic axes detailed through 20 priority areas. Each of these processes, separately led to the identification of 20 top priority areas on each side (Annex B). Table 3 captures the top priorities of GDRC and USAID/DRC.

Table 3Top Priority Areas for the GDRC and USAID/DRC Table 3 The Top Priority Areas for the GDRC and USAID/DRC GDRC USAID/DRC Pacification of the nation; peace and security Decentralization National reconciliation Anti-corruption Democracy consolidation Ebola response Restoration of the rule of law and its authority; chiefly in the army, police, intelligence services, judiciary, human rights, public administration, territory administration and Electoral process decentralization Rehabilitation of the DRC’s diplomatic standing and image Media Fight against corruption and economic crimes Civil society Consolidation of macroeconomic stability and public finances as well as reform of the Governance and public financial system finance Education as a key sector and primary social elevator Human rights Health universal coverage Public administration reform Promotion of employment and continual professional training Health Empowering women and promoting youth Infrastructure Improving the business climate and promoting entrepreneurship Electricity (economic growth) Fight against climate change Natural resources (economic growth) Access to electricity and clean water Security Land-use planning, development and the modernization of enterprises Education Development of agriculture and agribusiness Land reform Diversification of the national economy and the development of trade, industry and robust Humanitarian assistance SMEs/SMIs and disaster relief Revitalization of the mining and hydrocarbons sectors; enhancing their efficiency and Transitional justice and attractiveness for investment judiciary reform Development of tourism, culture and the arts Economic opportunities Fight against poverty, exclusion and vulnerability Regional integration

5 Taking into account some variations in language and terminology, further examination of the results and a more in-depth comparison allows us to identify the following 12 areas of convergence between GDRC priorities and those of USAID/DRC:

Table 4Convergence of GDRC and USAID/DRC Top Priority Areas Table 4 Convergence of GDRC and USAID/DRC Top Priority Areas • Peace and Security (pacification of the country) • National Reconciliation (transitional justice) • Rule of Law (decentralization, human rights, public administration • Economic Opportunities (promoting employment reform and reform of the judiciary) for women and youth) • Public Finance Reform • Education • Health with Universal Coverage • Fight Against Corruption and Economic Crimes • Land Reform, Agriculture and Agrobusiness (Climate Change) • Access to Electricity and Clean Water • Natural Resources (Mining and Hydrocarbons) • Democracy Consolidation (electoral process)

Areas of potential divergence include the GDRC’s prioritization of improving the business climate and diversification of the economy along with a more pronounced focus on tourism, culture and the arts. USAID/DRC, meanwhile, articulated greater prioritization of work with the media and civil society as well as an enhanced focus on humanitarian assistance and the Ebola outbreak in particular.

Data Collection and Analysis Based upon an initial document review, a set of survey instruments and facilitated group discussion tools were developed (Annex C) in collaboration with USAID/DRC staff. These formed the backbone for the data collection efforts and were regularly revisited and assessed, with USAID, for relevance and effectiveness. USAID/DRC staff also participated directly in each of the key informant interviews and limited facilitated group discussions pertaining to this effort. Copious notes were collected during each session using multiple note-takers and these were immediately aggregated and translated into English. Summaries of all these notes are available to USAID/DRC staff through a shared folder established for that purpose (Annex K).

In total, 64 datasets from individual interviews (46) and limited focus group discussions (18) were collected and analyzed. Distribution of datasets across the six USAID/DRC priority sectors is encapsulated in Table 5 below. Summarized analysis and findings are presented by sector.

Table 5 Distribution of Datasets by Sector and Type Table 5 Distribution of Datasets by Sector and Type Democracy, Human Economic Peace & Health Education Rights and Environment TOTAL Growth Security Governance USAID 1 1 1 3 2 1 9 GDRC 6 1 4 9 2 1 23 UN 2 2 - - - - 4 DONORS - 1 1 3 2 1 8 CSO/NGO/IP 6 5 3 3 1 2 20 TOTAL 15 10 9 18 7 5 64

Limitations to the Methodology One significant accomplishment of this process is the establishment of better relationships between USAID/DRC staff and their counterparts across the various sectors since USAID/DRC staff participated in all data collection efforts. However, the cost associated with accomplishing this objective resulted in at least the following two limitations to the methodology. First, traditional

6 sampling methodologies were not employed as USAID/DRC provided a list of specific individuals to be interviewed and met with. Second, the direct participation of USAID/DRC staff in all the data collection efforts, with the specific objective of meeting their counterparts, at times limited the completeness of the data collection efforts as important and informative discussions sidetracked attention away from the immediate task at hand. In addition, the small number of respondents participating within certain sectors (only five in Environment, for example) reduces the level of generalizability of the data. Further, it is likely that some precision in responses may have been lost due to language differences and nuances in translation and variations, while minimal, in involved individuals. Finally, it should be noted that the responses of USAID staff were included in the analysis which, in itself, introduces a certain bias into the process. However, the purpose of this study – to conduct a broad assessment of the current state of affairs that could serve as a foundation and potential justification for further, more in-depth research and legal analysis, and to elucidate possible areas for strategic USAID/DRC engagement over the next few years – was accomplished.

Cross-Cutting Priorities: Timely Opportunities Considering the 64 response datasets across all six sectors, three areas of common challenges and potential domains for strategic USAID/DRC engagement significantly arise: (A) Good Governance, reflected in 84.4% of all datasets (54 of 64), (B) Local Engagement, raised in 78.1% (50 of 64) and (C) Education (including public awareness)/Training/Capacity Building at 70.3% (45 of 64). These are followed by Implementation Mechanisms (mechanisms for realizing the goals and objectives delineated in the policies and legal documents) at 57.8% (37 of 64) and Policy/Legal at 53.1% (34 of 64).

While it could correctly be argued that all the areas delineated represent important components necessary for the establishment of Good “We are at a stage where Governance, a narrower construct is used herein. individual interest is superior Accordingly, the Good Governance pillar utilized to collective interest. We need across all six sectors in this report centers more to instill a culture of results” specifically on the axes of transparency, responsibility and accountability, particularly as -Respondent pertaining to management, participation and the fight against corruption and impunity. It cuts across all sectors (within and without USAID/DRC programming) and across all levels of government; Central, Provincial and Local.

These higher-level findings, coupled with USAID/DRC’s timely strategic pivot to the east and expected partial lifting of Trafficking In Persons sanctions (TIPS) in DRC, may offer USAID/DRC with an excellent opportunity to focus its ongoing programming and financial commitments in a manner that could maximize impact and return on investment within the current political climate. The Mission team might consider working more closely with the USAID/DART and focusing on local communities surrounding the Ebola outbreak areas in the east. Under the umbrella of containing the spread of Ebola, programming could prioritize investing in governance and local engagement with local community, civil society and government entities within each of the six

7 sectors, building effective local structures, capacities and modalities as a learning/proving ground for replication at a national level once conditions permit.

The U.S. Government (USG) published foreign policy goal for the DRC is “[t]he emergence of a “We need structural stable country that is at peace with its neighbors transformation; we should have and provides for the basic needs of its citizens.” In pursuit of this goal, USAID/DRC currently 80% of consumables to be has more than $1 billion programmed across all produced within Congo rather six sectors over the next 4-5 years. Many of these than being imported. We should efforts already include varying levels of focus on start with agriculture” the east. As such, some specific -Respondent recommendations, based on existing Mission priorities and programming, are included within each of the sectoral sections which follow. Deliberate integration and cross-fertilization across the various USAID/DRC portfolios will be essential. Joint planning, based on shared information and data analysis, has the greatest potential for maximizing the effectiveness of the Mission’s strategic focus on the east during this period. It should be noted that other donors already have a pronounced focus on programming in the east, including DFID, the EU and the Swedes, and that “most NGOs working on gender, protection and women’s issues all focus on the eastern part of the country.”

HEALTH In the health sector, 15 data sets, including individual key stakeholder interviews (13) and small facilitated group discussions (2), were collected. These were comprised of representatives from USAID (1), the UN (2), the private sector (1), academia (1), GDRC (including Presidential advisors) (6) and civil society and IPs (4). Further details may be found in Annex D.

Summary of Findings Table 6 summarizes the current state of affairs regarding GDRC health sector public policies and legal instruments, according to respondents.

Table 6 Current State of Public Policies within the Health Sector Table 6 Current State of Public Policies within the Health Sector Policy Exist Selected Respondents’ Comments Y N The strategy is only about 15% accomplished due to inadequate or non-existent implementation mechanisms and the lack of political will. • “The new government is currently working on a new action plan for health and National Health Strategy X well-being. Draft zero should be ready at the end of the month (Sept.).” • “We need to look at health as a larger system which includes issues of governance (corruption), education and training, civil service, infrastructure as well as equipment and materials.” “The Constitution is clear that it must be done and there are additional laws that require [the GDRC} to decentralize. The problem is that the key actors at the Decentralization X lower levels do not understand their role(s) and responsibilities. No one has accompanied them through the process. The will is there because the evidence is there (existing laws and policies).”

“Everyone to have access to quality health services based on WHO standards.” • “A policy for universal coverage has been in place since 2005, but there has been no change. It is not a problem of texts which exist nor of policies; it’s the Universal Coverage X operationalization that is the problem.” • “There certainly are policies and laws [on universal coverage], but there are barriers to their implementation. With the recent evolution of this vision over the past three years, policies at the supra-national level are more precise. There are sub-policies concerning universal coverage but they are just at the beginning of implementation.” • “[There is no political will within the GDRC.] None! Declarations are made, but there is no engagement.” • “Controlling the quality of available medicines must be a priority … currently, 80% of the medicines are counterfeit.” • “We need to organize a prepayment system, such as mutuelles or insurance in order to ensure that coverage is there when it is needed.” • “There would be great improvement in our personnel management capabilities and quality control of services and medicines if we could digitalize our workforce and incorporate a system to help with the tracking and control of payments (including payroll) and receipts.” Exists but needs implementation mechanisms. Free maternal and child X Must be complemented with mechanisms ensuring quality as well as equity in healthcare pay/salaries of health personnel. “It considers services received as well as the ability to pay in determining fees.” Policy for establishing service X There is no clarity (nor mechanisms) on how to implement this. fee rates “Need to have the policy enforce accountability.” Policy/strategy for financing “One exists but no one follows it.” X healthcare systems Vaccinations; Programme There is a policy to address low-performing provinces but it lacks adequate élargi de vaccination (PEV) or implementation mechanisms, monitoring and management. X Expanded Program on Immunization (EPI) “There is a policy on human resources but it does not appear to be integrated into the Civil Service. This creates problems in the areas of expectations, roles and responsibilities and professional oversight, which further complicates the Human Resources Policy X implementation of decentralization.” “The provincial level does not have a responsibility (accountability) to the Minister at the national level … The DPS is appointed by the Governor and, as such, they do not report to the Ministry of Health hierarchy.” “There is a policy in place at the MOH to digitalize their system. PATH placed a consultant to help finalize the policy and it is financed by the Gates Foundation.” Policy on data and digitalization “Technology is very important … for example, if medicines were entered into an X of system information information system, we could monitor it in real time. If USAID could focus on supporting the establishment of a good system, including a computer-based monitoring system, that would have a big effect.” “There are several policies on sanitation (hygiene), for example policies on Policies on sanitation and X latrines and on sanitation in schools … the problem is in implementing the hygiene sanitation policies. If you visit bathrooms in large hospitals, they are very dirty.” Policy to support the private “This is needed since more than half (55-80%) of the healthcare services in the X healthcare system DRC are through the private sector, including confessional institutions.” “Critical issue for the Eastern DRC Provinces. It was being drafted but was Fight Against Violence X halted during the elections.” “Experience with the Ebola response may create a favorable political climate for Policy on emergency response this to be adopted and institutionalized long-term.” X capacity and fund Respondents expanded on this to include epidemics monitoring and control more broadly.

The two following tables summarize the data analysis conducted solely on participants’ actual responses to questions within the instruments used. Table 7 specifically highlights data pertaining to perceived present challenges significantly hindering progress in the healthcare sector.

Table 7 Prioritization of Current Challenges to Progress in the Health Sector Table 7 Prioritization of Current Challenges to Progress in the Health Sector # of Theme Selected Respondents’ Comments Responses Without exception, respondents identified the lack of accountability and rampant corruption as a critical obstacle to efforts aimed at improving the healthcare system 15/15 No Accountability in the DRC. Much of the discussion here centered around good governance and included widespread corruption, the lack of transparency, the lack of monitoring and the need to regulate corruption and engage at the local community level. The primary areas of respondents’ focus include: • rolling out free universal healthcare. Lack of • prioritizing maternal and child healthcare. 13/15 Implementation • increasing access to quality healthcare locally (through the Chefs de Zone). Measures • improving access to education and jobs (especially since they impact health and wellbeing). • securing access to a standardized minimum healthcare package. Key areas of deficiency that respondents emphasized include: • planning • coordination 13/15 Poor Management • clear roles and responsibilities • budgeting (including establishing an emergency response fund) • documentation In addition to the need for increased public awareness on health issues and available health services, respondents specifically identified deficiencies in the following areas: 10/15 Inadequate Education / • research Training / Capacity • access to data and information Building • effective transference and/or exchange of information • network for distance education • technical assistance • community service • public messaging and awareness raising • capacity development through practical application Although these exist for certain groups of professionals, consideration should be Absence of Insurance / given to establishing a broader, nation-wide system. Comments in this area 4/15 Health Mutuals encouraged the study of and learning from successful implementation in neighboring (mutuelles de santé) countries with particular mention of the Rwanda model and the need to extend such options to the population at large.

Table 8 represents a consolidated summary of participants’ specific identification of areas where they considered there was the greatest potential for USAID engagement to lead to tangible results and significant durable impact.

Table 8 Prioritization of Potential Areas for Strategic USAID Engagement (Health) Table 8 Prioritization of Potential Areas for Strategic USAID Engagement According to respondents, these are potential priority areas to be considered for USAID strategic engagement for greatest likelihood of significant impact within the health sector # of Theme Selected Respondents’ Comments Responses Respondents tended to agree that the greatest improvements in the health sector could be achieved through more deliberate engagement in justice/good governance and education/training, where focus could be placed on the formation of individuals and 14/15 Good Governance promulgating a more effective system. More specifically, within these broad areas, respondents identified the following: • accountability; there must be clear consequences established and enforced, both positive and negative

• transparency; there is a need for participation and transparency in planning and in budgeting (fiscal management) which is open to monitoring and feeds into the accountability point above • engage the local community; this is a critical component of an effective strategy in the healthcare system, especially for decentralization and for accountability and transparency to have the best chance for success • dialogue and advocacy; need to encourage participation and engage stakeholders (including local communities and CSOs) in identifying needs, establishing priorities and taking ownership of demanding rights, monitoring services and holding entities accountable • mobilize ‘pressure groups,’ at every level (centrally, provincially and locally) with priority of focusing on values rather than just on services and materials • consider focusing on ‘best management principles’ and complementing that with computerized systems for personnel, medication and financial management which would allow for greater transparency and accountability There is agreement that it is not the lack of policies that is hindering positive change within the health sector. Rather, it is most often the absence of implementation mechanisms of the policies. The DRC has many good policies and laws in place but 11/15 these are not effectively implemented. Implementation Prime areas for potential effective engagement include: Mechanisms • focus on clearly articulated, agreed-upon and disseminated roles and responsibilities for all actors within each component of the healthcare system • prioritize accountability; begin by establishing one clear level of effective accountability based on the delineated roles and responsibilities above • enhance capacity and empower systems prioritizing results-based management • invest in the role of civil society in the success of these efforts Respondents also prioritized investing in education/training/capacity building. This included formal education and formation of more effective health service providers, as well as a better-informed public, allowing individuals to take greater ownership of their 11/15 Education / personal health and well-being and encouraging a more deliberate role in demanding Training / Capacity results and pursuing the establishment and good management of a more effective Building healthcare system. Specific aspects of this component, raised by respondents, include: • support for medical faculty and universities, incorporating hands-on technical training and capacity building through practice and community service • enhance the use of data and information; computerize systems, increase access and encourage evidence-based decision making; support research • encourage more robust public awareness efforts and prioritize informing general public on their roles and responsibilities vis-à-vis their rights, their health and their well-being • consider the system as a whole (must have a holistic approach rather than trying to work piecemeal; “if one component doesn’t work, often the whole doesn’t work”) • prioritize reaching women and youth (education, jobs and health services) • engage with civil society, the media and religious institutions to play their part in raising public awareness, information sharing and advocacy There appears to be a prevalent sense that USAID could be more effective, and have a greater impact, in its health sector work if USAID went back to the ‘global programming’ approach rather than continuing with its current vertical funding 9/15 mechanisms. In other words, respondents agreed that greater progress could be achieved “Global by considering the system as a whole and reincorporating a more holistic approach, Programming” including a minimum healthcare package, addressing health as a development issue and not just as a health issue, focusing more on rural areas and local communities, encouraging advocacy and supporting actions, enhancing systems with electronic tools and technology and complementing health system enhancements with microprojects such as small investments in rural electricity. • “Instead of thinking projects, look holistically at the problems of the country.” • “Congo is not an issue of poverty … [it is] because we have poor managers.” • “If we stop taking money from donors, we may lose something but we also gain something … maybe we should look at donors not providing 100% of finance but, rather, accompany us in partnership.”

The five primary areas that respondents raised here were: • support the MOH with a balance of funding and technical assistance • provide direct support to rural areas 8/15 Decentralization • direct subsidies to health zones and healthcare centers • increase focus on the collective interest rather than individual interests • enhance data collection, information sharing and monitoring and evaluation

Recommendations The health sector represents, by far, the largest portfolio, dollar-wise, that USAID/DRC has undertaken. It accounts for more than half of all USAID/DRC funding in the DRC over the next four to five years.

As illustrated in the above table, respondents tended to agree that a significant number of good policies and laws are already in existence. The primary roadblocks to their having any significant impact appears to lie in rampant corruption across the sector along with the absence of implementing measures of the policies, poor management and the need for significant education, training, formation and capacity building efforts at every level, both within and without the GDRC. At times, it appears to be a daunting challenge. However, respondents agreed that the most significant contributions that USAID can make to impact life in the DRC must be centered on investments in building good governance and in engaging at the local level.

The USAID/DRC pivot to the east provides an excellent timely opportunity for strategic local engagement in pursuit of more effective programming and a higher rate of return on investment of USG development funding. Collaborating with the Ebola response in the east and piggy “USAID should address [health] at backing on USAID disaster relief engagement there provides the opening for four levels, notably national, deliberately focusing on local engagement provincial, health zone and and more closely monitoring a more CODESA. In other words, USAID measured and contained set of activities should work at the national level designed to effectuate durable change on a but with more attention and micro scale and to build on that experience to emphasis on the local level since propel the DRC forward on the Journey to Self-Reliance scale where the vast majority that is where services are delivered” of its performance lies well below the average -Respondent score for other low- and middle-income countries.

The Integrated Health Project focuses on primary healthcare in nine provinces and works in 178 health zones. It prioritizes direct engagement with healthcare institutions and local communities on integrated health services and currently operates in Tanganyika and South Kivu in the east. Under the umbrella of containing the spread of Ebola, USAID/DRC could directly engage in local communities surrounding the Ebola infected areas and consider expanding further in the east on the basis of lessons learned from its current engagement in Tanganyika and South Kivu as well as other relevant areas. Working in tandem with the two Global Health Supply Chain projects, engagement in the east could be supplemented by significant procurement and management of health commodities and essential medicines. The effort would benefit further by tapping into the provincial laboratory, established in Kisangani under the Disease Control and Reproductive Health

12 project. Consideration might also be given to expanding laboratory services there beyond its current focus on tuberculosis.

The health team could spearhead increased USAID/DRC engagement in the east by focusing on local communities, local healthcare services and local government structures. This could focus on filling the gaps identified by respondents through a deliberate prioritization of developing local plans, with local stakeholder participation, establishing clear roles and responsibilities, building capacity and training stakeholders on filling those roles and meeting their responsibilities along with appropriate mechanisms for holding them accountable. The team would have the opportunity to strategically focus on universal coverage and free maternal and child healthcare. Since the overall stated justification is to contain the spread of Ebola, significant focus on communicable disease prevention, recognition and treatment, along with all their necessary supporting investments in public education, awareness raising, screening, diagnosing, treating, monitoring, containing and laboratory testing, vaccinating and record keeping could all be justified. Further, parallel investments in nutrition and sanitation would be necessary. Concurrent engagement with civil society and the media to enhance public awareness and encourage direct participation on the basis of a demand-driven approach and to establish transparent monitoring and accountability mechanisms would form a better integrated, more holistic systematic intervention modality.

Revisiting the priorities currently set under the Breakthrough Action project might provide complementary learning opportunities since the project focuses on understanding the determinants of key health behaviors and how to affect healthy behavior change. All these interventions could be further supplemented by the various other, more narrowly specific, funded projects including malaria, polio, fistula, HIV/AIDS and tuberculosis as needed. The entire effort should be supported by a robust data collection and analysis capability, not only to monitor and inform evidence-based decision-making and adjustments to a very fluid situation in the field, but also with a deliberate intent to identify, document, test and validate lessons learned on the basis of which further progress and eventual replication and transference to the provincial and central levels may more readily be accomplished.

The holistic programming that “The health zone is a system. Like all USAID/DRC is envisioning must carry systems, the various parts must work across all the sectors involved and be built in coordination. For that to happen, on vigorous information sharing, collaboration and joint decision-taking there must be a coordination team. both within and without the Mission. We have lost the perspective that the Collaboration with the World Bank, coordination structure provides particularly on the prioritization of their technical leadership; instead, it has road building activities, may prove become too administrative in order to essential in facilitating access to the manage the RBF system. They are no healthcare facilities and the communities where USAID/DRC is working, enhancing longer interested in quality of care.” general health and wellbeing and -Respondent increasing the likelihood of more durable progress in the health sector. Further coordination and collaboration with current partners including the United Nations World Health Organization (WHO) and the United Nations Children's Fund (UNICEF) and strengthening

13 partnerships with other donors, including the EU, DFID, SIDA, France and Belgium, will also support building a long-term cohesive engagement strategy and plan to the benefit of the citizens of the DRC.

Partnering with universities, health professional formation institutions and medical schools would also contribute to building a more capable and better equipped workforce in the sector; a receptive audience and a cadre of supportive professionals as programming expands to other areas and spreads at the national level. Investing in capacity building could provide a pool of capable professionals that programming could tap into for engagement in the field; launching a “learning by doing,” formation through practice component would allow for deliberate testing of and learning from local implementing mechanisms as a microcosm for feeding the development of sector-wide implementation mechanisms so sorely needed at the central and provincial levels.

Finally, some consideration might be given to engaging with the United States Department of Defense’s Africa Command (AFRICOM). Over the past few years, AFRICOM has developed and launched an intensive program of coming alongside African nations and investing significant time, human and material resources in facilitating the establishment of a significant nation-wide capacity for responding to emergencies and disasters, both natural and man-made. AFRICOM further supplements this effort with significant materials and equipment contributions to the health sector in addition to the military, police and internal security apparatus.

Respondents mentioned DFID, JICA, GIZ, GAVI, Belgium, France, Canada, South Korea, the World Bank, WHO, UNHCR, UNICEF, UNFP, UNAIDS, UNDP and Gates Foundation as potential partners.

EDUCATION In the education sector, 10 data sets, including individual key stakeholder interviews (6) and small facilitated group discussions (4), were collected. These included representatives from USAID (1), donors (1), GDRC (1), the UN (2) and NGOs and IPs (5). Further details are in Annex E.

Summary of Findings Table 9 summarizes the current state of affairs regarding GDRC education sector public policies and legal instruments, according to respondents.

Table 9 Current State of Public Policies within the Education Sector Table 9 Current State of Public Policies within the Education Sector Policy Exist Selected Respondents’ Comments Y N Education Law X “It was put in place in 2014 but it needs implementation mechanisms.” GDRC has developed the Stratégie Sectorielle de l’Éducation et de la Formation Education Strategy X 2016-2025 (SSEF) but it needs to be harmonized with the 2014 Education Law. The SSEF also lacks implementation mechanisms for making it operational. Law for Free Primary Except for Kinshasa and Lubumbashi this law has never been implemented. On Education / Loi sur la Gratuité X the contrary, there is a plethora of school fees paid by parents. 75% of schools are de l’Éducation Primaire carried by pupils’ parents. Policy on Continuing Respondents identified the need for professional development and the continual Education and Professional X training and education of professionals, especially teachers, as a critical need Development across the sector.

“We need a formal policy to institutionalize the monitoring of progress in Research Policy X education and to set scientific measures for evaluation.” “We have 7,000,000 children out of school. DRC has a 27.1% illiteracy rate (14% Policy for Out-Of-School for men, 39% for women) and we lack a deliberate focus on reaching children X Children that are not in school and helping them get caught up; both formally and informally.”

The two following tables summarize the data analysis conducted solely on participants’ actual responses to questions within the instruments used. Table 10 specifically compiles data pertaining to perceived present challenges significantly hindering progress in the education sector.

Table 10 Prioritization of Challenges to Progress in the Education Sector Table 10 Prioritization of Current Challenges to Progress in the Education Sector # of Theme Selected Respondents’ Comments Responses Key areas of deficiency that respondents emphasized include: • lack of ownership by GDRC – lack of Ministry coordination Lack of Good 9/10 • minimal transparency and accountability – need to monitor MOE and schools Governance • absence of clear roles and responsibilities; should revise Ministry hierarchy • dearth of budgeting and fiscal management; widespread corruption, nepotism The primary areas of respondents’ focus include: • disorganized parents’ committees Insufficiency of Local 9/10 • lack of good data and/or statistics – school mapping and verification Engagement • lack of human resources –training and continuing education for teachers • need to strengthen civil society and local participation – local empowerment Key areas of deficiency that respondents emphasized include: • absence of implementation plan for SSEF • lack of coordination between the four ministries implicated; MEPSP, Ministry 8/10 Absence of of Handicraftsmen (Artisanat), Ministry of Social Affairs, Ministry of Higher Implementation Education Mechanisms • no clear steps for implementation of free primary education policy • widespread circulation of fake Minister Directives • preponderance of (potentially) illegal school fees (350+) • discrepancies in payroll lists and salary payments • deficiencies in formation of teachers and dearth of professional development and continuing education resources Although the Education Law and the SSEF are in place, they need to be harmonized, used to develop a National Education Plan and supplemented by a Absence of Effective 5/10 variety of clear and effective implementation mechanisms. Policies The need for policies related to research, continuing education and professional development and ‘out of school’ children were also cited.

Table 11 represents a consolidated summary of participants’ specific identification of areas where they considered there was the greatest potential for USAID engagement to lead to tangible results and significant durable impact.

Table 11 Prioritization of Potential Areas for Strategic USAID Engagement (Education) Table 11 Prioritization of Potential Areas for Strategic USAID Engagement According to respondents, these are potential priority areas to be considered for USAID strategic engagement for greatest likelihood of significant impact within the education sector # of Theme Selected Respondents’ Comments Responses Respondents indicated that, while the SSEF and the law for free primary education are Implementing 7/10 already in place, they are largely ineffective due to the lack of implementation plans Mechanisms empowered by implementation mechanisms.

Areas that respondents identified as key local engagement areas for more effective education sector reform include: • accompany authorities and communities through decentralization process • engage with civil society and enable them to play a more proactive role 7/10 Local Engagement • focus on the committees of parents (COPAs); raise the awareness of parents, build a more demand-driven mentality, support democratic reform within the COPAs and encourage more proactive engagement • work with teachers (training) and monitor their payroll Respondents identified the following primary areas for strategic engagement: • within the GDRC, provide training and capacity building at every level; Central, Provincial and Local (ETDs) Education / • prioritize teachers; provide training, capacity building, continuing education, 7/10 Training / professional development Capacity Building • invest in public messaging and awareness raising • enhance capabilities of and collaboration within local civil society • accompany COPAs through reform process, enhancing their role and capabilities Without the GDRC taking ownership of the education system, change will be very limited over time. Respondents identified the need to directly “advise” and “accompany” top ranking individuals and bodies within the MOE, with one respondent strongly advocating for complete revision of the MOE hierarchy. Additional key areas for 6/10 Good Governance potential targeted interventions include: • financial management; including teacher payroll lists and processes • transparency and accountability, with monitoring • anti-corruption, including nepotism The primary concern of respondents in this area included the need to harmonize the 2014 Policy / Legal 3/10 Education Law with the 2016-2025 Education Strategy (SSEF) to form a cohesive basis Framework for developing plans and promulgating implementation measures.

Recommendations Most USAID/DRC education program funding is already either completely or partially focused on the east. An examination of ACCELERE! 1 and ACCELERE! 2 programming priorities for the next few years might illuminate potential areas of synergy where a deliberate prioritization of investments in the east might more strategically support the Mission pivot to the east.

The Integrated Youth Development project, focusing on vulnerable youth in the east, exploring alternative learning pathways and investing in the development of economic opportunities and livelihoods enhancement, might strategically act as a bridge between education and economic growth activities. Additionally, it could be beneficial to look at lessons learned from ACCELERE IV and consider whether it would make sense to expand it to, or replicate it in, the east.

16 Strategically, the education team might prioritize working at the central level to support efforts to harmonize the “One problem that we have here is Education Law and the SSEF, assist in that, when international developing a National Plan for Education organizations come, they take the with the necessary implementation skilled workers out of the government mechanisms (including clear roles and responsibilities) supplemented by robust and put them in a project to basically formation, training and capacity building do the work of the government. for teachers and governance officials at Then, when the project ends, there is the central, provincial and local levels. In no sustainability” parallel, and building on these, the team -Respondent could then emphasize working in the east as a form of field work, technical formation and practical experience, which respondents identified as an important need, thereby supplementing the local workforce at this critical juncture and cementing good governance and local engagement priorities in all those involved.

Locally, a focus on COPAs and civil society, alongside local schools (importantly adding public schools to the programs), local education officials and government structures (ETDs) would, by definition, lend itself to meeting USAID/DRC and GDRC priorities and furthering effective Mission engagement in the east. Working with local schools would allow direct engagement in fighting corruption and nepotism (good governance) and addressing issues of transparent financial management vis-à-vis schools and teachers’ lists and the payroll system. It would also facilitate practical rolling out of the free primary education policy and standing to confront and help control (eliminate) ‘illegal’ school fees.

Investing in local communities, ensuring their participation and soliciting their taking ownership of and management of the COPAs will need to be based on rigorous public education and awareness-raising efforts (using the media projects with other sector teams) but could also serve as a practical hands-on example of good governance. In other words, empowering members of the local community to engage in defining the roles and responsibilities of members of the local COPA, coupled with an electoral process for selecting these members and holding them accountable and moving forward, on that demand-driven basis, to engage with the local authorities could serve as an enlightening model for citizens to take responsibility for and engage in the deliberate pursuit of responsible governance and good service provision across the board. This engagement would tie in directly with work in health, economic growth and democracy, human rights and governance and, with an active and responsible COPA, it would have direct implications in supplementing and informing the work in security.

Although the Teacher Resource Center is based in Kasai Oriental, Mbuji-Mayi is one of the larger cities in the DRC and benefits from relatively good infrastructure, including a significant airport. Consideration should be given to explore how the work accomplished in and through the Center might directly supplement and support related aspects of USAID/DRC’s engagement in the east.

17 Respondents cited DFID, JICA, SIDA, Norway, Switzerland, Canada, China, South Korea, the World Bank, the African Development Bank, UNESCO, UNHCR, UNICEF, and WFP as potential partners.

ECONOMIC GROWTH In the economic growth sector, nine data sets, including individual interviews (4) and facilitated group discussions (5), were collected. These included representatives from USAID (1), donors (1), GDRC (including Presidential advisors) (4) and institutes and IPs (3). Further details are compiled in Annex F.

Summary of Findings Table 12 summarizes the current state of affairs regarding GDRC economic growth sector public policies and legal instruments, according to respondents.

Table 12 Current State of Policies within the Economic Growth Sector Table 12 Current State of Policies within the Economic Growth Sector Policy Exist Selected Respondents’ Comments Y N National Plan for X “It exists, but without implementation mechanisms … no operationalization.” Investment X Unfortunately, it appears that the policy does not define the roles and responsibilities of any of the stakeholders. • “The policy should give a primary role to youth and women. Seventy percent (70%) of the population depends on agriculture but youth and women do not really have access to Agriculture Policy technology nor to credit.” • “We must be able to attract small and medium enterprises (SMEs) into the agricultural sector … without them, it is very difficult to develop our economy. They often serve as catalysts for growth and advancement, bringing in technology for transforming and storing products.” • “If we can create employment opportunities at the local level, focusing on the youth, it can reduce conflict since the youth will gain their own livelihood.” • “The development of the private sector needs special attention; incite large multinationals, like Nestlé, to come here and invest. It is the private sector that can also bring industrialization, needed to transform agriculture, and the equipment for small and medium sized farmers.” • “The policy must be interdisciplinary, including the energy sector, and must focus on changing the rural economy. The State must be totally implicated and not leave it to donors and NGOs.” X “The policy is unclear and there are no implementation mechanisms.” Policy on Value “Research prioritizes varieties and such, but … there is no coordination between the Chains creation of varieties and other points in the value chain.” X “Anti-corruption is the most important area. Corruption blocks all reforms that the country Code of Ethics and tries to put in place … people work on the basis of self-interest.” Deontology “There are public policies in place but they are insufficient and disjointed. We need to bring all these laws together and enforce them.” X • “The policy is not clear and it does not really have implementation mechanisms. Only one company (from Kazakhstan) paid for a concession.” Mining, Extraction • “There is a new law on reallocating mining funds to local ETDs. It covers the distribution Licenses and of money but is silent on how the funds should be used.” Concessions • “There is a law on artisanal mining which requires that all artisanal miners form cooperatives … this is very limiting in practice.” X “It has been years since we put something in place. In 2006, there was a national policy on seeds but it was never applied … it was passed from the MOA to Parliament. The advisor to Legislation on Seeds the President promised its adoption but it has not yet passed to Parliament.” “The seeds bill is yet to be passed and, also, lacks implementation mechanisms.”

X • “Many mining companies register themselves with different identities at different services. There is no common database where they can be identified, tracked and monitored.” • “Data is collected and published every year, but no one uses this. Civil society and Policy on Data and Parliament should be using this information to inform their activities. There is a lack of Information capacity to understand and use this data as it is often quite technical … but it is there and should be exploited.” • “Look at the Ghana example which has a system of open data. All can see who won public procurements. It enhances transparency and accountability.” Agricultural X “There is no real infrastructure for extension services; it doesn’t exist.” Research Policy X “Increased access to information technology would go a long way in enhancing development in the agricultural sector.” Policy on “The GDRC recently launched the National Digital Plan / Plan National du Numérique Technology (Sept 2019) … We desperately need to prioritize digitalization of the entire administration process.”

The two following tables summarize the data analysis conducted solely on participants’ actual responses to questions within the instruments used. Table 13 specifically highlights data pertaining to perceived present challenges significantly hindering progress in the economic growth sector.

Table 13 Prioritization of Current Challenges to Progress in the Economic Growth Sector Table 13 Prioritization of Current Challenges to Progress in the Economic Growth Sector # of Theme Selected Respondents’ Comments Responses All respondents identified the need for a more friendly business (private sector) environment and the deliberate pursuit of foreign investors as a top priority. Specific hindrances mentioned include: 9/9 Poor Business Climate / • the electricity law is not foreign investor friendly Lack of (Foreign) • enterprises in the agriculture sector must be majority owned by Congolese Investment • inaccessibility of women, youth and SMEs to technology and credit • the lack of intellectual property laws (Seeds) and other investment protections • the need for structural transformation • the lack of clarity and transparency in concessions and licensing processes The primary areas of respondents’ focus include: • need for working with ETDs and accompanying local officials (mentoring?) • lack of good information, valid data and/or statistics – no space for Insufficiency of Local information sharing and consolidation 8/9 Engagement • no adequate monitoring, inspection and correction • need to strengthen civil society and local participation • deficiencies in the development of human capital – limited training and capacity building opportunities • weak electricity production and management • absence of a common database(s), information sharing and transparency Key areas of deficiency that respondents emphasized include: • corruption – no transparency or elevation of common interest over personal. • no accountability, monitoring and oversight 7/9 Lack of Good Governance • dearth of clear roles and responsibilities • little budgeting, fiscal management and oversight of special public accounts. • limited documentation and information sharing • absence of transparency and the use of technology (open data) to that end In addition to the repeated indication that policies were unclear and/or lacked cohesion, respondents specifically singled out the following areas as not having Absence of implementation mechanisms: 6/9 Implementation • agriculture law Mechanisms • national Plan for Investment • policy on seeds • decentralization; especially when it comes to the movement of funds

Respondents regularly mentioned the following sectors as either lacking or being deficient in their policies, laws and/or regulations: • investment / business Absence of Effective • research 6/9 Policies / Legal • technology Instruments • health; universal coverage and maternal and child health • education; free schooling • agriculture (comprehensively)

Table 14 represents a consolidated summary of participants’ specific identification of areas where they considered there was the greatest potential for USAID engagement to lead to tangible results and significant long-term impact.

Table 14 Prioritization of Potential Areas for Strategic USAID Engagement (Economic Growth) Table 14 Prioritization of Potential Areas for Strategic USAID Engagement According to respondents, these are potential priority areas to be considered for USAID strategic engagement for greatest likelihood of significant impact within the economic growth sector # of Theme Selected Respondents’ Comments Responses Every one of the respondents indicated that the greatest improvements in the economic growth sector could be furthered through deliberate engagement in building a more conducive business environment, with an emphasis on encouraging foreign Improving Business 9/9 investment. Further, they agreed that corruption and the lack of security were two Climate and preeminent roadblocks to pursuing durable positive change. Encouraging Respondents identified the following specific areas for consideration: Investment • ensure that all policies and programming are more focused and include a

market/business orientation

• revisit policies and laws and make them more friendly to entrepreneurship and

business development in general, and to foreign investment in particular

• establish small business loans and micro-enterprise credit mechanisms

• explore the possibility of partnering with the private sector to identify and

encourage investment in the Congo; especially in electricity generation

• identify and work with “good companies” and encourage them to champion the

cause and set a good (public) example for others

• enhance the monitoring and accountability of mining and extractive entities

• consider investing in revitalizing cash crops and factories While the development of public policy is largely a central government function, respondents indicated that local engagement, based on implementation mechanisms developed for effectively rolling out the policies, presents the best opportunity for greater impact and sustainable change. According to the respondents, areas for potential effective programming include: • focus on the ETDs and invest in building their capacity for inclusion, transparency, 8/9 Local Engagement planning, participation, accountability, management, forecasting, reporting, budgeting and monitoring • focus on learning and the application of lessons learned in the local context • provide training in business development; especially agribusiness • encourage advocacy and engage with local civil society • support the development of SMEs; particularly in the agriculture sector and especially with women and youth • assist with the monitoring of mining company payments; capacity building and accountability • facilitate relationships with universities and research centers that could engage and assist in these efforts • prioritize anti-fraud efforts and the fight against corruption • monitor central government fiscal disbursements; particularly in the health and education sectors (decentralization)

A critical cross-cutting area of intervention across all sectors, respondents within the EG sector raised the following: • The most important aspect of investing in a durable positive change in the DRC is 7/9 Good Governance for the State to take full responsibility rather than stand back and allow donors and NGOs to play its role. There is a need for the government, in all its forms, to very clearly articulate its roles and responsibilities and to take ownership of these. • The elements of accountability, transparency, participation and inclusion need to be at the forefront of interventions at every level of government. • Empowering the National Committee on Corruption, as an independent forum with its own agenda and monitoring and enforcement budget, should be an integral component of government reform in the DRC. • Focus on decentralization and invest in capacity building of the ETDs in management, participatory budgeting, monitoring, transparency and accountability at the local level. • Partner with the World Bank on fighting fraud. • Enhance capacity for mapping, data sharing and analysis; invest in establishing common databases for information management and sharing. • Engage with civil society to play their part in raising public awareness, information sharing, monitoring and advocacy. In general, respondents indicated that there are still some critical policies, laws and regulations that need to be developed in the economic growth sector. Further, there is general agreement that even where critical policies do exist they often lack 7/9 implementation mechanisms allowing them to express themselves in practice. Implementation Respondents singled out the following areas where the absence of implementation Mechanisms mechanisms may be most pronounced: • National Plan for Investment – National Fund for the Development of Agriculture (FONADA). • pursuit of agribusiness, soil mapping and land planning for local priorities • food safety • free education • energy • accountability measures across the board The six primary areas that respondents raised here are: • investments in the agriculture sector • prioritizing market focus Policy / Legal 7/9 • including the energy sector (more holistic) Framework • address cash crops • revive and advocate for the Seeds Bill • prioritize education and health; for a better equipped, more robust workforce

Recommendations All of the economic growth team’s programming over the next few years, including those listed under Responsible Mineral Trade, already favors heavy engagement in eastern DRC. As such, the team is well placed to provide significant support to the Mission’s pivot to the east.

The Strengthening Value Chains project focuses on key priority areas for the Mission’s integrated pivot approach; governance, agriculture, health and education which all align significantly with priorities identified by the respondents to this study. Its primary objective is to strengthen the foundation for durable peace in the east. As such, it may be used as a cornerstone to this integrated strategy and a strong foundation for the success of the pivot.

21 Respondents regularly identified investments in the agriculture sector and enhancing the business environment related to it as an important priority for USAID/DRC to consider. Collaborating with other donors and strategic partners is likely to increase effectiveness and enhance the potential for durable impact. For example, the United States Department of Agriculture (USDA), through its Foreign Agricultural Service (FAS), has, over the past few years, developed a very successful approach to engaging “Agriculture is not only with value chains. Rather than focusing on individual value about food; it is also the chains, vertically, they have begun prioritizing a horizontal approach across value chains which focuses on creating an instrument for entrepreneurial space where local individuals, SMEs and creating wealth” the private sector can directly engage in providing value- -Respondent added services to enhance production and catalyze product transformation. This is achieved through investments in efforts to provide transportation, storage, refrigeration, access to markets and a wide variety of transformation services, depending on the particular product in question, to markedly increase returns to local farmers and increase their motivation and productivity. It may be of strategic value to pursue potential FAS collaboration in this effort.

ASILI 2.0, Scaling for Sustainability in the Kivus and the Loan Portfolio Guarantees project focus on economic development and livelihoods support using economic instruments and engaging with the private sector. ASILI 2.0 prioritizes sustainable social enterprises to improve the economic, health and water and sanitation sectors and the Virunga Electricity Distribution Grid project will “We are victims of the riches provide 4,000 households in Goma with electricity in our soil. We have all the and focuses on SMEs through business training resources and they are and credit and creating a sustainable business exploited, but they are not zone. The Household Grants for Youth project targets an additional 6,000 young people in the helping the Congo” -Respondent east for entrepreneurship, business development and securing their livelihoods. Together, they represent a significant building block and learning opportunity model for replication and strengthening across all the other sectors and with additional local communities in the east. Partnering with other donors, including DFID and the EU (Sweden is already a partner), secures further strategic opportunities and collaborating with the World Bank, encouraging them to prioritize the targeted business zones with their road-building efforts for example, could significantly enhance accessibility and multiply the impact of USAID/DRC investments. These investments might be able to deliberately compliment and integrate well with other sector program priorities including the Integrated Youth Development project in the education sector.

Finally, the Commercially Viable, Conflict Free Gold Project and the Sustainable Mine Site Validation Project also serve to engage with the private sector and artisanal small-scale mining operations, both essential for establishing durable progress in the east and useful vehicles for practically working on the governance and local engagement priorities, fighting corruption and strengthening the demand-driven approach of an informed and engaged local populace.

22 Respondents mentioned DFID, GIZ, Belgium, France, the World Bank, the African Development Bank, FAO, UNWOMEN, UNAGRO, the Carter Center, and the Gates Foundation as potential partners.

DEMOCRACY, HUMAN RIGHTS AND GOVERNANCE In the democracy, human rights and governance sector, 18 data sets, including individual key stakeholder interviews (12) and small facilitated group discussions (6), were collected. These included representatives from USAID (3), donors (3), GDRC (9) and NGOs, CSOs and IPs (3). See Annex G for more details.

Summary of Findings Table 15 summarizes the current state of affairs in regard to the GDRC democracy, human rights and governance sector public policies and legal instruments, according to respondents.

Table 15 Current State of Public Policies within the Democracy, Human Rights and Governance Sector

Table 15 Current State of Public Policies in the Democracy, Human Rights and Governance Sector Exist Policy Selected Respondents’ Comments Y N Decentralization In the Constitution, but no national policy. Eighteen (18) decentralization laws have been X Laws passed but without implementation mechanisms. Human Rights The laws exist but “they are uncl ear and without implementation measures.” X Laws Media Protection “The Media Law exists (1996) but needs to be revised and updated.” X Laws Anti-Corruption “It exists and PM signed a letter on corruption before all the ministers.” X Strategy Non-Profit “These exist but they need to be revised and updated.” X Association Laws Free Access to “The Public Free Access to Infor mation Bill has not been passed yet.” Information Laws X

Public The new Public Administration Law needs to be implemented. Administration X Law Laws are in place but they need reform. Particular respondent recommendations include he Judiciary Laws X enhancing the independence of t judiciary and increasing their investigative capabilities. “The Code du Travail exists. It a lso includes protections against child labor and for domestic Labor Laws X workers. However, no penal code sections exist meting out punishments for not adhering to the law. Harmonization (of whic h this is but one example) is needed.” Minority “Laws protecting minorities and indigenous communities exist, in keeping with international X Protection Laws conventions, but they are not fol lowed.” “We have been working on comp hensive public finance reform (2011-2017) but Parliament Public Finance X X has placed a five-year moratoriu m on it. Ongoing reforms are moving forward and need to be Reform completed.” “We need an effective policy on reconciliation with an emphasis on human rights and Reconciliation X transitional justice, and with clea r Disarmament, Demobilization, Reinsertion and Policy Reintegration components.” “We are working on drafting a n ational strategy to counter human trafficking. The DRC ratified the Palermo Protocol on 28 October 2005. By Presidential Order (#19/027; April 23, Counter Human X 2019), President Tshisekedi created a special agency to counter human trafficking … Trafficking Laws followed by a workshop in Maywhich permitted us to draft the bill on human trafficking …

The two following tables summarize the data analysis conducted solely on participants’ actual responses to questions within the instruments used. Table 16 specifically delineates data pertaining

23 to perceived present challenges significantly hindering progress in democracy, human rights and governance.

Table 16 Prioritization of Current Challenges to Progress in Democracy, Human Rights and Governance Table 16 Prioritization of Current Challenges to Progress in Democracy, Human Rights and Governance # of Theme Selected Respondents’ Comments Responses Key areas of deficiency that respondents emphasized include: • absence of participation in governance – need demand driven approach • lack of ownership by the State – should focus on common interest rather than current 18/18 Lack of Good prioritization of personal interest Governance • no transparency – should computerize entire fiscal mechanism (also customs) • no accountability – need monitoring with penal consequences for corruption • absence of clear roles and responsibilities – National/Provincial/Local • weak budgeting and fiscal management –standardized government spending • lack of infrastructure – roads, rail, water, electricity • minimal local engagement – need robust access to information • weak ETDs – need to bring ETDs and civil society to work closely together USAID ought to focus on ETDs; start with local elections, develop local plans, build a local roadmap, support with financial management, publish forecast and budget and work with civil society on monitoring and accountability. (CSO/NGO/IP) “In addition to governance at the central level, we should focus on good governance within each sector. There is a great need for it.” (Donor) Respondents raised many topics as well as groups in need of training and capacity Need for building and the need for deliberate and robust public education efforts. Education / “The transition from dictatorship to democracy is not an easy one and it requires sizeable 16/18 Training / investments in retooling, educating and training all the parties involved, including the Capacity general public. The GDRC Coordination pour le Changement de Mentalité effort Building [Presidential Order 19/007; July 25, 2019] is weak and dispersed. I believe it represents an area where investment of effort and resources will yield large returns.” Absence of Respondents called attention to a large number of deficiencies within the legal and policy 10/18 effective Laws domains as outlined in Table 15, above. and Policies

Table 17 represents a consolidated summary of participants’ specific identification of areas where they considered there was the greatest potential for USAID engagement to lead to tangible results and significant durable impact.

Table 17 Prioritization of Potential Areas for Strategic USAID Engagement (Democracy, Human Rights and Governance) Table 17 Prioritization of Potential Areas for Strategic USAID Engagement According to respondents, these are potential priority areas to be considered for USAID strategic engagement for greatest likelihood of significant impact within the democracy, human rights and governance sector # of Theme Selected Respondents’ Comments Responses Enhancing informed participation at all levels, both within and without government, is the preeminent strategic engagement area that respondents articulated. According to them, this multidimensional engagement should include the following components: 18/18 Good Governance • enhancing collaboration and agreement between all levels of government; Central, Provincial and Local • robustly supporting the ‘demand driven’ approach to participation • invigorating information sharing and public awareness-raising modalities • investing in ETDs and encouraging strong collaboration with civil society • establishing good governance within each sector of engagement • standardizing government spending, financial management and transparency

Respondents raised a large number of topics/areas and groups in need of training and capacity building including: • human rights and minority rights education and public awareness • include Central, Provincial and Local levels – emphasize cross fertilization Education / 16/18 • include Members of Parliament; especially on drafting of policies and laws Training / Capacity • focus on EDTs and financial management (income from concessions) Building • Protection; especially recognizing and countering human trafficking • train the military on human rights and countering human trafficking • target CSOs for capacity building and information sharing – joint monitoring “Women and youth are important demographics as they are the largest portions of the Congolese population. If you can include women and youth as the center of your strategy, that would be important. They are engaged and enthusiastic.” While numerous areas for engagement may be found in Table 12 above, the tone of the 10/18 Laws and Policies respondents’ answers suggests that there are likely to be several additional laws and policies that need to be addressed. With USAID/DRC poised to ‘pivot to the East,’ it may be noteworthy that respondents raised significant, potentially useful points, including: • EU programming is heavily focused on the eastern part of the DRC. Security / Focus on 9/18 • The same is true for DFID and the Swedish Government. East DRC • Most NGOs working on gender and protection issues focus on the east. • The focus on a holistic Ebola response represents an excellent opportunity for all sectors and an expansion of areas for a more effective response.

Recommendations Responses related to the DRG sector include a plethora of policies and laws that may require attention at the central level. That said, governance and local engagement were singled out as the preeminent areas for USAID/DRC engagement across the board. As such, the DRG team may need to make a more “In addition to governance at the pronounced effort in balancing a more central level, we should focus on central focus in addressing national policy good governance within each sector. and law issues while, simultaneously, There is a great need for it” investing in more deliberate local -Respondent engagement in the east to facilitate and support more effective engagement across the other sectors. Without significant advances in ‘good governance,’ in its most basic forms, at every level and within each sector, the long-term impact on durable change will remain excessively vulnerable in the DRC.

The team’s Integrated Governance Activity is already engaged in the east and it focuses on community-level engagement and citizen collaboration. Further, the Activity prioritizes good governance practices across “We have 54 ministries who need the health, education and economic growth help putting sector policies in place sectors in particular. This represents a perfect … [and] all provinces need help opportunity to expand engagement in the east pulling together their development and to directly support the USAID/DRC plans and implementing them” pivot and the efforts of the other sectors there. Affecting policy development and legal -Respondent reform centrally and supplementing that with direct application at the local level could provide an excellent opportunity for balancing a top-

25 down and bottom-up approach to informing, designing and adopting effective implementation mechanisms across the board.

The Media Sector Development Activity focuses on encouraging more responsive and transparent institutions through the effective engagement of an open and vibrant media sector. This constitutes a key cornerstone area of engagement for the success of the USAID/DRC multi-sectoral pivot and its engagement in the east during this stage. This Activity could provide very essential services to the overall engagement should it be possible for it to realign priority activities and resource expenditures in order to enhance public awareness and facilitate the development of local demand- driven participation.

The other three programs in the DRG portfolio focus more specifically on elections. The Congo Demokrasia Civic and Voter Education Activity prioritizes citizens’ active peaceful participation and “When it comes to the informed voting, largely at a national level. Resources DRC, if we effectively and expertise could supplement efforts by the other address the basic sectors in the east and support local elections, even at the ‘micro’ COPA or community council level, to help crosscutting issues then people learn about civic responsibility, taking the rest, including ownership and participating in determining their own security, will follow” priorities and the pathways to attaining them and -Respondent experiencing what it means for their personal and communal lives. This, potentially coupled with collaboration from the Elections Observation Activity and the Electoral Integrity Activity, could constitute the formation of significant local building blocks for the DRC’s continued consolidation of democratic reform in its Journey to Self-Reliance.

Finally, across the various datasets, there was discussion of Results-Based Financing (RBF) and its utilization for more effective engagement within the DRC context. Engagement in the process delineated above might also provide USAID/DRC with an opportunity to utilize the RBF approach and test its utility within the current environment.

Respondents mentioned DFID, GIZ, the EU, Belgium, France, Canada, Switzerland, Sweden, the Netherlands, the World Bank, and UNDP as potential partners.

26 PEACE AND SECURITY In the peace and security sector, seven data sets, all of which were conducted as individual key stakeholder interviews (7), were collected. These included representatives from USAID (2), donors (2), NGOs and IPs (1) and GDRC (2), including one provincial representative. Additional details may be found in Annex H. “The State is weak and Summary of Findings The only public policy that any of the respondents needs to be rebuilt. The mentioned was the National Justice Policy which is State should be the primary currently being drafted. That said, more than half (4 of guarantor of security for all 7 or 57.1%) respondents talked about reform of the of its citizens” military and reform of the police. Three (42.8%) -Respondent mentioned reform of the judiciary.

When it came to discussing current challenges to progress in the peace and security sector, 71.4% (5 of 7) prioritized good governance as a critical challenge and a potentially key area for USAID intervention. Upon further elaboration, the crosscutting areas of fighting corruption and impunity surfaced along with respect for the rule of law. Three of seven (42.8%) identified the lack of infrastructure as another priority challenge. In particular, these highlighted deficiencies in roads, electricity and water. Finally, engaging in international relations, whether in the form of collaboration to lift international sanctions or concentrated efforts to address regional security in the East through facilitated diplomatic talks with Rwanda, Burundi and Uganda, were also raised.

Recommendations Security undergirds all efforts that USAID/DRC takes, especially with the deliberate added focus on the eastern part of the country. The Peace and Security team’s investment in Solutions for Peace and Recovery is likely to play an important role since it focuses on the role of local communities, civil society and women and other marginalized groups in the east. Ensuring that activities are coordinated with modified Mission priorities can build on what has already been achieved and lessons learned in the process. The Counter Gender-Based Violence program may also provide additional expertise and capacity in raising public awareness and ensuring a more holistic approach overall.

Finally, the Tanganyika Conflict Resolution and Mitigation program, although focused on the Batwa and Baluba communities in Tanganyika can contribute to the public information and awareness-raising components based on lessons learned and its existing network established through its responsible journalism efforts and might consider expanding its engagement beyond the boundaries of Tanganyika.

In addition, as discussed in the Health section, AFRICOM has a successful program of ‘coming alongside’ African nation military, police and internal security forces, investing in their training and capacity building and contributing surplus military and security equipment when justified. They might be an additional USG partner to engage with. Of course, significant caution is required in engaging with armed groups, regardless of whether it is the US military, national military or local armed factions, lest it taints USAID programming and diminishes its potential effectiveness.

27 Respondents emphasized a regional strategy to tackle armed groups and mentioned DFID, JICA, the EU, Sweden, Germany (AAA), Switzerland, Norway, the Netherlands, South Korea, and the World Bank, as potential partners.

ENVIRONMENT In the environment sector, five data sets, including individual key stakeholder interviews (4) and small facilitated group discussions (1), were collected. These included representatives from USAID (1), donors (1), GDRC (1) and NGOs and IPs (2). Additional details may be found in Annex I.

Summary of Findings All respondents (100%) agreed that, although the DRC only has a draft National Forest Development Policy and no nationwide forest strategy, there exists an abundance of environmental laws. These are largely well documented and catalogued in the USAID-funded book Codes ENVIRO; faune & Biodiversité (2014) compiled and published by JURISTRALE and are not singled out and listed herein.

Despite this plethora of policies and laws, including national policies on water resources, nature conservation and sanitation, respondents indicated that these are not adhered to nor implemented, often for lack of implementation measures. Unfortunately, the same holds true for the Forest Conservation Law (2014) and the Forest Code as well as the National Territorial Development Plan.

“The DRC still does not Governance was singled out by 100% of respondents as a key challenge to progress in the environment have a forest policy despite sector and included improving natural resources our ranking second, after governance and management, enhancing monitoring the Amazon basin, for the and strengthening the judiciary as prime candidate size of our rainforest and areas for strategic engagement. Sixty percent (3 of 5) accounting for 60% of the added that investments in robust public education and fresh water in all of Africa” awareness-raising efforts, along with bolstering CSO capacity and effectiveness in advocating for a -Respondent demand-driven approach based on a better-informed public should augment the impact of such efforts. Another 60% (3 of 5) favored prioritizing a multi-sectoral approach focused on agricultural development and industrialization, coupled with advances in roads and energy, with the objective of growing production, increasing self-sufficiency and enhancing exports. This, they pointed out, should go hand-in-hand with improving the business climate and engaging with the private sector. Finally, 40% of respondents (2 of 5) indicated that all land use, land tenure and/or land reform efforts should engage with local farmers and take their interests into account.

28 Recommendations In line with the USAID/DRC strategy to focus on eastern Congo, the work of the Central Africa Regional Program for the Environment (CARPE), “Land tenure and land which focuses on protecting biodiversity, landscapes reform should be based on and livelihoods could significantly support the the territorial development combined efforts of the other sectors within this plan in order to benefit strategy. The added focus on community-level rural citizens and address planning, with land use and forest management at its issues of land ownership” core, is a critical contribution to the integrated effort in the east. The same is true for engaging with local -Respondent farmers, building their planning and management capacities and securing their full participation in local USAID/DRC-funded programs.

CARPE could also contribute to the combined effort of bolstering CSO capacity and effectiveness and in formulating and producing robust public education and awareness-raising materials by ensuring that biodiversity and landscape protection messages are included (and accurate). Further, balancing efforts and investments in livelihoods creation and economic opportunities are key priorities in CARPE-funded programming.

Additional capacity in remote sensing and satellite mapping fill a gap of limited information and a dearth of data sharing. This capacity could be used to inform planning and support monitoring efforts to assist in alerting communities about potential issues and providing evidence for possible changes, adjustments and/or modifications in undertaken activities.

The USDA FAS and their Forest Service might also be worth engaging with and drawing from (expertise, experience and resources) to supplement USAID/DRC investments in the environment sector.

Respondents cited GIZ, JICA, Norway, France, the World Bank, UNICEF and UNDP as potential partners.

CONCLUSION USAID has been engaged in development work in the DRC since very shortly after the country’s independence on June 30, 1960. The December 2018 elections marked the first peaceful democratic transition of power in the country since independence and ushered in an era of hopeful expectancy for the citizens of the DRC. Likewise, the international community is also monitoring developments in the country as it continues to be subject to numerous donor and investment sanctions, severely limiting assistance and business opportunities therein.

Despite these sanctions, USAID anticipates investing over $1 billion in the DRC over the next four years. Priorities are broadly categorized across six sectoral areas: peace and security; the environment; economic growth; democracy, human rights and governance; education and health.

Eastern DRC is grappling with the world’s second largest Ebola outbreak on record. The outbreak was officially announced on August 1, 2018, and is largely confined to the provinces of North

29 Kivu, South Kivu and Ituri. The USG has mounted a robust response to this outbreak, led by a USAID DART team. Partly in response to the growing list of sanctions imposed on the DRC, USAID/DRC has decided to pivot its short-term engagement strategy to deliberately prioritize a focus on eastern DRC and supplement the work being accomplished by the international response to Ebola there.

As indicated in the introduction, while primarily focused on conducting a broad assessment of the current condition of public policies and the legal framework across the six priority sectors, this document further elaborates its recommendations, by analyzing participants’ responses and potential programming considerations, in light of the strategic pivot that USAID/DRC is taking in the short term as well as USAID/DRC’s historical engagement track record and identified current commitments over the next four or five years.

The key ‘take away’ from this exercise is that, while there is an ongoing need for addressing policy and law gaps at the Central level, the most critical needs, agreed upon by respondents, center on addressing issues of corruption and impunity as well as the lack of clarity on how to put existing policies and laws into practice and the facility to do so. Prioritizing the implementation of good governance principles of transparency and accountability, along with meaningful local participation, across all sectors is highlighted by respondents as, possibly, the most effective way for USAID/DRC to achieve long-term sustainable change in the country.

That said, the current situation may provide USAID/DRC with just the opportunity to focus its programming, across all its priority sectors, on local communities surrounding Ebola infected areas and actively engage in deliberate ‘learning by doing’ where holistic programming addressing governance and local engagement may be built upon to address gaps in national policies and to develop meaningful implementing mechanisms based on lessons learned during this period and the evidence gleaned therefrom.

30 ANNEX A – PPOA MECC Statement of Work

31 Public Policy Opportunities Assessment MECC Statement of Work

Background Information At the request of USAID, MECC will undertake an assessment of the current policy environment in the DRC to identify possible points of engagement over the next two to five years. The assessment will develop recommendations based on a range of activities, including reviews of studies and assessments conducted by internal and external units, interviews, consideration of comparative experiences in other countries, and facilitated panel and group learning discussions among internal and external collaborators (see Attachment A for complete USAID SOW). The Final Assessment, to be delivered three months after the launch of the assessment process, will provide recommendations for USAID’s public policy priorities in DRC and aid USAID in the adaptation of current mission strategies and project designs in light of changing mission objectives/approaches and the recent changes in the DRC administration.

Purpose The purpose of this assessment is to conduct a policy analysis in the DRC to identify multi-sector policy interventions based on USG/DRC mutual interest.

Key Assessment Questions Preliminary key assessment questions are provided below, but will be refined during the first phase of the assessment.

1) What are the public policy priorities for the new GDRC for each sector supported by USAID/DRC? a. How do these priorities intersect with USG priorities, in general and USAID’s Development Agenda, in particular? 2) What public policy priorities are being addressed by other donor agencies, and how? a. Are there any opportunities for coordination or collaboration? If so, what are they? 3) Which GDRC public policy priorities have the potential for the greatest beneficiary impact? a. Has the GDRC calculated estimate cost of priority policy implementation? b. During the course of a USAID project cycle, which public policy priorities have the greatest likelihood of reaching desired outcomes? 4) What are possible strategies, leverage points and tools necessary to address identified public policy priorities?

Assessment Approach and Methodology The assessment will incorporate a mixture of research and learning methodologies. Possible approaches are listed below, though the methodology will be finalized during the first phase of the process.

Phase 1: Preliminary data collection: this period will be used to understand the policy landscape and USAID’s Development Agenda and finalize data collection methods for phase 2. 1) Literature and document review 2) Learning event with selected members of the USAID staff Phase 1 Deliverable: Assessment Plan

Phase 2: External data collection and preliminary analysis: this phase will focus on external data collection building on themes identified in phase 1. 1) Stakeholder Interviews

32 2) Facilitated Discussions 3) Data Analysis (TBD) Phase 2 Deliverable: Concept Paper

Phase 3: Data validation: this phase will present preliminary findings for further exploration and validation. 1) Learning event with USAID team 2) Learning event (facilitated discussion) with USAID team and external stakeholders Phase 3 Deliverable: Final Assessment Report

MECC Assessment Team MECC will have a dedicated team of two consultants with support from the MECC staff. This MECC Assessment Team will work closely with an internal USAID assessment. The MECC Assessment team will include the following members: 1) Team Lead 2) CCN Consultant 3) MECC M&E Team 4) MECC Learning Team

Deliverables ● Assessment Plan: Due two weeks after the beginning of the onboarding of the Team Leader. The plan will provide a roadmap for the activities to be conducted during the consultancy period, including dates and milestones. ● Preliminary Report and Presentation: Due two months after the start of the assessment. The concept paper will consist of initial recommendations and should be no longer than 10 pages in length. A presentation of the Concept Paper’s initial findings will be provided to USAID staff for feedback. ● Final Assessment Report: Due one month after the receipt of USAID’s feedback on the concept paper. The Final Assessment that recommends priority public policy issues and reforms that USAID should support should be no longer than 25 pages in length in Times New Roman 12- point font. It will provide a consolidated presentation of what was learned through the document reviews and various group learning discussions and the recommended public policy priorities areas. It will also include how these priorities connect with other existing USAID programs as well as its relationship with the work of other donors.

Timeline

To be finalized during Phase 1.

Activity Duration Planning and Design: Team mobilization, finalization of assessment plan 2 weeks Data Collection I: Document review and secondary data analysis 2 weeks Data Collection II: Key informant interviews 3 weeks Preparation of Concept Paper: Data analysis and writing 1 week Validation of Findings: Presentation to USAID; iterative process of review and 1 week discussion to develop final report Submission of Final Report* (based on receipt of feedback on Preliminary Report 4 weeks* within 1 week) Total duration 12 weeks

33 Attachment A

Statement of Work for a Specialized Assessment on Public Policy Opportunities in DRC I. Overview The peaceful transition of power following the 2018 elections in the Democratic Republic of the Congo (DRC) offers new opportunities to advance USAID’s development agenda. After decades of limited programmatic success and collaboration with the GDRC, the time is right to re-assess options for advancing public policy reforms that will lead to a more responsive DRC government that meets the needs of its citizens. USAID has an annual portfolio valued at $300 million in the areas of Democracy and Governance, Health, Education, Economic Growth, Peace and Stability, and Environment. USAID requires the services of a highly experienced consultant to lead an inter-sectoral team of USAID staff in conducting an assessment that will identify key public policy priorities that USAID should engage on over the next two to five years. This assessment will serve as the key document to inform a new Public Policy Project (PPP) design. The deliverables will include 1) an Action Plan, 2) a Concept Paper of initial recommendations, 3) a Final Assessment that recommends priority public policy issues and reforms that USAID should support. The consultant shall provide these services over the course of approximately six months. II. Background With the recent peaceful transition of power following the 2018 elections in the DRC, USAID requires a holistic assessment of potential public policy priorities that the Mission should engage on over the next two to five years. The assessment will develop recommendations based on a range of activities, including a review of studies and assessments conducted by internal and external units, and facilitated panel and group discussions among internal and external collaborators, including USAID staff, government officials, and members of the private sector, NGO community, donors, journalists, and experts. The timing of this assessment is paramount as to support the new government. Some of the primary areas to be explored are detailed below: The Mission has an annual budget of approximately $XX million to reinforce democratic institutions. Key issues that may be addressed include:

Democracy and Governance Good governance: Make practical recommendations to the GDRC to strengthen the capability of the public administration to meet government objectives in the most efficient manner. For example, streamlining service provision, decision-making and improving the agility of public administration in the face of an ambitious reform agenda, and ensure coherence of policy plans and coordination among different parts of the public administration. Issues of public procurement, civil service, public finance, and decentralization could all fall under this area. Furthermore, issues of accountability, transparency, and reducing impunity around corruption are also included.

Local Elections: Decentralization was established by the 2006 Constitution, and its provision has not changed to date. Entrusting local official in decentralized territorial entities (ETDs), which are the towns, communes, sectors and chiefdoms with power and authority to decide on a range of local matters. The bodies are to be held accountable by local populations, have the potential to enhance stability, cement democratic gains, fight corruption and fraud, allow greater citizen participation in government processes, and improve the quality of public services. Decentralization will be fully effective only after local elections empower citizens to select (as opposed to appointment by the central government) their own government officials to govern the ETDs. However, local elections calendared in 2008, 2009, 2010, 2012, 2013, and 2015, failed to take place. According to the 2017-2020 electoral calendar, local elections are planned for

34 September 22, 2019, December 4, 2019, and January 25, 2020. However, two major steps scheduled to take place in March 2019 have already delayed. These include, calling the electorate on March 18, 2019, and starting the reception of candidates on March 19, 2019: ● Assess the level of citizen demand and expectation for local elections, and the political will to hold those as calendared. ● Make practical recommendations after weighing the challenges of holding local elections as calendared and the opportunities holding them offers to the GDRC, the Congolese citizens and stakeholders interested in local elections. ● Make recommendations to the GDRC and donors to build the capacity of local government and CSOs in the areas of decentralization and various areas of local governance.

Health Corruption: Health systems are particularly vulnerable to corruption for several reasons. Information asymmetry between individuals and groups, susceptibility of the patient, the complexity of the products, and the large sums of money cascading through the health system all play a part. Information collected from the literature and the field informs on several corruption types that are organized into the different pillars of the health system with several broad effects in healthcare: distorted policy, legislative and clinical priorities; loss of money from health systems; denied or delayed access to health care services and treatment; and loss of trust in national health facilities, personnel and to wider extent national governance as a whole. All the Health pillars are targeted with common acts of corruption occurring in different ways and suggested actions to minimize their effects. Our priorities will tackle the first two pillars related to health system regulation and marketing procurement where the new DRC administration can focus its efforts. At the central level and within the MoH, three institutions including two directorates (Direction Générale de l’Organisation des Services de Sante, Direction de Pharmacie et Medicaments) and the General Inspectorate of Health (IGS).

Health pillar Form of corruption Types of Corruption Actions that could be taken where expression corruption may most occur

Health System Regulation implemented to - Inappropriate approval of products Regulatory agencies must Regulation protect patients from the - Improper product quality be sufficiently resourced, dangers of healthcare inspection and certification independent from outside services and treatments - Inappropriate product selection influence and have policies can be exploited by - Improper healthcare professional that ensure transparency individuals, companies and accreditation and accountability for key groups. - Inappropriate health facility procedures (working with certification the DOGSS, DPM and - Inappropriate health college IGS). certification

Marketing Corruption in procurement - Unnecessary or ineffective Marketing interactions Procurement can lead to the purchase of purchases between suppliers and obsolete, dangerous, - Rigged contract requirements (to healthcare providers have ineffective, or undelivered pre-determine the winner) to be controlled by a products, facilities and - Preferential selection of contractor mixture of government services. - Collusion between bidders

- Unfulfilled contract delivery regulation and self- regulation.

Product During distribution and - Theft and diversion of products To prevent theft and Distribution & storage genuine products - Infiltration of falsified and diversion, distribution Storage may be stolen and substandard products systems must be well falsified, substandard and - Re-packaged non-sterile and designed with adequate re-packaged products can expired products resources for operation. enter the health system.

Financial & The theft of healthcare - Inappropriate selection for jobs, Payers must devote Workforce funds and corruption in the promotions and training (nepotism, sufficient resources to Management management of healthcare ...) carry out effective checks providers will limit the - Absenteeism on healthcare providers quality of healthcare - False treatment reimbursement applying to provide services delivered to claims reimbursed treatments, to patients. - Embezzlement and misuse of adequately check claims national funds and to investigate potential - Embezzlement and misuse of false claims. donor funds

Delivery of Any type of corruption - Informal payments from patients These corruption types Healthcare during the delivery of a - Unnecessary referrals and should be seen as an effect Services healthcare service will procedures of wider governance directly impact on the - Private use of public products, failures in the health quality and level of care equipment, facilities or time systems including limited offered to patients by - Favoritism oversight of worker healthcare providers. - Overcharging for services or performance and minimal providing inferior services sanctions for malpractice. - Manipulation of outcome data

Education There are many policy interventions that the GDRC could make to have a profound and positive impact on the education system and human capital in the DRC. Among the donor actors who are the most vested in researching and identifying policy recommendations are USAID, DFID, and the World Bank. Depending on political will and the degree of real commitment (and capacity to implement) by possible political champions, these policy interventions range in estimated implementation from a possible 18 months to a longer term of more than five years. Below are a handful that may be of interest to the USG, in no particular order. ● Teacher Salaries: Increase teacher salaries and adjust for variations of living costs in various locations ● Cost of Education: Address the cost of education - largely born by families - and gratuite ● Female Staff: Increase the short-term and long-term availability of female teaching staff and female administrators ● Youth Development: Address DRC’s human capital as well as the needs of youth (through service learning/civilian corps programs and alignment of secondary education opportunities to the future needs of the country)

36 Economic Growth DRC should take a bold and ambitious approach to reforming its business environment and investment climate. The World Bank’s Doing Business index is a widely regarded measure used to summarize a country’s investment climate at the macro level. The DRC is currently ranked 184 (out of 190) edging out South Sudan, Libya, Yemen, Venezuela, Eritrea and Somalia and behind of CAR, Haiti, Chad, and ROC. A country’s ranking on the index is based on the average of 10 sub-indices and is also dependent on how other countries fair under the WBDB index. While moving out of the bottom tier will require a multi-year commitment and substantial reforms, there are several steps the DRC could take immediately to improve its standings. DRC should take a similar ambitious approach as its neighbor Rwanda to attract foreign investment. The following are some specific examples to target over the short term: ● Registering property: The reform with the biggest immediate impact. DRC should overhaul the land system to establish property rights and digitized the land registry. ● Paying taxes: Simplify tax systems and enact regulatory reforms to increase tax compliance which will result in higher tax revenues. ● Starting a business: Introducing an electronic online business registration could move DRC up the rankings. In Rwanda’s case, business registrations more than doubled after Rwanda made this same reform and reduced the amount of time needed to start a business from 43 days to a mere 4 days today. ● Getting credit: DRC should develop modern secured transactions laws that offer strong protections to secured creditors. This will increase confidence among lenders and expand access to finance. ● Power Sector: The DRC has one of the lowest rates of electrification in the world at just 9%, with 1% in rural areas and 19% in urban areas. The President should consider supporting a strong, transparent regulatory framework to encourage investment in the DRC’s power sector. The first step would include support to stand up the new Regulatory Authority for the Power Sector and Rural Electrification Agency. ● Agriculture: With 80 million hectares of extensive arable land, 4 million hectares of irrigated land, and many rivers with important fishery resources, the DRC has the bulk of the major assets needed to become a global agricultural power. The DRC is endowed with climatic diversity and excellent water resources that allow two production seasons per year, and enable it to produce a wide variety of crops, both staple and high value. With its great agricultural endowments, DRC has the potential to be a major supplier of food to the region and even to the continent. To unlock this economic potential and attract U.S. investment in commercial agriculture, the DRC must reform the agriculture enabling environment.

Environment The CARPE program intends to award the Central Africa Forest and Biodiversity Support Activity (FABS) which includes policy support. The consultant will be required to work with the regional operating unit to de-conflict and/or assist with planned policy support efforts. Security and Anti-State Capture USAID also works in parts of the country that have long standing levels of insecurity and the presence of armed groups. This component will focus primarily on assisting the GDRC to address the causes of state capture at the local level.

III. Scope of Work The Mission requires a highly experienced consultant for an estimated six month period to lead a range of learning activities that will culminate in a Final Assessment that provides recommendations for USAID’s public policy priorities (PPP). USAID/DRC will provide an internal assessment team that collaborates closely with the consultant, often assisting in the coordination of meetings, taking notes of meeting discussion points, as well as participating in external technical discussions. It will therefore be a highly

37 collaborative endeavor for which the consultant will serve as the key coordinator. The consultant shall employ a range of activities to assess and provide recommendations on policy priorities, include interviewing counterparts, potential beneficiaries, experts and others to inform the Final Assessment; considering comparative experiences in other countries; performing a desktop review of key documents; and incorporating input from members of the design team.

IV. Deliverables Deliverables under this consultancy consist of the following: ● Action Plan (10%): Due no later than two weeks after the beginning of the consultancy. The plan will provide a roadmap for the activities to be conducted during the six month period, including dates and milestones. ● PPP Concept Paper (30%): Due no later than two months after the start of the consultancy. The concept paper should be no longer than 10 pages in length in Times New Roman 12-point font. A presentation of the Concept Paper’s initial findings will be provided to senior staff for feedback. ● PPP Final Assessment (60%): Due no later than six months after the start of the consultancy. The Final Assessment should be no longer than 25 pages in length in Times New Roman 12-point font. It will provide a consolidated presentation of -- based on what was learned through the document reviews and various group learning discussions – the recommended public policy priorities areas. It will also include how these priorities connect with other existing USAID programs as well as its relationship with the work of other donors.

All initial and final drafts shall be sent to “ ” (“ ”) and “ ” (“ ”). USAID/DRC will provide comments on the initial drafts within five working days and the consultant shall provide final drafts within five working days after receiving USAID/DRC’s comments.

V. Experience/background required The consultant shall have a master’s degree in a relevant field, a minimum for 10 years of experience in development-related work. Should have substantial experience in leading teams, addressing issues related to public policy and administration, designing and evaluating development interventions, writing analytical reports, managing outside relationships, and using empirical data to evaluate programs. Significant experience working with international donor-funded activities is required. S/he must be fluent in English and French and possess a broad range of knowledge on issues relating to public policy.

The consultant must be able to analyze complex development challenges and articulate them to a variety of audiences. Excellent written and verbal communication skills are required. Outstanding interpersonal skills, ability to build consensus and effectively coordinate with internal and external stakeholders in a multi- cultural setting. Ability to organize work, set priorities, provide direction, and comply with deadlines. A high degree of independent judgement is required in formulating analyses, managing direct-report staff, and representing USAID and U.S. Government interests to outside stakeholders, including implementing partners, the private sector, foreign donor organizations, and host-government officials. Limited experience working with high level officials in the African context on public policy issues is essential.

VII. Period of performance The Mission estimates that the deliverables under this Statement of Work will take approximately six months to complete. The level of effort will primarily involve on-the-ground presence in the DRC. Ideally, the consultancy should begin no later than April 15, 2019 and end no later than October 15, 2019.

38 ANNEX B – Priorities Determination

39 Priorities Determination Methodology To identify USAID’s priorities, we conducted 23 interviews with USAID employees and IPs. We also conducted the PPOA kick-off meeting, held on June 19, 2019, at the Mission, where every USAID/DRC office was represented. At the start of the workshop, each attendant was asked to identify two policies that s/he thinks should be prioritized in the future. In compiling all attendees’ suggestions, we compiled a weighted list of priority policies, in descending order, based on the score each obtained. For instance, if a policy was identified as a priority five times, it preceded another one which was named only four times, on the list. The initial idea of ranking policies based on the comparative score obtained was intended to eliminate from the list policies that were named only once. In other words, the sole ranking criterion was the comparative number of votes received. However, the risk of eliminating a policy from the list which the Congolese sociological reality confirmed as important, remained. In order to confirm priorities and to try and avoid mistaken eliminations, we proceeded to construct a second parallel list of USAID priorities based on interviews conducted with its staff and some of its implementing partners. Some key stakeholder NGOs working on similar issues were also included. The comparison and merger of the two resulting weighted lists resulted in the identification of 20 priorities for USAID. On the other hand, GDRC priorities were easily identified through President Félix-Antoine Tshisekedi Tshilombo’s opening remarks given at a capacity-building seminar for newly elected Provincial Governors, held in Kinshasa on May 19, 2019. These were further cross-referenced with the results from 17 interviews conducted with presidential advisors and other official key informants. In his opening remarks, the president identified four strategic axes detailed in 20 priorities. Each of these processes, separately led to the identification of 20 top priority areas on each side. Table 1 captures the top priorities of the GDRC and those of USAID/DRC. Using mathematical diagrams to crossover for intersections, we identified points of convergence between the GDRC and the USAID/DRC, as well as their points of divergence. Tables 2 and 3 illustrate these results. Table 1 highlights the GDRC priorities on the left side while the right column lists USAID/DRC’s priorities. Table 2 highlights GDRC and USAID/DRC convergent priorities and Table 3 elucidates their divergent ones according to the wording used by participants in this part of the exercise. Admittedly, there are some points of divergence that still either overlap with some convergent policies or relate indirectly to them. It follows that nuances between GDRC and USAID wording/formulation are somewhat either apparent or simply rhetorical. Where USAID speaks of Ebola, the GDRC uses vulnerability, which is an overarching concept. Should one merge Ebola and vulnerability? Possibly, but vulnerability is broader than Ebola which is only an aspect of the former. Therefore, the difference in terms of priorities shrinks since Ebola may be included within vulnerability. Moreover, some points of divergence between the GDRC and the USAID/DRC priorities are sometimes either the result or the consequence of one another. The most striking illustration of this is where the GDRC speaks of the diversification of the economy whereas USAID/DRC puts forth agriculture as the way out to poverty. In promoting agriculture, USAID indirectly assists the

40 GDRC in diversifying its economy. Similarly, where the GDRC speaks of business climate improvement, USAID/DRC points out the fight against corruption or the reform of the judiciary which directly contribute to the improvement of the business climate. In other words, some divergent priorities for the GDRC might be reconsidered either as a consequence or a cause of a USAID priority and vice versa. There are, however, some priorities that remain and some, on their face, may appear to be diametrically opposed to each other. For example, juxtaposing the GDRC priority of rehabilitating the Congolese diplomatic reputation versus USAID/DRC’s priority of working with and strengthening media and civil society. Nonetheless, the argument may be made that the Congolese diplomatic reputation may, in fact, be strengthened once it is able to demonstrate the existence of a strong media sector and effective civil society engagement. It should further be noted that the GDRC and USAID/DRC did not use the same words nor the same language. While the GDRC formulates its policies in French, USAID expresses its priorities in English. Putting aside the language difference concern addressed by way of translation, some of the GDRC’s formulations were longer than those put forward by USAID. This may be illustrated in the example where the GDRC prioritized the restoration of the rule of law and its authority; chiefly within the army, police, intelligence services, the judiciary, human rights, public administration, land-use planning and decentralization while USAID/DRC singled out only one aspect of this priority, namely decentralization. Also, where the GDRC speaks of national reconciliation, USAID/DRC refers to transitional justice. A similar situation appears where the GDRC says fight against corruption and economic crimes while USAID settles for one word: anti- corruption. In order to minimize potential conflict of formulation or words, since our methodological approach aimed at strictly finding convergence and divergence, we formulated convergent priorities in either juxtaposing words used by the GDRC and USAID/DRC or replicating the same word where it was used by both. Where priorities’ formulations were longer than others, we limited ourselves to including only the intersection, while dropping the rest. This methodological caution prevented us from making some words or formulations engulfing others and prevented us from putting words in anybody’s mouth. Finally, there is no hierarchy in the tables below. All priorities have not been weighted and are at the same level regardless of their placement within the tables.

41 Table 1. GDRC and USAID/DRC Priorities

GDRC Priorities USAID Priorities N° N° (President’s speech + Interviews) (mix of Interviews and PPOA kick off) The pacification of the country. In other 1 1 Decentralization words, peace and security 2 National reconciliation 2 Anti-corruption 3 Democracy consolidation 3 Ebola The restoration of the rule of law and its authority chiefly the army, Police, Intelligence services, the judiciary, 4 4 Electoral process human rights, public administration, territory management and decentralization The rehabilitation of the Congolese 5 5 Media diplomacy’s image The fight against corruption and 6 6 Civil society economic crimes The consolidation of macroeconomic 7 stability and public finances as well as 7 Governance and public finances the reform of the financial system Education as the key sector and main 8 8 Human rights social elevator The setting up of the health universal 9 9 Public administration reform coverage The promotion of employment and the 10 10 Health continuous professional training Empowering women and promoting the 11 11 Infrastructures youth Improving the business climate and 12 12 Electricity (economic growth) promoting entrepreneurship 13 Fight against climate change 13 Natural resources (economic growth) 14 Access to electricity and clean water 14 Security Land-use planning, development and 15 15 Education the modernization of companies The development of agriculture and 16 16 Land reform agribusiness The diversification of the national 17 economy and the development of trade, 17 Humanitarian assistance industry and SMEs/SMIs The revitalization of the mining and Transitional justice and the reform of the 18 hydrocarbons sector in making them 18 judiciary attractive and efficient The development of tourism, culture 19 19 Economic opportunities and the arts The fight against poverty, exclusion and 20 20 Regional integration vulnerability

42 Table 2: Convergence in GDRC and USAID/DRC Priorities

N° CONVERGENCE 1 Peace and security (pacification of the country) 2 National reconciliation (Transitional Justice) Rule of law (decentralization; human rights and public administration reform, as well as the 3 reform of the judiciary) 4 The fight against corruption and (economic crimes-GDRC) 5 Public finance reform 6 Education 7 Health with universal coverage 8 Economic opportunities (promoting employment for the youth) 9 Land reform, agriculture and agribusiness (climate change-GDRC) 10 Access to electricity and water, (GDRC) 11 Natural resources (mining) and hydrocarbons 12 Democracy consolidation (Electoral process-USAID)

Table 3: Divergence in GDRC and USAID/DRC Priorities

DIVERGENCE GDRC USAID Rehabilitation of diplomatic reputation Ebola response Empowering women Media Business climate improvement Civil society Diversification of the economy Infrastructure Tourism, culture and the arts Humanitarian assistance Fight against poverty, exclusion and vulnerability Regional integration

43 Compilation of Individual and Group Responses in USAID/DRC Priorities Determination

N° Priority Area Recommendations Crosscutting Strategies 1 Decentralization - Train continuously decision-makers of decentralized entities (ETD) in the management of public - Strengthen the demand approach to finances; “ ”, June 20, 2019; 1500 to 1600. generate much more political will at - Push the GDRC to comply with its own legislation on decentralization to be in the good graces of its national, provincial and local levels; “ citizens; “ ”, June 20, 2019; 1500 to 1600. ”, June 20, 2019; 1500 to 1600. - No policy up to now and only 8 laws related to decentralization have been passed out of 12 and - Train and sensitize people at the implementing measures (mesures d’application) are yet to be taken; “ ”, June 20, 2019; 1500 to grassroots level to make them aware of 1600. their rights; “ ” and “ ”, June 21, - Supplement the Congolese legal arsenal on decentralization which remains incomplete hitherto; “ ” 2019; 1400 to 1500. and “ ”, June 21, 2019; 1400 to 1500. - Keep working on making people - The issuance of implementing measures (mesures d’application) of the decentralization laws; “ ” demanding what they have the right and “ ”, June 21, 2019; 1400 to 1500. to; DAI-IGA Integrated Governance - Outreach of the decentralization fundamental texts at the grassroots level; “ ” and “ ”, June 21, Activity, “ ” and “ ”, June 24, 2019; 1400 to 1500. 2019; 1600 to 1700. - Solve once and for all the issue of legal and illegal chiefdoms and groupements across the whole - Work at the provincial level to connect country; “ ” and “ ”, June 21, 2019; 1400 to 1500. it with ETD; DAI-IGA Integrated - Do likewise for the conflict between chiefdoms ’chiefs appointed by the central government without Governance Activity, “ ” and “ ”, any legitimacy and those chosen at the grassroots level. For instance, the appointment of 800 chiefs June 24, 2019; 1600 to 1700. of groupements in Kasai degenerated into a violent conflict with an important human toll in 2017 “ ” - There is a political will at the and “ ”, June 21, 2019; 1400 to 1500. grassroots level (ETD). The - Choose either decentralization or déconcentration instead of superimposing or juxtaposing both as it experience we tried in tax collection is up to now; “ ” and “ ”, June 21, 2019; 1400 to 1500. was a success; DAI-IGA Integrated - Draft out a road map (feuille de route) for the development of the ETD (entités territoriales Governance Activity, “ ” and “ ”, décentralisées); “ ” and “ ”, June 21, 2019; 1400 to 1500. June 24, 2019; 1600 to 1700. - Train the ETD in the participatory budget process; “ ” and “ ”, June 21, 2019; 1400 to 1500. - Increasing outreach activities to - Increasing closeness between ETD and the civil society; DAI-IGA Integrated Governance Activity, “ increase citizens’ awareness on their ” and “ ”, June 24, 2019; 1600 to 1700. fundamental rights; CSOs meeting, “ - Creating closeness between the national, provincial and ETD DAI-IGA Integrated Governance ”, “ ” and “ ”. June 27, 2019; 1030 Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. to 1200. - Issue as urgent as possible the implementing measures (mesures d’application) of the decentralization - USAID should make the holding of laws; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. local elections as a precondition to any - The project worked at the provincial level in training members of provincial parliaments in drafting re-engagement with the GDRC; CSOs bills (édits). After 10 years in the parliament without new elections, they did not accept to be trained meeting, “ ”, “ ” and “ ”. June 27, anymore; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. 2019; 1030 to 1200. - Strengthening the decentralization process; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Addressing crosscutting issues; “ ”, June 20, 2019; 1500 to 1600. - Address transversal issues chiefly fiscal harassment that scales up operating costs; USAID PO, “ ” +

team (FGD), June 20, 2019; 1400 to 1600. - Lack of justice across the country increasing the use of mobile courts; USAID PO, “ ” + team (FGD), June 20, 2019; 1400 to 1600. - Weak institutions, not strong enough to play they are expected to; USAID PO, “ ” + team (FGD), June 20, 2019; 1400 to 1600. 2 Anti- - Computerize the cumbersome customs clearances processes to decrease corruption; “ ”, June 20, Corruption 2019; 1500 to 1600. - Address holistically the issue of corruption; CSOs meeting, “ ”, “ ” and “ ”. June 27, 2019; 1030 to 1200. - Increase the independence of the judiciary; CSOs meeting, “ ”, “ ” and “ ”. June 27, 2019; 1030 to 1200. - Increase the investigatory capacities of the judiciary and all alike services; CSOs meeting, “ ”, “ ” and “ ”. June 27, 2019; 1030 to 1200. 3 Ebola - It is worth addressing EBOLA crisis holistically. Other units will start working on other dimensions of the disease; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Eradicating Ebola; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 4 Electoral - USAID should work with CENI steering committee; “ ”, June 20, 2019, 1500 to 1600. Process - The holding of local elections to provide the entités territoriales décentralisées with legitimate authorities; “ ” and “ ”, June 21, 2019; 1400 to 1500. - Pressuring the GDRC to hold local elections to improve governance at the local level; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. - Replacing the current electoral commission (CENI) which is so corrupt; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. - Local elections; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 5 Media - Revising the media law of 1996 to decriminalize press offenses and the law on nonprofit associations; “ ” and “ ”, June 21, 2019; 1400 to 1500. - Media; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 6 Civil Society - Adopting the law regulating the civil society; “ ” and “ ”, June 21, 2019; 1400 to 1500. - Civil society organizations; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 7 Governance and - Passing the bill on public free access to information which is pending at the Parliament; “ ” and “ - USAID should further work with new Public Finance ”, June 21, 2019; 1400 to 1500. provinces; “ ” and “ ”, June 21, - Clarifying contradictions between various Congolese laws; Alpha Luyoyo and Agathe Tshimpagna, 2019; 1400 to 1500. June 21, 2019; 1400 to 1500. - Keep working on making people - Making the ETD publishing their budget forecasts and their receipts; DAI-IGA Integrated demanding what they have the right Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. to; DAI-IGA Integrated Governance - Sensitizing tax collectors to ethics and respect of the law; DAI-IGA Integrated Governance Activity, Activity, “ ” and “ ”, June 24, “ ” and “ ”, June 24, 2019; 1600 to 1700. 2019; 1600 to 1700.

- Reducing the number of taxes since they are more than 50 hitherto; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. - Computerizing the whole fiscal machinery; CSOs meeting, “ ”, “ ” and “ ”. June 27, 2019; 1030 to 1200. - Public finance reform (budget forecasts and execution); PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Access to finance; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Access to social services; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Social accountability in public service provision; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Think of the needs and users’ opinion; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Public planning; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Public procurement; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 8 Human Rights - Train and sensitize people at the grassroots level to make them aware of their rights; “ ” and “ ”, June 21, 2019; 1400 to 1500. - Addressing human rights issues including human trafficking in persons (TIPs); PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Clarifying TIP situation in light of complex development challenges; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Respect for human rights; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Rule of law; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 9 Public - The public administration reforms should continue with the World Bank program named CEMRAP Administration and PRAP; “ ” and “ ”, June 21, 2019; 1400 to 1500. - The process of retirement initiated by the World Bank is in contradiction with the Congolese labor Reform law and that should be reframed; “ ” and “ ”, June 21, 2019; 1400 to 1500. - Tackle the issue of personnel plethora in the ministries; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. - Push the GDRC to implement new law on the public administration; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. - Improve the recruitment process in the public administration; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. - Improve the coordination between ministries especially the ministry of plan, the ministry of finances and president’s advisors; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Reforming public servants’ issues such as payment, hiring practices, performance evaluation; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 10 Health - Liberalize the health system; DAI-IGA Integrated Governance Activity, “ ” and “ ”, June 24, 2019; 1600 to 1700. - Health financing; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 11 Infrastructure - Build road infrastructures to connect the whole country; CSOs meeting, “ ”, “ ” and “ ”. June 27, 2019; 1030 to 1200. - USAID should address the issue at four levels notably national, provincial, health zone and CODESA. In other words, USAID should work at the national level but with more attention and

emphasis to the local level since that is the level where services are delivered; USAID Health, “ ”, June 21, 2019; 0900 to 1000. - Support the GDRC identifying bottleneck that prevent disbursed money to reach directly beneficiaries at the grassroots level; USAID Health, “ ”, June 21, 2019; 0900 to 1000. - Train health workers to understand decentralization mechanisms because the more they are trained, the better they will provide services; USAID Health, “ ”, June 21, 2019; 0900 to 1000. - Train the Entités Territoriales Décentralisés (ETD) to manage a decentralized health system; USAID Health, “ ”, June 21, 2019; 0900 to 1000. - Poor infrastructure; USAID PO, “ ” + team (FGD), June 20, 2019; 1400 to 1600. - Basic infrastructures; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 12 Electricity - Make the electricity law friendly to foreign investors; USAID EG, “ ”, June 20, 2019; 1530 to 1600. - Concentrate on rehabilitating Inga I and Inga III instead of constructing INGA3. This should help enough since DRC is nowadays the African power focus countries. In other words, DRC is the United States country to power the whole African continent; USAID EG, “ ”, June 20, 2019; 1530 to 1600. - Reform the power sector in setting up a regulatory agency to open the electricity market to private investors; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 13 Natural - USAID should keep working on the validation of mining sites to ensure that minerals are blood-free; Resources USAID EG, “ ”, June 20, 2019; 1530 to 1600. - The pilot-activity was related to gold since it has been established that 80% of Congolese gold is (Economic illegally exported; USAID EG, “ ”, June 20, 2019; 1530 to 1600. Growth) - USAID has appointed a person to monitor when mining companies will be paying directly to provinces; USAID EG, “ ”, June 20, 2019; 1530 to 1600. 14 Education - The US government should urgently alleviate tip sanctions so that public schools can get back to benefiting the program; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - The Comité des parents should be sensitized over the content of the SSEF; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - Nominating a special USAID advisor to the MEPSP (Ministère de l’enseignement primaire, sécondaire et professionnel) to strengthen its coordinating capacities; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - Revitalizing the Direction Administrative and des Finances (DAF) within the MEPSP that still not has access to the bank account of MEPSP; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - Advocating the issuance of implementing measures (mesures d’application) as well as by the plan de renforcement des capacités des ressources humaines. All of these documents are yet to be put on place; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - The MEPSP should also put on place the global monitoring system; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - Several directions have been created into the MEPSP. The appointees within these new directions need capacity building to improve the governance of the education sector. Those new directions should also get sufficient equipment to fully fulfil their mandates. It is likewise with the secrétariat permanent

d’appui à la coordination de l’éducation (SPACE) since it is mean to coordinate all ministries whose activities are somehow linked to education; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - Parents must have much more space in schools decision-making architecture since they pay 75% of education invoice; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - Introducing the result base financing approach sustained by an M&E plan for each school; IBTCI ACCELERE M&E (FGD), June 16, 2019; 1600 to 1710. - There is a need of MOU between USAID and DFID and between them and the GDRC. They should understand that they need to coordinate their efforts to scale up efficacy; “ ”/” ” ACCELERE 2, June 18, 2019; 0900 to 1030. - Reforming the parent’s representation; “ ”/ “ ” ACCELERE 2, June 18, 2019; 0900 to 1030. - The GDRC should urgently take implementing measures to accompany the implementation of the SSEF for the upcoming years; “ ”/ “ ” ACCELERE 2, June 18, 2019; 0900 to 1030. - Disseminate the information to parents’ association so that it can increase pressure on the GDRC; “ ”/ “ ” ACCELERE 2, June 18, 2019; 0900 to 1030. - Streamline the public expenditures on education; “ ”/ “ ” ACCELERE 2, June 18, 2019; 0900 to 1030. - USAID should instead work at the provincial level. In doing so, USAID would be strengthening the bottom up approach to make change as well as assisting technically provinces; “ ”/ “ ” ACCELERE 2, June 18, 2019; 0900 to 1030. - To implement the decentralization of education, the GDRC should adopt the result base financing approach to incentivize provinces improving the work standard; “ ”/ “ ” ACCELERE 2, June 18, 2019; 0900 to 1030. - USAID should dedicate funds to strengthen the civil society capacity to claim for much more transparency and accountability in the education sector. Otherwise, USAID would consider reframing ACCELERE1 to include in a specific taskforce in charge of civil society; “ ”/ “ ” ACCELERE 2, June 18, 2019; 0900 to 1030. - Each donor should choose its geographic of intervention to avoid duplication; “ ”/ “ ” ACCELERE 2, June 18, 2019; 0900 to 1030. - SSEF is a vision for education but still lacks implementing measures and the action plan to become real; DFID (FGD) “ ”, “ ”, June 18, 2019; 1400 to 1500. - The work on the education sector should be done at the national level but with a special emphasis at the provincial level; DFID (FGD) “ ”, “ ”, June 18, 2019; 1400 to 1500. - ACCELERE has to re-define its content about access, quality and governance. It should then advocate for the improving of teachers’ salaries; DFID (FGD) “ ”, “ ”, June 18, 2019; 1400 to 1500. - Providing technical assistance to the GDRC for free education; DFID (FGD) “ ”, “ ”, June 18, 2019; 1400 to 1500. - There is a screaming need of coordinating ACCELERE1 and ACCELERE2 activities to clarify the one that will implement the bottom-up approach and the one to implement the top-down to avoid duplication of activities and efforts scattering; DFID (FGD) “ ”, “ ”, June 18, 2019; 1400 to 1500.

- The GDRC should urgently compensate fees paid by parents if it deems the gratuité as an urgent issue and that should be done progressively due to scarce financial resources; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - The GDRC should ban the mandatory selling of uniforms in schools and punish schools that are still backsliding into such a practice; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - The urgent issuance of implementing measures (mesures d’application) of the education law enacted in 2014 to suppress all opportunistic fees repeatedly created by schools; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - Suppressing the TNAFEP (test national de fin d’études primaires) as a barrier to secondary school (8 years); UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - Primary school teachers ought to be trained initially and continuously; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - The organization of primary schools’ retirement is now an issue of emergency since up almost primary school teachers are either eligible to retirement (>65 years) or less skilled; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - Transform urgently the General Pedagogy section (Section Pédagogie Générale) into Institut de formation des Maîtres. In other words, after getting Diplôme d’Etat, they pursue the training for two additional years; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - Develop the inclusive education that takes into account all specific issues such as gender, separate toilets, etc.; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - The pupils’ parents’ association should also be reformed to become much more democratic and proactive; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - The results-based financing (RBF) should also be included in the education reforms; UNICEF/ACCELERE4 “ ”, June 18, 2019; 1600 to 1715. - Empower all Congolese Instituts Supérieurs Pédagogiques (ISP) to train frequently primary school teachers; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Help and push the GDRC to clarify its free education strategy. In fact, the grauité only concerns MINERVAL and not other additional fees; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Revitalize urgently the Ecole de formation des cadres de l’enseignement primaire located in Kisangani and Bandundu. Those structures were in charge of training Inspectors and Directors. They are not operational anymore; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Revitalize the national service for training known by its acronym SERNAFOR (service national de formation); CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Increase the education budget to help inspectors visiting remote schools; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Increase the number of technical and professional schools to improve skills of Congolese workforce; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Legislate on the source of income of parents’ associations to decrease their dependence on schools managers; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115.

- Oblige schools to associate parents’ associations in the budget drafting process; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - The GDRC should strengthen the CATED or SPACE (Cellule technique d’appui à l’éducation), the technical body to support education so that it might better coordinate the interventions of ministries since they are many to deal with the education (SPACE). This is the case of MEPSP, Ministry of handicraftsman (artisanat); Ministry of social affairs and the Ministry of Higher Education; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Sensitize schools managing committees to put on place each year their strategic plans to develop themselves and avoiding the status quo; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Clarify what is decentralized and what is deconcentrated in the education sector; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Push the GDRC to do it best to ensure that the forecast money is exactly what is disbursed in the implementation process. In fact, theoretically 17% are allocated to education but only 3% are disbursed; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - Helping the GDRC to increase the number of technical and professional schools (60%) and 40% of general teaching versus 70% of general teaching and 30% of technical and professional teaching up to now; CHEMONICS ACCELERE (FGD) “ ” + team, June 19, 2019; 1030 to 1115. - The best way of addressing the issue with efficacy is empowering local communities; USAID Education, “ ”. June 21, 2019; 1130 to 1200. - Creating local champions on education issues; USAID Education, “ ”. June 21, 2019; 1130 to 1200. - Increasing the work with Comité des Parents (COPA); USAID Education, “ ”. June 21, 2019; 1130 to 1200. - Recruiting female teachers; USAID Education, “ ”. June 21, 2019; 1130 to 1200. - Creating a kind of peace corps to broaden space for opportunities; USAID Education, “ ”. June 21, 2019; 1130 to 1200. - School fees should be addressed; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Teachers’ development and salaries; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Students’ performance evaluation; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - The role of the private sector in education; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Education reform, pathways for university graduates and vocational training; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 15 Land Reform - Work on cross cutting issues that affect all sectors under the current assessment Organization; USAID CARPE, “ ”. June 20, 2019; 1100 to 1200. - Draft the forest development policy to avoid (OTC) gré à gré transactions; USAID CARPE, “ ”. June 20, 2019; 1100 to 1200. - Revising the legal regimen of forest concessions; USAID CARPE, “ ”. June 20, 2019; 1100 to 1200. - The Issuance of implementing measures (mesures d’application) of the new forest conservation law enacted in 2014; USAID CARPE, “ ”. June 20, 2019; 1100 to 1200.

- Tackle the MBORORO issues over grazing issues; USAID CARPE, “ ”. June 20, 2019; 1100 to 1200. - Improve natural resources governance and management to make them benefit the Congolese people; USAID CARPE, “ ”. June 20, 2019; 1100 to 1200. - Strengthen the civil society capacity to become increasingly very demanding (creating a coalition at the national level); USAID CARPE, “ ”. June 20, 2019; 1100 to 1200. - The GDRC should first draft out the nationwide policy before revising the forest code since the latter is only an implementing document; WRI, “ ”, June 25, 2019; 1400 to 1500. - The need of the GDRC to think out of the box and reframing its ways to engage with environment issues; WRI, “ ”, June 25, 2019; 1400 to 1500. - There is the need to work at the policy level, as well as developing a nationwide strategy to implement at the local level. It is an issue when the inception phase does not encourage the implementation mechanisms at the local level; WRI, “ ”, June 25, 2019; 1400 to 1500. - USAID should streamline its strategy in avoiding duplication and scattering its efforts; WRI, “ ”, June 25, 2019; 1400 to 1500. - Correct the major shortcoming of the agricultural law that states that 51% of any firm working in this sector must be Congolese owned. This reform would attract foreign investors in agriculture. It makes sense in theory but in reality this cannot work out. Agriculture is the way out of poverty; USAID EG, “ ”, June 20, 2019; 1530 to 1600. - Land tenure and ownership rule; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Finalize and implementing (mesures d’application) of the 2014 conservation law; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Develop a policy for pastoralism in DRC to address Mbororo issues in Uélés; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 16 Humanitarian - The non-respect of IDPs’ rights by the GDRC. It forces people to return home while conditions for Assistance return are yet to be gathered. This is the case of Tanganyika and North-Kivu provinces; USAID OFDA, “ ”, “ ”, June 21, 2019; 1500 to 1600. - The NGOs registration clearance process is cumbersome; USAID OFDA, “ ”, “ ”, June 21, 2019; 1500 to 1600. - The tax burden is heavy for NGOs; USAID OFDA, “ ”, “ ”, June 21, 2019; 1500 to 1600. - The systematic non-respect of the rule of law by the GDRC and the full respect of rule of men instead; USAID OFDA, “ ”, “ ”, June 21, 2019; 1500 to 1600. - The looting of natural resources of DRC by its three neighbor countries (Rwanda, Burundi and Uganda). Uganda destabilizes Ituri. Rwanda and Burundi do likewise in the eastern DRC; USAID OFDA, “ ”, “ ”, June 21, 2019; 1500 to 1600. - Numerous illegal taxes; USAID OFDA, “ ”, “ ”, June 21, 2019; 1500 to 1600.) - Address all crosscutting issues and the rest will follow; USAID OFDA, “ ”, “ ”, June 21, 2019; 1500 to 1600. 17 Security - Eradicating armed groups in the Eastern DRC; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Security sector reforms; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - The reform of the army; PPOA kick off meeting, June 19, 2019; 1500 to 1700.

- Demobilization/Ex-combatants and child soldier phenomenon; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 18 Economic - Jobs for the youth; PPOA kick off meeting, June 19, 2019; 1500 to 1700. Opportunities - Access to employment; PPOA kick off meeting, June 19, 2019; 1500 to 1700. - Inclusive economic growth; PPOA kick off meeting, June 19, 2019; 1500 to 1700. 19 Transitional - Reform the judiciary; PPOA kick off meeting, June 19, 2019; 1500 to 1700. Justice / - Truth and reconciliation initiative; PPOA kick off meeting, June 19, 2019; 1500 to 1700. Judicial Reform 20 Regional - Shifting the DRC’s reputation from being a threat into becoming a regional market or a service Integration provider for its nine neighbors; PPOA kick off meeting, June 19, 2019; 1500 to 1700.

Sources: Interviews and facilitated small group discussions with USAID employees (primarily at USAID/DRC) merged with the results from the PPOA kick off meeting held in Kinshasa, USAID HQ, June 19, 2019; 1500 to 1700 hours.

52 ANNEX C – Data Gathering Tools

53 USAID/DRC Public Policy Assessment Questionnaire/Special Advisors and Principal Advisors

Name(s) of Key Informant(s): ……………………………………………………………...... Sex: M or F Organization………………………………… Position: ………………... Date: …………………………….. Interviewer: …………………………………………....

1. What is the vision of President Tshisekedi for the 5 upcoming years in (peace & security; national reconciliation; decentralization; human rights; public administration reform; judiciary; fight against corruption; public finances; education; health; economic opportunities—employment; land reform[agriculture, agribusiness, environment], electricity and water, natural resources, elections.

54 4. What is the state of matter (état des lieux) in this sector since your entry into function in terms of constraints or challenges? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 5. Is there enough political will to make your ambitions coming true for the 5 years? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 6. Which strategy, leverage points and tools necessary do you consider implementing or are you already implementing to increase the likelihood of success? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 7. The Congolese budget for this year 2019 is around 6 billion US dollars, how are you going to mobilize enough financial resources? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 8. How do you ensure that your advices are implemented at the grassroots levels (town, sector, commune, chiefdoms)? 55 …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 9. What kind of help and support would you expect from USAID to increase success in public policies related to you your sector? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 10. What would you recommend to the USAID for the upcoming years in its development strategy related to your sector? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 11. Do you know any national or international donor financing any activity in your sector? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 12. What do you think about the end of international support in your sector? How (strategy) do you consider the state becoming self-reliant?

56 …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 13. Are there any additional comments or thoughts you would like to share with us? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… ……………………………………………………………………………………………………………

Thank you for your attention and valuable time

57 USAID/DRC Public Policy Assessment Questionnaire/International Donors

Name(s) of Key Informant(s): ……………………………………………………………...... Sex: M or F Organization………………………………… Position: ……………….. Date: …………………………….. Interviewer: …………………………………………....

1. What are your main areas of interventions in the DRC? (peace & security; national reconciliation; decentralization; human rights; public administration reform; judiciary; fight against corruption; public finances; education; health; economic opportunities—employment; land reform [agriculture, agribusiness, environment], electricity and water, natural resources, elections.

N.B. The interviewer should always tick the area corresponding to the expertise of the advisor …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 2. Would you identify two or three priorities whose achievement would significantly and positively impact lives of people at the grassroots level? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 3. Is there any policy that has been funded by you in the past? Did it succeed? Why? If it did not succeed, why? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 4. Did your interventions make a difference for the last five years? What is the current state of matter (état des lieux) in this sector? 58 …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 5. What do you plan in terms of intervention in the 3 or 5 upcoming years? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 6. Which strategy, leverage points and tools necessary are you considering implementing or are you already implementing to increase the likelihood of success for the fund you provide? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 7. Are you working directly with DRC officials or do you work through civil society organizations? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 8. Which provinces, territories, chiefdoms or sectors are you working in across the DRC?

59 …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 9. Have you ever considered any cooperation with other donors to increase impact in the field? If yes, with whom? If not, why not? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 10. What would you recommend to USAID for the upcoming years in its development strategy related to your sector? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 11. Do you know any national or international donor financing any activity in your sector? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… ……………………………………………………………………………………………………………

60 12. What do you think about the end of international support in your sector? How (strategy) do you consider the state becoming self-reliant? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 13. Are there any additional comment or thoughts you would like to share with us? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… ……………………………………………………………………………………………………………

Thank you for your attention and valuable time

61 USAID/DRC Public Policy Assessment Questionnaire/Civil society

1. Please identify the principal issue(s) or challenge(s) that are constraining your organization from achieving its planned development objectives? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 2. To the best of your knowledge, are there any public policy(s) in place that address any of the above- mentioned issue(s)/challenge(s) you noted? If so, what is it/are they? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 3. If yes, are there implementing laws and measures to make the public policy operational? List them if you are able, please  …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 4. If there is no public policy(s) to address the issue(s) you have identified, what type of policy reforms would you recommend to address the issue(s) constraining the achievement of your objectives?

62 …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 5. In your opinion, does the GDRC have the political will to fully support either the existing policy(s) and its/their implementation or, a newly proposed policy reform that could address it? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 6. Assuming that the GDRC has the political will to implement the existing policy(s) or to introduce a new policy reform(s), does it have the capacity (e.g., personnel, financial resources, etc.) to do so? What specifically is required to improve the capacity of concerned GDRC officers? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… ………………………………………………………...... …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 7. Is / has your organization been working on the policy issue(s) which you identified above? If so, what has been your experience and what are your future plans, if any? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 8. If yes, have you collaborated with USAID around these policies / reform issues? Can you explain the nature of this collaboration? 63 …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 9. From your experience on this policy issue, do you know organizations (donors, CSOs, etc.) who are also working to address these policy issues? If you are able, who and what are they working on? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 10. What strategies, leverage points or tools, including the identification of champions (or opponents) might be used to promote policy implementation of an existing policy you have identified or the adoption of a new policy reform that you recommend? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 11. If you had to identify the two or three most important policy priorities affecting programs, what are they and how would they impact the effectiveness of your programs? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… ……………………………………………………………………………………………………………

64 12. From your experience, what are the principal public policies priorities of DRC citizens, their families and communities living at the local level? Can you name a few? Do you see a convergence or divergence of citizen’s priorities vis-à-vis those of the Government? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… 13. Are there any additional comments or thoughts you would like to share with us? …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… …………………………………………………………………………………………………………… ……………………………………………………………………………………………………………

Thank you for your attention and valuable time

65 ANNEX D – Health Findings

66 Consolidation of Findings in Health; what respondents stated All information included herein is lifted directly from interview and discussion group notes. This is an organized consolidation of these notes for further elaboration in support of the summarized presentation in the body of the report. The individual summaries of each interview and facilitated group discussion are compiled by sector on the shared drive at “ ”.

Introduction on the intersection. - Based on interviews with key informants of the Congolese health sector both from the public and private sector, as well as from academics and civil society, the following analysis will successively outline three main public policies that need support to significantly improve the lives of Congolese citizens; make the inventory (état des lieux) of the current situation in the health sector and highlight key recommendations for the way forward. 3 1.1. Three Public Policies as Priorities in the Health Sector (2020-2025) [prevention and resolution] The main purpose of supporting the three public policies considered as priorities is strengthening the Congolese health system thus far broken. - Health with universal coverage4 (equipment of hospitals [laboratories] and building new infrastructure). The cost of health care is mainly covered by families.5 There is a need to organize a prepayment system, such as health mutuals, insurance, etc. This will ensure that the coverage 6 7 is there when it is needed. People are still very poor. - The systematic use of vaccines to address epidemics’ recurrence (cholera, Ebola, measles, etc.) GAVI and the Gates Foundation are currently supporting this. If they weren’t here, we would have a problem. A policy that could guide the use of urgent funds (like Ebola) to reinforce the system. There doesn’t seem to be a policy in place for this.8 [Include the management of epidemics in the health system.] - Strengthening the Congolese health system9: Increasing the quality of healthcare through the permanent training of health personnel and the control of medicines where 80% do not meet the

3 What public policy priorities are being addressed by other donor agencies, and how? Are there any opportunities for coordination or collaboration? If so, what are they? Which GDRC public policy priorities have the potential for the greatest beneficiary impact? a. Has the GDRC calculated estimate cost of priority policy implementation? b. During the course of a USAID project cycle, which public policy priorities have the greatest likelihood of reaching desired outcomes? 4 ABT did an economic analysis. They have conducted numerous consultancies and programs on universal coverage and governance. This is a specialty of the organization. 5 The President wants everyone to have access to quality health services based on WHO standards. The President understands that you cannot fight poverty if people aren’t healthy. We currently have a disorganized system. The first thing we need to do is respect norms already provided through policy. The results-based financing is a broken system. Currently, only 5% of the national budget is for health. 6 Universal coverage is the only way to improve mortality rates, but the country must put the budget there. 7 For example, there is no national program against cancer here. There was a project submitted but it never moved. There was a study here in Kinshasa that 48% of deaths in Kinshasa was due to cancer. A partner could support a national program against cancer, since it is a main cause of death here. There are about 10% of the population that can pay. So, I believe that a partner could support that. So that the 10% of the population that can pay, can support the other 90%. Partners could work to coordinate between all of the stakeholders (public, private, partners) to find a way to put everything together to work. 8 Ebola – USAID just [recently] gave 15 million to OMS for Ebola. 9 This country is currently managed by projects – HIV/AIDS project, the Malaria project, etc. So, if you have HIV, there is treatment. But if you have anemia, there is no project for that so there is no treatment. DRC has to start planning their own system, not manage based on projects. 67 standard in DRC; – finance, human resources, materials, leadership, infrastructure, equipment, governance, SNIS, etc. - Strengthening decentralization10 in the health system: There are norms concerning how many personnel and the qualifications of each for the Health Zone. Decentralization – I think they do, because the constitution is clear that it must be done and there are additional laws that require them to decentralize. The problem is that the key actors at the lower levels don’t understand their role. No one has accompanied them. The will is there because the evidence is there (the laws and policies). A typical example, in health USAID supports annual operational planning in the 9 provinces. In the constitution it is the territory that must think about how to finance health at a local level. But they never even know what is happening. - Treatment: In terms of access to treatment, there is a policy on free treatment for maternal and child care, but I’m not sure where the government has arrived with its implementation. If we could just implement this policy it would have a huge impact on the population. - Reorganizing the organic framework of the national ministry of health to increase its efficacy; (Central – Strategic, Provincial – Technical, Zone – Operational) - Mécaniser all health workers. - Improve training facilities for medicine faculties.

1.2. Current State of Affairs 1.2.1. Champions in the Health Sector (2020-2025), as Identified by Respondents - The government - Governors of provinces - Bourgmestres (Chiefs of Communes) - Congolese First Lady - The National association of pharmacists 11 - The recent created National Council of Deans of Medical Faculties - Committee for the Monitoring and Evaluation of the Strategic Plan - Curriculum Revision Committee - AFMED – Organization of former medical faculty - National Episcopal Conference of Congo (CENCO) - Individual champion such as a Nobel Prize (Dr Dénis Mukwege). 12 - Civil Society

10 Decentralization of the health system – if you look at the constitution this is clearly included. In my opinion, if we apply this that will really move the sector forward. Until today, when you go to the province and to the community, decentralization is not achieved. This includes decentralizing decision-making and resources and allowing the people at the decentralized level to play the role that they are supposed to. This hasn’t happened yet. If you look at some of the new provinces, the first thing that some of the new leaders did was remove everyone from their post, sometimes without reason. So, it’s important that each of the actors know what their role really is. There is also an international discussion concerning health system resilience. In my point of view, the decentralization policy could help to address this issue. If we can really take the decision making to the lower level, it will help to move the resources and capacity down the system. This will help to make the system more resistant to shocks. Assist the provinces to really understand decentralization. The decentralization process is being overtaken by regionalism and tribalism. People really need help understanding that it’s a country, and that there is a system. They are too focused on tribalism issues. 11 We have also created a College of Medical School Deans. We have 50 Medical schools in the country. We have created a charter to present so that we can become a pressure group for policies that concern medical education. 12 There is a difference when the community thinks they are beneficiaries and when they think it’s their rights. Inform people of their rights, and that they also have responsibilities such as sanitation. 68

- Political parties – today, when you look at the people that participate in parties they’re not educated, they’re just fanatics. They are just there to applaud the “authority moral” who are mainly immoral. - Confessional structures - CARITAS - The diaspora could create a pressure group. - National Assembly. - Created an advocacy group for vaccinations at the national assembly (old government) - Media - [operational level] People in the village. - Nurses and the Titulaires of health centers.

1.2.2. Health Sector: Current State of Affairs This section covers the current state of affairs in the health sector. In other words, it globally portrays the Congolese health sector in the words of respondents: - Lack of infrastructure. 80% of health facilities are private owned. Consequently, the State should 13 think on who to support the health private sector but it does not. - Some aires de santé are bigger than zones de santé while it should be the contrary. There is the need to know the demographic standard of each aires de santé to determine the need of creating new aires de santé. - Approximately 60% of health professionals are not mechanized-paid. Most personnel are concentrated in the large cities, which is also a problem. An urgent need of integrating them into the civil service appears. - SNIS – there is a problem with data quality. The last census was held in 1984. The obsolescence of data generates a great problem in planning. An example is vaccinations, we want coverage of 80%, but we are only hitting 35%. - 80% of medicines circulating across the country are counterfeit drugs: there are numerous entry points for medication, and we can’t seem to control them. So, there is a lot of uncontrolled medicine circulating. Pharmaceutical Reform becomes an urgent issue. - Only 5% of the budget is allocated to Health despite the recent declaration of President Félix- Antoine Tshisekedi at the Abuja summit in July 2019. - The lack of good governance appears to be a critical issue as it is for other areas in terms of 14 control, inspection, and utilization. - The combination of decentralization and deconcentration in the management of the health sector: the provincial level is no longer accountable vis-à-vis the Minister of Health at the national level, 15 this creates issues. - There have been several policies in sanitation (hygiene), for example policies on latrines and policies on sanitation in the schools. There also used to be a sanitation brigade, though it does not exist now. - The GDRC is working on a new action plan for health and well-being. Draft zero should be ready at the end of the month.

13 The World Bank has put in place a unit at the Ministry that should act as the interface between public and private healthcare. 14 Gavi has analyzed this and found that they have reversed the pyramid when it comes to utilization. The greatest part of the budget went to the central level instead of the operational level. They need to raise the resources to 60% at the community level, the other 40% at the provincial level, and then just strategic support at the central level. 15 The DPS is named by the governor, so they don’t respond to the MOH. If you consider Kasai, the new governor changed 20 of 26 chef de zones. 69

- A policy for Universal Coverage has been in place since 2005, but there has been no change. It’s not a problem of the texts that exist or policies, it’s the operationalization that is the problem. - For example, the president has asked the Special Advisor if we can provide universal coverage. He said yes, and here is how. - The intention of employing the leapfrog approach to development. - In the 1980s, we had one of the best systems in the region. It worked because at the central level 16 there was a clear vision, and there was agreement among the civil servants. - There are 515 zones. - Universal coverage is considered to be new while it used to be the normal policy of the GDRC17. - Medical personnel receive salaries without working and they stay in Kinshasa. For each health zone the norms say that there should be five doctors. - The equipment deficit is widespread. - Poor oversight of the health services delivery at the grassroots level by CODESA (Comité de Santé). - The plethora of human resources at the Ministry of Health since there are not enough health structures to accommodate them all. - Non-respect of plans and procedures in any issue related to health. - Lack of transparency and accountability of health policymakers. - Disparities in budget allocations, creating scarcity of financial resources. - The unavailability of vaccines. In other words, international partners are the only ones that pay for vaccines. Yet, the money for such a purpose is always foreseen in the national budget. - GDRC has the bad reputation of forcibly levying taxes and fiscally harassing tax payers but one never knows how the collected taxes are managed and there is no result in terms improving services delivery. - The complex routing of disbursed money for health from Kinshasa to remote chiefdoms. - The ambition of reaching universal health coverage contrasts with the small amounts of money allocated to the health sector. - The health system is 100% operating with partners’ funds. - The current health system is operating through limited mutuelles de santé. - For a long time, the country has been subscribed to the UN resolution on universal coverage but is still ongoing. There are certainly policies and laws but there are barriers to the implementation. - In Bili/North-Ubangi, Doctors Without Borders [MSF] support with Global Funds funding for primary care for children: 18ARI, malaria, and Diarrhea. This zone is also supported by DFID. They have put in place a process to determine how much a person can pay, and MSF reimburses this. We have collaborated with PEPFAR on HIV. - Poor management of funds at the ministry19. - In 1995 there was a plan for reinforcing the health system. - Cumbersome procedures of creating a clinic. - Medicine is seen as a commercial product. - The global package has been a success (SANRU).

16 But the government stopped put resources towards their personnel and people started to leave. Before the 90s, people didn’t work for international organizations, they worked for the government. 17 In health, it’s the same thing. I remember when my father who was a civil servant had an entitlement card that provided social security and access to a mutual. When I arrived at a health facility, I showed the card and I did not have to pay anything. 18 This zone has a high malaria rate, 75% of RDTs can be positive. 19 We conducted an audit of Gavi and World Bank funding. We saw at that the Ministry level that these funds were poorly managed. We tried to clean up the salary list and were able to identify 3.5 million dollars doing this. 70

- SANRU does rural health and manages funding from Global Funds and Gavi - 350,000,000. They have 17 or 18 satellite locations in the country. They work in areas not supported by PROSANI. There was a rationalization that the donors conducted for malaria and HIV, supported by DFID and USAID.

1.2.3. Political Will in the Health Sector Political will means the declaration of the intention and its materialization. In other words, going from words to visible actions. The following elements summarize the issues related to political will within the health sector:

- The need to push for generating the political will. - We need to speak frankly and publicly, for example in the media, to show that people have power. - If you look at history, where there was big change in [DRC], it was because one person came and took the decision to change things: If you take the example of Ghana, there was one man that said stop. - An article in an American journal that said when I was you “Zaire was a Kleptocracy.” I believe this is still true. There is a type of dichotomy between the discourse and the practice. The 20 discourse is often made for external consumption, to fool people. - There is political will, but concretely, there are blocks to the mobilization of funds. So, they may sign all of the paperwork, but they can’t mobilize the funds. - It’s difficult to speak of political will today when there is no budget.

1.2.4. Political Will versus Lack of Human and Financial Resources In the health sector, despite the difficulty of saying there is real political will, there are still human and financial concerns: - All depends on the political will since human resources are available. - The money exists in the DRC but it is still not mobilized. - From 1965-70, all of DRC big purchases were in cash, he [Mobutu] just took the money out of the treasury. - The Civil Society is who can work with the embezzlement of public funds. - The country has so much potential, for example, we could provide hydroelectric power to other countries in Africa. - Financial resources are in the DRC and the capacity is not lacking. - Human resources: DRC has capable people that can develop this country. There is so much frustration because there is not enough work and people are leaving to go work other places. - Financial means: it’s not money that is lacking in this country, it’s the utilization of the money that creates a problem. It is not used for development, it’s used for selfish reasons, for personal gains. It all depends on where we put the priorities. The question about how we manage our resources remains to be answered. - The country relies on partners while these latter work for their own interests. People don’t realize that the policy must come from us.

20 For example, the government can’t even get electricity to Kinkole. GAVI had to pay to get electricity there. Gavi also bought refrigerated trucks for former Katanga, and the trucks were there and given officially to the local government. I found out later that they were not in use because the Advisor of Kabila had not gone there to give the authorization for their use. They asked UNICEF to cover transport to do that. There is no political will. They also said that they were going to build a DPS for Lualaba. 71

- To create capacity, there must be motivated people. The people have to know at the end of the month they will have a salary. Right now, you can’t do an activity without per diem, because they’re not paid. - This is not normal. We found out recently that someone that was managing our activity of 12 million dollars wasn’t receiving a salary. We are currently at a stage where individual interest is superior to collective interest. - We also need to instill a culture of results. If you look at PEV, right now there are 200 people. If you look at the new administration, there are over 300 advisors for the new president. Not because they’re needed but because there are resources there. - There is a group of parliamentary deputies that wrote a letter saying that they are supporting the vaccination policy. - The planning capacity is lacking, and so is the management capacity. - We put people in posts in the health system that we can’t pay. I heard that even the 30 million that was given for Ebola couldn’t be used.

1.2.5. Donors Funding the Health Sector; Potential Partners This section lists donors funding the health sector: - Sanitation – World Bank, UNICEF, PNUD- Sanitation. - The EU has funding available in support of the Cotonou Accords. - Health Focus – helping to carry out the etat de lieu. - USAID,21 Global Funds, EU, France, Belgium and the Gates Foundation. - Academy de Recherche pour l’Enseignement Superior (ARES), an organization that supports all of the Francophone universities of Belgium with its Flemish counterpart VLIR-UOS. - Canada. - JICA. - South Korea. - He-CONNECT – digital library. - Prometra – promotion of traditional medicine (Senegal). - UNHCR. - All of the INGOs (humanitarian, education, health, etc.) are involved in supporting these policies. - DFID (Kasaï, Maniema, and Nord Ubangi). - World Bank. - Chemonics. - WHO is the structure that provides orientation to all of the country. They are the technical advisors to the MOH. - UNICEF does this for child health. - UNFP for Family Planning. - UNAIDS for HIV. - World Bank for technical assistance for development along with UNDP. Also the EU is involved. The World Bank supports the MOH to support the private sector. - GIZ works in decentralization. - Cooperation Belgium at the community level. - French are implicated in medicine. - A big one is SANRU at the community level. - PATH – they receive various funding for decentralization.

21 There is a big difference between the approach of USAID and others. Other donors give money and wait for the results. USAID gives you financing and then technical assistance. Other donors don’t do that. 72 - GAVI, Gates, USAID, Korean cooperation, etc. Result 1 – vaccinations, Result 2 – Child diseases (focus on the main killers of children under 5), Result 3- Revitalization of the Health System, Result 4 – Management of Health Emergencies (Cholera, Ebola, etc.).

1.3. Respondents’ Recommendations on How USAID Could Support This section intends to answer the question: what are possible strategies, leverage points and tools necessary to address identified public policy priorities? - USAID should support the GDRC in the construction and the equipment of health infrastructures 22 where there is greatest need (remote areas). - USAID should coordinate with American private investors in order to draw their investments in the zones in which they are working. They are currently working with GE to provide some equipment for the military health zones. This is something USAID could look into for the zones they are working in. - USAID should coordinate with other donors (World Bank) to address roads issues. - Civil Service – there is a lack of equilibrium in human resources between the larger cities and the local levels. - USAID should support the digitization of the Congolese civil service (including a computer- based system of monitoring. If we just keep distributing medicine like we do, in 10 years we will be doing the same thing). - First, assist in the creation of the next five-year plan. - Provide resource support for civil servants posted to rural areas. - Address Health as a development issue, not a health issue. Work on the system. - Address the health and social needs of the FARDC, including health, nutrition, well-being, etc. - Support the Congolese census to improve the development planning for example for availing free medicines. - Revitalizing the health system instead of supporting projects whose durability remains shaky; (We don’t want projects that are 100% financed and managed by the partner, so that when the partner leaves the village everything falls. So, we need a policy of accompaniment. This may not start this year, but it will come). - [strategy]USAID is a partner; they can’t substitute the government. But since they are putting American money into projects here, they must engage with the government to make sure there is a return on the investment. For example, discuss the criteria for who should be minister in the different sectors. What should the profile be? If the Minister isn’t of that profile, then perhaps request an advisor that has the qualifications. - [strategy]USAID should address the issue at four levels notably national, provincial, health zone and CODESA. In other words, USAID should work at the national level but with more attention and emphasis to the local level since that is the level where services are delivered; [Ebola is an example that demonstrates the importance of working with the community]. - Increase the support to the Medical Faculty. Right now, it’s all focused on the SPH, but that is part of our faculty. Expand the support to CNPP (Center Neuro Psycho-Pathology), SPH and the UNIKIN Clinique Universitaire. - Support the reform of the judiciary. - Support increasingly the civil society (we could also support musicians to include development themes in their music. If you look at the groups of TB survivors, they often passed their message through music; CENCO and churches; Cinema/theater.

22 Many of the health facilities are in very bad condition 73 - Put an American University in Congo like in Beirut or Cairo. If we could have modern universities, this would have a huge impact. - Subventions directly to the health centers. - USAID should go back to Minimum Health Package – this is already in place if we could implement it. The Complimentary Packet is also there for hospitals. The vertical programs do not support this. If USAID could come back to the idea of a package, it would also help USAID to see impact from their programs.

74 ANNEX E – Education Findings

75 Consolidation of Findings in Education; what respondents stated All information included herein is lifted directly from interview and discussion group notes. This is an organized consolidation of these notes for further elaboration in support of the summarized presentation in the body of the report. The individual summaries of each interview and facilitated group discussion are compiled by sector on the shared drive at “ ”.

1.1. Three Public Policies as Priorities in the Education Sector (2020-2025) - Free primary education better known as “la gratuité de l’enseignement primaire.” This reform should be done simultaneously with the construction of IFM/TTI to synchronize the number of children with the quality of what they are intended to learn. To date, 4,000,000 children are still out of schools in the DRC. The current estimates to make free education feasible is 2.5 billion if we take into account all teachers (paid and unpaid). If the GDRC has to start first with those already aligned on the payroll, then it needs 700,000,000 USD. The solution is to do it progressively. - The implementing measure of the law on education (education as a human right). - Putting in place fiscal laws and measures that alleviate the fiscal bargain of investors in the education sector (positive discrimination). - Lack of initial and continuous training for primary school teachers. This is due to the fact that general pedagogy section (Section Pédagogie générale) does not produce good teachers for primary schools. That is why there is an urgent need to straighten skills of primary school teachers in putting on place the Institut de formation des maîtres / Teachers’ training institutes (IFM/TTI). There is the need to train 25,000 to 30,000 teachers per year and we need to build 80 IFM/TTI across the whole DRC. As there is no way to build all of them immediately, the plan is to start with the former 11 provinces. With the support of the Global Partnership for Education, 4 IFM/TTI will be constructed shortly inter alia in Mbandaka, Bumba, Tshikapa and somewhere in the great Kasaï. The ideal is to scale up skills of teachers from D6 (Diplôme d’Etat) to post- secondary level. The IFM/TTI will have three levels: 1, 2 and 3 for training. The creation of IFM/TTI is the most important reform in the education sector for the DRC. - Improve social standards of life for teachers by increasing their salaries and supplying operating fees for schools. - Allocate more funds to the FPEN. - Pursue the program of building 1,000 new public schools per year although the so called new schools were rather existing schools that have been rehabilitated. Nevertheless, the positive impact of the program was in terms of increasing the number of girls due to new improved sanitary conditions of bathrooms and other similar facilities. - Strengthen technical education: numerous trainings are being conducted informally to date. The GDRC should work to create relationship between the formal and the informal, as well as the professional education. The private-public partnership should also be strengthened to increase the number of technical schools. Private firms and companies should also be associated in the design of technical schools’ curricula. An agreement has recently been signed between the GDRC and the Fédération des Entreprises du Congo/Federation of Congolese Companies (FEC/FCC). - Strengthening English teaching in Congolese schools. Such a reform might have a significant professional impact for Congolese people.

76 1.2. Current State of Affairs (legal and political) - There are already legal and statutory material but all are not implemented/enforced yet. - There are still financial challenges. - There is the need to draft out the strategy for the whole country. - All initiated reforms have taken a turn for the worse. Numerous directorates have been created without being allocated enough funds to become operational. - Laws on education are not enforced. - There is the Program de Reconstruction / rehabilitation of schools – the government put 100,000,000 into the first phase. This was Congolese money. The norms included six classrooms with latrines – this would cost 100,000 USD per school. A school that would cost 100,000 here in Kinshasa may cost more in other regions because of the transportation of materials. So, we were not able to complete 1,000 schools. The norms included a U-shaped school that made it possible to not include a wall, which is also very expensive. - The law for free primary education known by its French name Loi sur la Gratuité de l’Éducation Primaire, except Kinshasa and Lubumbashi has never been implemented. On the contrary, there is still a flux of school fees to be paid by parents. 75% of schools are shouldered by pupils’ parents. - UNICEF implements ACCELER 4. ACCELER 4 subsidizes schools, conducts the “back to school campaign” and organizes teachers’ trainings. This program is currently in its phase 2 named “education in emergency” in Kasaï-Central and Kasaï-Oriental. We support schools that benefited from ACCELERE! 1. - There is the Loi-cadre sur l’enseignement national enacted in 2014. The law should be adjusted to the level of the SSEF. - Literacy is provided: initial/traditional (read, write and count), functional (based on need of the learner), schooling (youth 15-24). The literacy is also provided for refugees and IDPs. Congo has a 27.1% illiteracy rate, 14% for men, 39% women. There are 3,817 centers. - There is the need for a study to measure the knowledge of beneficiaries of the literacy program. - Need for standardization of the literacy curricula and training manuals. - There is an academic catch-up for children that passed the normal age for entering primary school (children that were never in school or that have dropped out of school). There is a program for primary school (children 8-14 years). It covers two years in one year, so three years to finish primary school. To date, there are 2,702 centers. 100,000 guides and 5,000,000 manuals in French, Math and Science are needed. Trainers also need motorcycles and 4x4s. - Need for increasing the number of training centers to meet the demand since there are thus far 7,000,000 children out of school. - Inspectors and trainers also need training to monitor and evaluate programs. - Statistics also have to be improved. - Modules were drafted for indigenous communities in four languages, this was successful. There was a big demand for this and we couldn’t reach all. - ACCELERE worked on guides and manuals for reading and writing and distributed them in the eight provinces and trained educators. - Professional training: there is the need for reproducing manuals. - Lifelong learning: trainings are conducted sporadically. - The school calendar for all types of non-formal learning exists. - There is the program of academic catch up for the 4th level to respond to the 7th and 8th years: they will then get ready for the Test National de Selection et Orientation Scolaire et Professionnelle. The test will be held for the first time this year.

77 - A project to retrieve children from the street has been drafted though it lacks funds: projet de prise en charge holistique des enfants en situation de la rue et jeunes désœuvrés de la Ville de Kinshasa. - The Fond pour la Promotion de l’Éducation Nationale (FPEN) has been created and operate since 2009. It does not depend directly on the ministry of EPSP. The FPEN has a subsidiary budget (annexed budget) and does not depend directly on EPSP. Its main objective is promoting investment in the education sector across the DRC. It covers the whole formal education sector: kindergarten, primary, secondary, higher education. It has to support all institutions working in the education sector: more or less 77,000 primary schools; 850 [universities and higher institutes (colleges) included]. Education is a less funded sector and USAID should be aware of this. The decree creating the FPEN provides that it should top up the payment of unpaid teachers. The FPEN has less than two million of USD to fulfill its mandate. - All 14,300,000 pupils studying in public schools are exempt from paying such fees. - In 2010, the budget allocation to education was 8.9% and has reached 18% in 2019. - There is the project named PAQUE of Global Funds. The partnership for technical education is already signed to actualize the public-private partnership. - SPACE means Secrétariat Permanent d’Appui et de Coordination du Secteur de l’Éducation. Its basic mandate is to help the GDRC in the inception, coordination, monitoring and evaluating of all reforms in the education sector. SPACE has helped the GDRC to align its reforms into the ODD4 (the objectives of sustainable development that puts education at the fourth position). SPACE exists since 2016. Before, it had the name of Cellule d’Appui Technique (CAT) and it was sub-sectoral because it was dealing only with EPSP. It is now sectoral since it changed into SPACE in 2016. It is the interface to reach across the GDRC in education matters. Passing through SPACE is a legal requirement. - SPACE coordinates technically the four ministries in charge of education. It also coordinates the sectoral strategy of education and its implementation plan.

1.3. Big Challenges - The biggest problem is always finance. In the public sector we have 600,000 teachers. We only have 400,000 that are paid by the government. That means there are at least 200,000 working in the public schools that are taken care of by parents. - The poor involvement of parents in education matters. - The lack of a numéro vert to help parents reporting any abuse observed at school. Funded by the World Bank, the project was not accomplished. - Lack of equipment. - The underfunding of the FPEN. - The difficulty of operating forced recovery of fees allocated to the FPEN. The recovery rate is thus far 35% due to tax evasion of many contributors (schools and universities). - The lack of a strong leadership in the education sector. - Weak administrative apparatus. - The management of education matters by four separate ministries impairs the policy. - The politicization of administration, especially in management positions (tribalism, nepotism).

1.4. Potential Champions as Identified by Respondents - General Direction of Non-formal Education. - Churches (Catholic, Protestant, Muslim). - NGO – Reseau des ONGs for Literacy. - Reseau des ONGs de Ratrappage Scolaire / NGO network for academic catch-up. 78 - Communities at the grassroots level. - The President of the Republic. - The Prime Minister. - The Minister of EPSP, to date EPST. - The President of the National Assembly (Speaker) and members of the parliament. - Pressure groups such as Labor Unions. - Parents’ Union. - The opinion leaders such as religious chiefs, musicians and artists, etc. - Artists might work to raise awareness of people on education matters. - Technical and financial partners. - Coalition Nationale des ONGs de l’Éducation Pour Tous (CONEPT) whose president is Jacques Tshimbalanga. It works on education and groups all NGOs working in the education sector.

1.5. Donors; Potential Partners - The World Bank is the most important donor of the education sector. It provides 1 billion for the education sector in two installments (500,000$ US million in 2020 and 500,000$ US in 2021). We are currently working on prerequisites. It has also accepted to allocate 250,000,000$ US to fund the training of primary school directors. Moreover, the World Bank is also funding the technical education through the project PEQPESU (Projet d’Éducation pour la Qualité et la Pertinence des Enseignements au Niveau Social et Universitaire). The PEQPESU is a three- pronged project: • EPSP (Enseignement Primaire, Secondaire et Professionnel): revising the curricula of the secondary education and the training of teachers have already started; rehabilitating laboratories of 36 schools (done) in nine provinces. • Technical education: through the public-private partnership; PEQPESU has rehabilitated three schools out of 18 initially planned due to financial constraints. The approach school- project/école-projet is being implemented. This approach intends to make school personnel conducting the diagnosis of their school so as to develop its strategic plan and receive money from the donor to implement it. • Superior education: the project helps the EPSP and Instituts Supérieurs Pédagogiques (Higher Education Institutes) in harmonizing their curricula in sciences and mathematics and they get equipment; the project also rehabilitates faculties and their laboratories (ISTA, ISPT, Polytechnics, and Agronomy). The project also supports the progressive implementation of the LMD reform (Licence-Master-Doctorat). - UNESCO had technically supported the GDRC in the evaluation of the education sector: the quality of education [Plan Intérimaire de l’Éducation]; diagnosing the gaps; the sectoral plan; the sectoral strategy; technical calculations; the social standard of teachers; the governance; distributing kits of material, etc. In other words, UNESCO provided the upstream support to the GDRC. It also provided institutional support to the direction of planning and statics. In a nutshell, UNESCO assisted the GDRC in recovering its sovereignty on education. UNESCO also supported the law extending basic education from six years to eight years. This reform prevented children studying in the DRC from falling back into illiteracy after primary school. - The ADEA [Association pour le Développement de l’Éducation en Afrique] has supported the development of mandatory one-year pre-primary school and UNESCO supported the GDRC to comply with this obligation. It goes alongside the free primary education policy. - Technical and financial partners as UNICEF which works on education access and it now moves to quality.

79 - Bilateral cooperation: USAID, DFID, South-Korea, China Trust Fund, JICA, SIDA, Norwegian, Switzerland, the World Food Program with school canteens, UNHCR support to education of refugees. - Private structures such as private foundations, private companies [Airtel with a fund of 5,000,000 USD for the project “train my generation”]; the jobs incubators; Vodacom and Orange; private banks, mining companies. - USAID – ADIGE. - Canada – supports 10 centers (3-Uvira, 2- Bukavu, 5- Kinshasa). - UNICEF – supports academic catch-up (rattrapage scolaire). - African Development Bank. - The Global partnership for education has also allocated 100,000,000$ US for the training of teachers.

1.6. Respondents’ Recommendations - Support the GDRC in drafting the strategic plan of education to complement the sectoral strategy that already exists. - Support the GDRC to draft the implementation plan of the gratuité. - Finance the FPEN to support the gratuité policy. - USAID should coordinate its intervention with other donors so as to not scatter its efforts. Technical partners should be complementing each other. - Support the empowerment of all Congolese Instituts Supérieurs Pédagogiques (ISP) to train frequently primary school teachers. - Help and push the GDRC to clarify its free education strategy. In fact, the gratuité only concerns MINERVAL and not other additional fees. - Support the GDRC revitalizing the Ecole de formation des cadres de l’enseignement primaire located in Kisangani and Bandundu with urgency. Those structures were in charge of training Inspectors and Directors. - Support the GDRC revitalizing the national service for training known by its acronym SERNAFOR (service national de formation). - Support the GDRC increasing the number of technical and professional schools to improve the skills of the Congolese workforce as well as equipping them. In other words, help the GDRC increasing the number of technical and professional schools at 60% and 40% of general teaching versus currently 70% of general teaching and 30% of technical and professional teaching. - Support the GDRC legislating on the source of income of parents’ associations to decrease their dependence on school managers. - Support civil society organizations pressuring schools to associate parents’ associations in the budget drafting process. - Line up behind SPACE to intervene into the education sector. - Finance civil society organizations to sensitize and train school managing committees to put in place their strategic plans each year to develop themselves and avoid the status quo. - Support the GDRC clarifying what is decentralized and what is deconcentrated in the education sector. - Push the GDRC to do its best to ensure that the forecast money is exactly what is disbursed in the implementation process. In fact, theoretically 17% are allocated to education but only 3% are disbursed. - Support the creation of “Groupe Solidaire” into schools to help communities with income generating activities to scale up the number of children going to schools. - Support the democratization process of parents’ associations steering committees.

80 - Support the introduction of one-stop shop (Guichet Unique) for the payment of school fees. - Help the GDRC understand that the gratuité is only possible progressively. - Help the GDRC understanding the need of suppressing the TNAFEP (Test National de Fin d’Études Primaires) as a barrier to secondary school (7 and 8 years). - Coordinate with the World Bank (PPRAP) to support the retirement process of primary school teachers since many of them are over 65 years old. - Support the transformation of the General Pedagogy section (Section Pédagogie Générale) into Institut de Formation des Maîtres. In other words, after getting a Diplôme d’État, they pursue the training for two additional years. - Results based financing (RBF) should also be included in the education reforms. - The US government should alleviate TIP sanctions so that public schools can get back to benefiting from the American solidarity. - Support the civil society organizations sensitizing the Comités des Parents (COPA) on the content of the SSEF. - Nominating a special USAID advisor to the MEPSP (Ministère de l’Enseignement Primaire, Secondaire et Professionnel) to strengthen its coordinating capacities. - Support the GDRC revitalizing the Direction Administrative des Finances (DAF) within the MEPSP that still not has access to the bank account of MEPSP. - Support several directorates created into the MEPSP. - Support civil society organizations in creating local champions on education issues. - Influence the GDRC to recruit female teachers. - Support literacy centers. - USAID should partner with the FPEN. - Support the CSPE (Cadre Partenarial pour le Secteur de l’Éducation) ratified by the four ministries in charge of education.

81 ANNEX F – Economic Growth Findings

82 Consolidation of Findings in Economic Growth; what respondents stated All information included herein is lifted directly from interview and discussion group notes. This is an organized consolidation of these notes for further elaboration in support of the summarized presentation in the body of the report. The individual summaries of each interview and facilitated group discussion are compiled by sector on the shared drive at “ ”. Economic opportunities (promoting employment for the youth); Access to electricity access and water (GDRC); Natural resources (mining) and hydrocarbons.

1.1. Three Public Policies as Priorities in the Economic Growth Sector (2020-2025)23 1.1.1. Agriculture - INERA has not received any funding from USAID over the past 30 years for the funding of agronomic research. - Legislation on seeds: the revision of the bill on seeds to insert the copyright dimension. INERA will use its copyright as a mechanism for generating income. - Make use of all innovations coming from INERA. - Support the revival of value chains since farmers cannot store nor transform their products. - Support the DRC drafting of an agricultural policy that defines the roles and the responsibilities of each stakeholder of the agricultural sector. - Support the DRC developing a policy on agricultural research – this would also be helpful. (Currently, there is no real infrastructure for SNV (Service National de Vulgarisation/National Extension Services) and SENASEM (Service National des Sémences/National Service on Seeds). - Support the revival of perennial crops (corn, rice and cassava). - Support the GDRC in rehabilitating agricultural feeder roads to address farmers’ lack of outlets. - The agriculture subsidy: there was an agricultural bank (Banque de Crédit Agricole; Société Financière de Développement [SOFIDE]); - Rehabilitate agricultural feeder roads to open up rural areas. - Support of the Conseil Agricole Rural de Gestion / Rural Agricultural Management Board, as an agricultural consultation space to consolidate the structuring of farmers at the local level. The impulse coming from bottom-up refers to the system named the system of “paysannat-modèle.” It was a system of sharing with farmers any agronomic discovery and research findings. The system also facilitated the training of farmers by INERA. - The training and capacity building of agriculture stakeholders is fundamental for this sector. - Agriculture subsidy: the law on agriculture enacted in 2011 has foreseen the creation of FONADA (Fonds National de Développement de l’Agriculture / National Fund for Agriculture Development). FONADA is the structure that can facilitate women and youth access to credit through a guarantee of funds. That would trigger a dynamic of small and medium enterprise creation in the agricultural sector, or you can’t develop your economy.

1.1.2. Mining

23 See - identifying three main policies: What public policy priorities are being addressed by other donor agencies, and how? Are there any opportunities for coordination or collaboration? If so, what are they? Which GDRC public policy priorities have the potential for the greatest beneficiary impact? Has the GDRC calculated estimate cost of priority policy implementation? During the course of a USAID project cycle, which public policy priorities have the greatest likelihood of reaching desired outcomes?

83 - Supporting access to credit and technical support for small and medium enterprises (SME) – This is also true for Congolese owned businesses that provide services to mining companies. In Congo there is a law that Congolese companies should. - Support the GDRC implementing its outsourcing law enacted in 2017 to create more jobs for Congolese. - Clean up the economic environment to promote local production.

1.1.3. Electricity - Support the GDRC in increasing the electrification rate from 9% to 30%, compared to the African average of 25%. Such an increase could be done through construction of dams and micro dams, as well as solar energy. A UNDP study has already identified 780 sites where dams and micro dams can be built (conference of Matadi).

1.2. Current State of Affairs (legal and political). This section provides the current state of affairs in the economic growth area. In other words, it globally portrays the Congolese economic growth landscape:

1.2.1. Agriculture - Lack of a policy organizing agronomic research. All INERA documents still refer to distant times of success. - There no longer is perennial crops production in the DRC, whereas there used to be many tea plantations with numerous local farmers engaged (as one example). - In the past, the European Union had constructed many tea and coffee factories. None of these are still functioning today. - A seed bill has been in existence for ten years now, but it has not yet been passed into law by the parliament although the agricultural law exists since 2011. - There is a legal vacuum on seeds that leads the DRC to use SADC legal framework on seeds. - DRC still uses agronomic varieties from other countries since there are seeds companies overseas. For example, we use research results of the Forum for Agriculture Research in Africa (FARA) instead of developing our own. - Nowadays, only farmers living in the areas where INERA works are informed, to the detriment of those living in remote areas due to insecurity and the lack of good agricultural feeder roads. - There are various projects funded by USAID24, like the CBSD, that permit researchers to learn further. - There is the PARSA project in Equateur (agricultural recovery project). This project also provides equipment to some INERA stations. Also, the PDPC project in Kongo-Central that is developing growth centers in the western part of the country (funded by the World Bank); PICAGL in South-Kivu and Tanganyika that develop dairy farming, rice and cassava, as well as equipping two INERA stations. - The major shortcoming of the agricultural law is that 51% of shares of any firm must be owned by Congolese. - There is a national plan for agricultural investment although it is not operational. - The government invested in a “Program of Voluntarist Agriculture” – more than 60 million. It’s a private structure financed by the government. - There is no cohesion in the efforts.

24 Also, INERA had had a fruitful partnership with USAID. USAID’s funding supported the training of researchers (corn, cassava and legumes). Through USAID partnership, INERA benefited from the technical and financial support of other partners. USAID put us in contact with foreign universities and various international research centers. 84 - The Malabo and Maputo agreements ratified by the GDRC provide that states should dedicate 10% of their budget to agriculture but here they allocate only 2-3%, yet only 1% gets executed. - Each province will then develop its own agricultural monography. - The import balance of food products rises up to 4 million USD per month. USAID should assist the DRC in developing a resilient agriculture sector. - The lack of valid statistics. For example, FAO calculated the statistic of 12,700,000 hectares used to cultivate cassava, peanuts and corn, but what we know is that it is 5 million. We found that when they were collecting information, they were counting hectares that contained multiple crops and counting them for each of the crops, which gave the impression that there are more hectares under cultivation than there really is. Also, some of the sites included in the count informed us that no one actually came there. So, the hectares under production are overestimated. - The lack of funds for INERA [the biggest challenge] (all researchers who got their PhD leave INERA for a better life elsewhere). - The agronomic research in Africa is organized in terms of regional research blocs. Regional blocs are in charge of looking for funds. Nowadays, nothing continues to be done for that. The regional bloc is not operating anymore. - The current agriculture policy is geared to fund projects (cassava) instead of putting in place a long-term agricultural public policy. - The bill on seeds is yet to be passed and it also lacks mesures d’application. - A commission, funded by the European Union, was created in the past to flesh out the seeds bill, but no results thus far. - There is no department in charge of drafting the research policy while it should exist within the INERA. - The lack of soil cartography remains an issue: the GDRC should define the specificity of each soil across its territory and its real value. We are moving toward the sedentarization of some crops to promote some perennial crops vis-à-vis the soil to avoid shifting agriculture. - Lack of subsidies. - The lack of mechanized agriculture. - People working in agricultural are not well paid to produce good results. - Lack of genetic laboratories. - Entice large multinationals to come here and invest (like Nestlé). It is the private sector that can also bring the industrialization that is needed to transform agriculture, the equipment for the small and medium farmers.

1.2.2. Mining - USAID has appointed a person to monitor when mining companies pay directly to provinces. - USAID is working on the validation of mining sites to ensure that minerals are blood-free. The pilot-activity was related to gold since it has been established that 80% of Congolese gold is illegally exported. - On the issue of licenses/concessions there is no information available and the policy is not clear enough. There is only one company (from Kazakhstan - paid 180,000,000 for a concession, although when NRGI went to the site they were not mining) that has a concession from the right authority (cadastre of mines, cadastre of petrol). There is a study available about concessions in the DRC. They have bought licenses from different government services. - There is a new law from 2018 on the reallocation of mining money to local ETDs. There is a policy for the distribution of money, but not one how it should be used. Only one mining company (Kibali) is following this law currently. - There is a law on artisanal mining that requires that artisanal miners form cooperatives.

85 - Many mining companies register themselves with different identities at different services. There is no common database where they can be identified. If you look at the example of Ghana, there is a system of open data where anyone can see who won a public procurement. This provides transparency.

1.2.3. Electricity - The electricity law was not friendly drafted vis-à-vis foreign investors. - SNEL collects money without providing electricity to people. - There is the project of constructing INGA3 (14 billion) whereas Inga1 and Inga 2 could be rehabilitated with 8,800,000 USD to produce 1500 MW. - DRC is the African power focus country. In other words, the DRC could be the country to power the whole African continent. - There are two agencies that will be in charge of managing the electricity sector, namely the agency in charge of urban areas and the agency in charge of rural areas. These agencies have already been created by a decree of the Prime Minister. Their personnel will be appointed after the Matadi electricity conference. - The mining sector is also suffering from the lack of electricity. Mining deposits are less exploited due to the electricity deficit. - The Directorate of Agricultural Feeder Roads exists: in the early 1980s, the Directorate of Agricultural Feeder Roads was created at the Ministry of Agriculture and Rural Development. Later, the Directorate was transferred to the Ministry of the Interior as it also coordinates decentralization matters, although there is, since five years ago now, a Ministry exclusively in charge of the decentralization process. - There is no national policy to promote main crops (corn, rice and cassava).

1.3. Potential Champions as Identified by Respondents 1.3.1. Agriculture - The President of the Republic. - Parliament (17 members of the parliament are agronomists). - INERA. - All state services working on agronomic research. - COPACO (Congolese Association of Farmers) and other farmers’ organizations. - Provincial inspectors of agriculture. - Central government (Ministry of Agriculture). - Provincial governments. - Entités Territoriales Décentralisées / Decentralized Territorial Entities (ETDs). - Civil society (advocacy and training). - A coalition of INERA and IITA on the aspects of research and development. - FEC – Federation of Enterprises of Congo. - The US Ambassador. - CONAPAC – Conseil National de Producteurs Agricole du Congo. - CODACO. - UNAGRICO. - COPROSEM – Conseil Provincial pour le Semences. - CEPROSEM – Centre de Production de Semences des Legumes; this is privately financed by Spain.

86 1.3.2. Mining - Private sector: an example is Kibali Gold (South African). They put a lot of pressure on the governor. The governor had insisted that they bring him their taxes and they refused. They paid the taxes locally as required by law. The other companies gave the money to the governors. - Civil Society: COGEP [Coalition for Governance of Public Enterprises in the Extractive Sector]; established through a small grant of $15,000. They have since received funding from GIZ. The coordination is in Kolwezi.

1.3.3. Electricity - The GDRC - The Ministry of Energy.

1.4. Donors; Potential Partners 1.4.1. Agriculture - World Bank. - Bill and Melinda Gates Foundation (cassava disease). - Harvest+ (nutrition); the bio fortification of crops. - FIDA; papakin-supply of Kinshasa in market gardening and other crops (rice, cassava, corn). - FIDA; CTB (they changed their name), AfDB, FAO. - Belgian agency (ENABEL) and the World Bank (PPDC) work on opening up rural areas. We also have FIDA, FAO as an implementing agency; African Development Bank. All of them fund some projects. - The AfDB wants to invest in value chains and I recommended for them to work on rice farming.

1.4.2. Mining - GIZ. - Flemish NGO coalition. - Carter Center (a large office in Lubumbashi working on extractive industries). - Africa Legal Support Facility – supports the program for contract transparency. (DFID may have also supported this program). - CordAid. - OXFAM US has just arrived to work on this issue. They are currently doing their scoping in this sector.

1.4.3. Electricity - The World Bank and the African Development Bank are supporting Inga III project.

1.5. Respondents’ Recommendations - Support INERA in its agronomic research and advocate for it before the GDRC as USAID is a powerful donor. - USAID should take ownership of the seeds bill to make parliament pass it into a law [organize and support a workshop to flesh out the seeds bill]. - USAID should support cash crops instead of food-producing agricultures [we no longer have cotton farming though we have a program on it that we want to implement]. - Initiate and support a strong advocacy campaign to make the agricultural law investment friendly, to increase foreign investments in agriculture.

87 - Work with the 17 agronomists who are currently members of parliament on any agricultural issue. - Support the revival of the value chain (empower people in agribusiness). - Work with US universities that focus on agrobusiness to empower local farmers. - Support training of small mining cooperatives. - Support the EITI to increase transparency in the mining sector. - Train ETDs in participatory budgeting and monitoring. - Support the General Inspection of finances. - Keep supporting civil society organizations working on accountability and transparency in creating an observatory of foreign aid. - Support the state owned electricity program named PROVIM (Programme Villages Modernes / Modern Villages Program). This program aims at electrifying 130 villages. The implementation started with the village of Mbakana. - Support the GDRC to put in place a sector-by-sector policy in agriculture. - Promote the national program on agricultural investment that was drafted 18 years ago (husbandry, fishing and farming). There is no implementation thus far. - Finance the FONADA (Article 56 of the Agricultural Law: Fond National de Développement de l’Agriculture (FONADA) / National Fund for the Development of Agriculture. - Strengthen provincial inspection of agriculture. - Support the popularization of agricultural laws (dissemination). - Keep its presence in the GIBALDER (the group of international donors in agriculture). - Support the programming, monitoring and evaluation unit at the Ministry of Agriculture. - USAID should line up behind the GDRC agricultural national program to capitalize all nationwide studies conducted hitherto.

88 ANNEX G – Democracy, Human Rights and Governance Findings

89 Consolidation of Findings in Democracy, Human Rights and Governance; what respondents stated All information included herein is lifted directly from interview and discussion group notes. This is an organized consolidation of these notes for further elaboration in support of the summarized presentation in the body of the report. The individual summaries of each interview and facilitated group discussion are compiled by sector on the shared drive at “ ”.

1.1. Public Policy Priorities for the Democracy, Human Rights and Governance Sector (2020-2025)

1.1.1. Democracy - Local elections to improve local governance.

1.1.2. Human rights - The agency against human trafficking was established 4/22/2019. The presidential order gave priority to creating on a national strategy for countering human trafficking. Next is a five-year action plan. Certain forms of human trafficking need special laws. The GDRC ratified the Palermo Protocol in August 2005. This includes Immigration, the National Intelligence Agency, the Judiciary and the Police. To assure the rights of victims, lawyers need to be trained as well. - National Reconciliation. - There is a backlog of criminal processes. Some people wait for five years. - The reform of the judiciary to address impunity: improving the social standard of life for the magistrates; building new infrastructure to improve work conditions in the judiciary; give budget autonomy to the judiciary. Even the little the judiciary is allocated is not available to them. - Increase human rights training for people; fundamental rights; minority rights; indigenous communities, albinos, etc.

1.1.3 Governance - Increase fiscal receipts and find more money. - Standardize and streamline government spending. - Clean up the financial sector. This includes all actors in the financial system of the country. - Donor coordination; there is the need of external resources but they are poorly managed. - The partners do not align their interventions with national policy. - Fight against corruption in the mining sector; make the sector provide significant revenue to the national budget. Right now, it’s lower than it should be. - The ETDs receive large amounts of revenue from the mining sector, but they don’t have the capacity to manage it. - Corruption in the mining sector; this is linked to the judicial system. - Modernization of civil reform; rejuvenate civil service by sending the elders into retirement. - Increase the digitalization of civil servants’ payments. - Digitalize the management of the civil service.

90 1.2. The Current State of Affairs 1.2.1. Democracy - Prisoners of opinion have been freed. - Dungeons of the Intelligence Service (ANR) have been closed. - The advent of a new political regime in the DRC is a great opportunity to re-engage in development issues in the country. - The failure to hold local elections slows the transfer of competencies downward. - There is a lot of progress in the judiciary despite a non-conducive context thanks to European Union support and the UNDP. The European Union supports the Ministry of Justice and the Superior Magistrate Council [Conseil Supérieur de la Magistrature]. There is a technical pool chaired by the lawyer Marcel Wetshokonda. - Six months after the President took office, the Intelligence Service is no longer there to arrest members of the opposition. - Social – equitable distribution of resources. This is a priority for the President, especially since he feels that this is the cause of instability. It also causes corruption and other problems.

1.2.2. Human rights - The Code du Travail guides child labor and domestic workers, but there is no penal code for not following it. They need to do a review and harmonize the Code du Travail and the penal code. - The EU funded the national justice policy for the DRC along with its monitoring and evaluation tools. - The EU supported statistics tools for the judiciary in the DRC. - The police reform is nowadays taking a turn for the worse: things are not progressing as initially planned. The police do not protect people in all risky zones as anticipated. - There is an army reform plan for the DRC though it lacks an operational dimension. - The EU also funded the public administration reform as well as the reform of public finances. - The EU supports civil society organizations on public finance reform. - There is also the humanitarian aid program of the European Union (ECCO) alongside some emergency funds to support fighting Ebola. - We also support MONUSCO in its strategy to fight against impunity. - EU interventions made a great difference in the judiciary: we supported the drafting of the national justice policy for the DRC with a monitoring and evaluation dimension; as well as its statistics tools. - The Police Academy building has just been constructed thanks to EU funds. - For liberty, I feel like everything is done. The prisoners are free. Opposition parties are free to assemble and move around. Moise and Fayulu are here in Kinshasa. They are not bothered. Bemba was forbidden by Kabila to go to his own house, now he is living there freely. For this, the mission is accomplished. What remains is to make sure that what has taken place over the past six months continues. Everyone that was in exile has the right to come back.

1.2.3. Governance - There were policies on resource mobilization in the past. They transformed simple units into general directions - DGDA, DGI, and DGRAD. We need to evaluate if this system actually works. Right now, there doesn’t seem to be collaboration or a connection between those three directions. We need to evaluate and see if there is the possibility of reunifying. - Need for an integrated digital system to follow every expense through each step of the process and in the same system.

91 - The insurance system has been liberalized. - Social security reform – The social security system is limited to official workers. Recently we created a social security caisse just for the functionaires (CNSSAP). For the private system, we have CNSS (Caisse Nationale de Sécurité Sociale). However, there is still a problem of revenue. The country ends up with a caisse of zero because people’s salaries are so small and it is based on contributions. There is the policy for the Mise en Retraite. There is a very long list of people that either are 65 years of age or have had 35 years of service. Only 923 have retired. - There is a complete absence of a financial system. - Financial reforms started in 2011 and they are yet to be finished. The GDRC intends to adopt the budget-program and no longer by services. Program includes numerous public policies in them. The Parliament put a moratorium for 5 years to get reforms done. An ad hoc committee has been put in place working alongside COREF. - EITI is an initiative that could help put order in the mining sector. For EITI there is political will. This is demonstrated by the fact that it was established and fully financed by the government. - The President of the Republic has put in place a coordination for the “changement de mentalité.” However, all the appointees are not known to many. - The State does not have the financial capacity to put these policies in place. - The fight against poverty should be prioritized. - The reforms to increase funds, such as VAT, have been adopted though the State can collect only 30%. There is the need for a digital management system to collect and control the VAT.

1.3. Challenges - The incapacity of the GDRC to fulfil its public service delivery role. - The lack of sub-entities to deliver the public services they are expected to, especially in health and education. - The USAID impossibility of improving GDRC capacities in public services delivery due to the USA TIPS sanctions. - Nationwide corruption. - The permanent insecurity in the eastern part of the DRC. - Crosscutting issues such as budget implementation and the payment of salaries needs a crosscutting strategy. - The lack of preparedness of decentralized entities (ETDs) to manage public finances when the retention of 40% will come into force. - The lack of documented information. In other words, the inaccessibility of public information by people who want to inquire about it or need to use it. - The systematic strategy of the Congolese Parliament to pass bills at the last minute to deprive civil society organizations with enough time for scrutiny. (for example, civil society organizations needed the electoral legal arsenal earlier to make advocacy and propositions for better elections but Parliament passed the bill at the last minute, just a few months before D-day). - The common challenge for many world parliaments is the heavy legislative drafting process. - The obsession of Members of Parliament to only join commissions that receive frequent funds: for instance, the gender commission lacks members and the Parliament has only 54 women. All parliament members prefer commissions that have money and travel. - Numerous Congolese parliament members do not have enough skills to draft a law. - The poor spatial planning for the Congolese territory with the consequence of creating mining squares even in residential areas. (e.g. Kolwezi/Lualaba province where a school was about to be relocated when people discovered minerals in the parcel basement; Virunga Park versus SOCO in the North-Kivu province. It is likewise with arable land.) 92 - The rate of illiteracy remains high across the country. - The failure to hold local elections slows the transfer of competencies downward. - The poor oversight of small mining activities at the grassroots level creates difficulties in identifying all stakeholders. - The failure of the GDRC to make multinationals respect their social specifications (cahier des charges) vis-à-vis local communities. - The lack of preparedness of local communities to manage royalties paid directly by the mining firms (for example, INONGO where multinationals retain money since local communities do not even have a bank account where firms can make deposits). - The new law foresees the creation of an interdepartmental committee to manage 0.3% of multinationals’ turnover (chiffre d’affaire) that were supposed to be paid straight to local communities. According to the GDRC, such a committee is a remedy to the lack of capacity of local communities to manage such amounts of money. In Bukeya, for example, where Tenke Fungurume Mining paid 9,000,000 USD to the community which was neither trained on budgeting public expenditures nor on planning local development. Hence, the community is squandering the money by buying big cars for chiefs of villages located in the chiefdom. - Multinational firms take advantage of local communities’ lack of capacity to not respect their social specifications (cahier des charges sociales). - The difficulty to monitor exactly what multinational firms pay to the State treasury (royalties, pas-de-porte, etc.) Recently, we found a difference of 86% between the DGRAD’s -Direction générale des recettes administrative, domaniales, judiciaires et de participation statistics and those shown by multinational corporations. - The persistence of the retrocession of 40% to provinces while they are supposed to retain the money once paid. - The opaque negotiating process of endorsements to mining contracts scales up corruption in the management of public affairs. Like the case of PERENCO’s pollution in Muanda/Kongo Central. In fact, the money is even captured before contract implementation begins. - Widespread impunity of wrongdoers. - The capturing of the others’ wealth. In other words, decision-makers oblige their collaborators to give back a given percentage of their salaries). - The lack of finances for OSCEP to struggle against corruption. - There is not enough political will for good governance. - All ministers need to have their sector’s policy in place. - The lack of support of new provinces: they don’t have infrastructure or financial or human resources. - The budget is the biggest challenge: each year, the budget execution is about 10%. - The lack of funds to build the new campus for ENA (École Nationale d’Administration).

1.4. Potential Champions as Identified by Respondents - President of the Republic. - The Prime Minister. - Minister of Justice. - Minister of Human Rights. - Minister of Gender. - Minister of the Interior. - Minister of Labor. - Minister of Social Affairs. - National Police.

93 - Traditional leaders. - Media – Community Radio. - Churches – particularly in education and rights. - The political parties of opposition. - Minister of Planning. - Minister of Budget and the Minister of Finance. - Fédération des Entreprises du Congo (FEC). - Civil Society – Cenadep, Civil Society Platform for Mining Sector, POM (Platform pour les Organisations Society Civile Intervenent dans le Sector Minieur); OCEAN - An organization of ecologist (Organization Concentrer des ecologist pour le Natur); Coalition Publiez Ce que Vous Payez; Maision de Mines – Bukavu; CENCO; FEJE – a women’s group that is interested in natural resource management; ONGs – NGOs working on women’s rights. Mainly an alliance; SOFADIDE.

1.5. Donors; Potential Partners - The United Nations. All of them, mostly in the east. - EU (Security sector reform; army and police; CENI; cultural support; economic governance with support to the private sector; support to the reform of public finances; human rights with a special emphasis on protection of human rights defenders). The EU has just decided to allocate 35,000 Euros for the National Institute of Judicial training/Institut National de Formation Judiciaire (INAFORJ). - The police reform: no donor to date supports this reform. - UNDP. - GIZ. - French Development Agency. - Embassy of the Netherlands. - DFID. - World Bank (PRRAP implemented by CMRAP); PROFIT CONGO (COREF) is supporting the decentralization process. - AID Info. - AfDB.

1.6. Respondents’ Recommendations - Work further with the provinces. - Support the judiciary reform as it was with the PROJUSTICE project. - Support the Superior Magistrate Council. - Find common space of cooperation with other international donors. - Increase proximity to other donors. - Support the training of decision-makers of decentralized entities (EAD) in the management of public finances. - Computerize the cumbersome customs clearance processes to decrease corruption. - Strengthen the demand approach to generate much more political will at national, provincial and local levels. - Push the GDRC to comply with its own legislation on decentralization to be in the good graces of its citizens. - Address the issue of corruption holistically. - Support the work to increase the independence of the judiciary. - Support the digitalization of the whole fiscal machinery. - Support the training of magistrates to increase their investigatory capacities. 94 - Support outreach activities to increase citizens’ awareness of their fundamental rights. - Make the holding of local elections as a precondition to any re-engagement with the GDRC. - Provide support to increase collaboration between ETD and the civil society. - Pressure the GDRC to hold local elections to improve governance at the local level. - Pressure the GDRC to replace the current electoral commission (CENI) which is so corrupt. - Make the ETD publish their budget forecasts and their receipts. - Support the sensitization of tax collectors to ethics and respect of the law. - Accompany the GDRC in the process of reducing the number of taxes since they are currently more than 50. - Support the reform of civil services. - Accompany the GDRC to solve, once and for all, the issue of legal and illegal chiefdoms and groupements across the whole country. - Support ETDs to draft out a road map (feuille de route) for their development. - Support advocacy to revise the media law of 1996 to decriminalize press offenses and the law on nonprofit associations. - Support advocacy to pass the bill on public free access to information which is pending in Parliament. - Support outreach sessions at the grassroots level to make people more aware of their rights. - Support the training of ETD in the participatory budget process. - Accompany the GDRC to fight against impunity. - Support advocacy for increasing the budget of the judiciary. - Support the continuous training for magistrates. - Support logistically the judiciary with vehicles to facilitate mobile courts activities. - Support the creation of libraries in court palaces. - Support NGOs working on the judiciary to raise awareness on civic duty to cooperate with the judiciary (that would help the judiciary to easily have testimonies for some crimes happening at night as it was in the Minova case.)

95 ANNEX H – Peace and Security Findings

96 Consolidation of Findings in Peace and Security; what respondents stated All information included herein is lifted directly from interview and discussion group notes. This is an organized consolidation of these notes for further elaboration in support of the summarized presentation in the body of the report. The individual summaries of each interview and facilitated group discussion are compiled by sector on the shared drive at “ ”.

1.1. Public Policy Priorities - Security through reforming security services. - Regional Military Cooperation – between DRC, Rwanda, Uganda and Burundi. - DDRR – the return to civilian life and reintegration into the official army did not work. The reintegration into the army also reduced the quality of the troops. - Development projects focused on stabilization (STAREC) – this needs to be rethought. It is very important for the stabilization of the region.

1.2. Current State of Affairs - In terms of security, Kabila senior considered an army of 600,000 soldiers and the USA and Western diplomats opposed the idea. - TIPs creates more incapacities for the GDRC. - USAID has a big role to play in the framework of AGOA and in mitigating TIPs. In 2020, the President promised to strengthen AGOA by using a diaspora workforce. - One issue is that a soldier must be willing to die for their nation rather for their communities. The new President has started to rotate the chain of command in order to address that. - Another issue is that the majority of troops have remained in the trenches.

1.3. Greatest Challenges - The weakness of the State at the grassroots level, it needs to be rebuilt to make the state the main guarantor of security for all of the citizens. - The local authorities need to be rehabilitated because they have lost their authority.

1.4. Potential Champions as Identified by Respondents - Civil society (ECC: Directorate of development; its office of architecture and infrastructure, Syndicat d’Entraide Chrétienne; CRAFOD (Bas-Kongo); Caritas; Strcuture Kimabguiste de Développement; Makiga in Kasaï with the support of Fonds Social de la République; Norwegian Church Aid; Pain pour le Monde; Fonds Social de la République; Tear Funds; Methodist (MCC) Commettee; Global Ministries; Uni en Mission; EP Swiss; Agro Action Allemand (it built the Goma international airport). - President, Prime Minister and the Parliament. - The international donors. For example, USAID could be a champion for the stabilization of the East.

1.5. Donors; Potential Partners - The EU.

1.6. Respondents’ Recommendations 97 - Support the GDRC in reforming its security sector (army, police and intelligence). - Keep supporting DDRR.

98 ANNEX I – Environment Findings

99 Consolidation of Findings on the Environment; what respondents stated All information included herein is lifted directly from interview and discussion group notes. This is an organized consolidation of these notes for further elaboration in support of the summarized presentation in the body of the report. The individual summaries of each interview and facilitated group discussion are compiled by sector on the shared drive at “ ”.

1.1. Public Policy Priorities - Land tenure reforms. - People are still paying taxes while they are not exploiting their forest. - Funding and/or small grants for citizens – ways to get money and invest. - The non-implementation of the entire environmental legal arsenal. - The inexistence of a forest policy despite the promulgation of the forest code. - The lack of a nationwide clear strategy and its crosscutting dimensions. - Field realities are not integrated into the policy inception phase. - The lack of a gender dimension in drafting forest policies. - The low likelihood of finding local champions at the provincial level (as in Bas-Uélé, for example, where the former Governor was keen to support environmental projects). - The absence of State authority at the local level left room for many private entrepreneurs in environmental matters. -RC Thedoes D not yet have a forest policy despite its big forest potential, second only to the Amazon, while it is also the first country in peat bogs reserve. In 2011, we developed a forest policy but it was not implemented. After developing such a policy, we shall then hold the “les états généraux des forêts” (based on a comprehensive mapping of rural and forest areas) to plan for 10 years; lift the moratorium on forest exploitation; advocate for a Ministry of Forest Economy to increase the forest exploitation part into the national budget which is, so far, at 1% while it soars to 22% in Congo-Brazzaville. We have revived the development of the national forest policy. The first meeting will be held on October 1, 2019. The coordination committee has been put in place with the support of the secrétariat général of environment. The Congolese forest code forecasts the development of the national program that should be translated into provincial program. - Watch over the implementation of environment laws. The international convention for the surveillance of species of wildlife and flora / Convention Internationale pour la Surveillance des Espèces de la Faune et de la Flore (CITES), whose secretariat is based in Geneva, has listed the DRC among countries that have good laws, yet lacking in implementation. - Watch over the harmonization of different Congolese laws on the environment (forest code, mining code and hydrocarbons code); there are many good laws but they need to be harmonized.

1.2. Current State of Affairs - Work on cross cutting issues that affect all sectors under the current assessment. - Draft the forest development policy to avoid (OTC) gré à gré transactions. - Revise the `legal regimen of forest concessions. - Issue implementing measures (mesures d’application) for the new forest conservation law enacted in 2014. - The small grant project is still in the planning phase. - For land management: no intervention thus far. - There is the National Sanitation Policy alongside its national strategy developed with the support of UNICEF and GIZ. The directorate of sanitation is in charge of its implementation. 100 - There is the National Water Resources Policy since the DRC has 60% of fresh water resources in Africa. You are surely aware of the problem of the Ubangi river water that CHAD is asking for to resupply Lake Chad. However, the strategy was suspended because a French-Tunisian firm has been recruited for an institutional review. It recommended to separate sanitation from the environment; and liquid sanitation from solid sanitation. - There is also the National Policy on Nature Conservation whose management is entrusted to the Institut Congolais pour la Conservation de la Nature (ICCN). It is all about protected areas. According to the Congolese forest code, 15% of all Congolese forest-covered land should be protected. Due to the DRC ratification of the 2010 Nagoya Protocol [Japan], the DRC’s obligation rises to 17% of forest-covered lands. The current state of affairs is 13, 2%. - There is the Law on Fundamental Principles of the Environment. This law created the Congolese Agency of the Environment in charge of doing environment impact assessments. There are also several programs to monitor deforestation, mining exploitation impact on forests, etc. For example, the current Congolese mining code imposes on mining firms restoration of the environment after exploiting mining. - The emergence of the political will to work for the environment. - Bring together all people with expertise. Four years ago, the DRC was expected to produce a national plan on ivory / Plan National sur l’Ivoire (PANI). Meanwhile, DRC was under CITES’s sanctions and forbidden to sell any wildlife and flora products. Once the PANI issued, funds were not mobilized for its implementation. - The leadership quarrel among state structures in charge of wildlife and flora: The Ministry of the Environment against ICCN (Institut Congolais pour la Conservation de la Nature / The Congolese institute for the conservation of the nature). - The customs service is also associated with the quarrel since it is in charge of the oversight of any cross-border trade. - Lack of financial resources: the country does not have enough funds for the environment. The squandering and mismanagement of limited financial resources does not encourage partners to support the GDRC’s initiatives.

1.3. The Greatest Challenges - Tackle the MBORORO issues over grazing issues. - Improve natural resources governance and management to make them benefit the Congolese. - Strengthen civil society capacity to become increasingly demanding (creating a coalition at the national level). - The lack of funds to draft the National Policy on Forest Conservation and the Environment. - The lack of funds to pay contributions for membership in international organizations. - Poaching due to insufficient funds to support park wardens [Salonga National Park]. - Institutional difficulties through the underestimation of the Ministry of the Environment by the GDRC: the Ministry of the Environment is a big ministry and has a lot of transversal dimensions but it is still neglected in the DRC. That Ministry does not have the weight it deserves elsewhere like in France. For the last presidential order appointing the government, the Ministry of the Environment is among the last ministries. - The absence of financial support from international partners such as USAID. - There is little political will to promote the environment. The Congolese State identifies itself to the individual, without any long-term public policy (it is very personality driven). Each minister in charge of the environment comes with his own policy. Every cabinet reshuffle is a new starting point in environmental issues. If there could be a public policy on the environment, things might

101 have worked differently. The new 100-day presidential program does not have an environment dimension. There is also an absence of environment experts in the presidential team of advisors. - There are enough human resources in the DRC. Many Congolese master environmental issues.

1.4. Potential Champions as Identified by Respondents - Sectoral ministries steered by the Ministry of the Environment. - Civil society organizations. - Private sector. - Development partners such as USAID. - Juristrale is a pioneer in this field. - Conserve Congo. - Avocats verts. - CODELT works to harmonize the Congolese land arsenal and community forestry (Goma; Bunia; Biliwere in Bas-Uélé; Mbandaka; Boende and Basankusu). - The Ministry of the Environment. - The judiciary. - The Parliament. - The Ministry of Mining. - The Ministry of Hydrocarbons. - The Ministry of Land.

1.5. Other Donors; Potential Partners - World Bank: Protecting the protected areas; protecting water resources in general; forest coverage and land use – principal cause of deforestation. - PNUD. - Agence Française de Développement (AFD). - GIZ. - USAID, GIZ, JICA, Norway.

1.6. Respondents’ Recommendations - Work more directly with the provinces, not just the central government (in line with decentralization). - Support the GDRC to draft a nationwide policy before revising the forest code since the latter is only an implementing document. - USAID should streamline its strategy to avoid duplication and scattering its efforts. - Support other groups working on the same issues: local civil society, Observatoire de la Gouvernance Forestière (OGF), Comité de Lecture which is an organ chaired by the Minister in charge of environment with the purpose of making people aware of monitoring forest issues, etc. - Support some projects that work on making local people understand fair use of their forests. Currently, they have support from CTB, UNDP and GIZ. - Strengthen the funds for integrated projects like fish farming around the EPULU project. - Finance the Institut Congolais pour la Conservation de la Nature (ICCN). - Finance the Directorate of Forests at the Ministry of the Environment. - Support the strategy of prevent bushfires. - Line up behind the GDRC National Forest Policy. - Work with the judiciary because it is in charge of implementing the laws.

102 ANNEX J – Decentralization Findings

103 Consolidation of Findings on Decentralization; what respondents stated All information included herein is lifted directly from interview and discussion group notes. This is an organized consolidation of these notes for further elaboration in support of the summarized presentation in the body of the report. The individual summaries of each interview and facilitated group discussion are compiled by sector on the shared drive at “ ”.

1.1. Public Policy Priorities - Speed up the roll out of the strategic framework for the implementation of decentralization along its seven axes: o Social ownership of decentralization by the population: sensitizing people to integrate the process. In other words, moving people from centralization and colonial mentality to behave in the decentralization spirit. o Ensure the gradual transfer of skills (29 competencies) to the provinces. The transfer of skills should be accompanied by the transfer of financial and legal resources. The central State has to relinquish a certain number of competencies to comply with the Constitution. o Capacity building at all levels of the State: inform people about all technical rules related to decentralization. Even presidential services should be informed about decentralization so that they can change their behavior in managing public affairs: the President is not the person to solve all problems of the country. o Planning that introduces local and participatory development. This would help people to define their own priorities. Now is the time to promote the participatory budget. o Coordination and the harmonization of what is decentralized and what is deconcentrated. There is no way to have decentralization without deconcentration but the reverse is possible: it is possible to have deconcentration without decentralization. Traditionally, education, health, agriculture and rural development are always decentralized matters. o Consultation with each other: harmony between the central and provincial. This is the case with the Conference of Governors.

1.2. The Greatest Challenges - The ineffectiveness of the legal arsenal on decentralization. - Bad implementing measures. In other words, the adoption of implementing measures (mesures d’application) that thwart legal provisions on decentralization. - The law on education is not in sync with decentralization principles. - Slowness in the transfer of skills and resources to decentralized entities. In other words, a two- tier decentralization process: the province that faces insecurity should not have its own itinerary for decentralization. This is the case of North-Kivu due to insecurity. Decentralization should be in unison. - Non-respect of the principle of consensus as it was adopted at the National Forum on Decentralization in 2007. - The persistent will of the central government to conserve all powers at the detriment of provinces. - Conflict of interpretation of decentralization laws: each entity has its own interpretation on the transfer of financial resources. That has led to the Matadi declaration on the retrocession of financial resources. - Political will should be demonstrated through the regular functioning of institutions created to support decentralization. The interdepartmental committee does not meet anymore. - The provincial counsel on decentralization does not meet anymore while it is supposed to meet twice per year. 104 - The Conference of Governors does not meet in accordance with the law. It is now confused with any presidential meeting with governors. - The ineffectiveness of laws and recommendations on decentralization. - The malfunctioning of institutions in charge of steering the process. - Interference of the central government in provincial institutions (Kongo-Central). - Failure to hold local elections further complicates the process. For example, the central government keeps appointing mayors of cities, bourgmestres of communes, etc.

1.3. Potential Champions as Identified by Respondents - The President of the Republic. - The Prime minister along with all the ministries listed above. - Civil society is the only one that can pressure the central government. From 2007 to 2014, provinces were eager to defend their decentralized competences. That dynamic has since collapsed. It shows that provinces and civil society have not taken ownership of the process alongside all other reforms. - All Congolese are main actors of decentralization.

1.4. Respondents’ Recommendations The only viable strategy is supporting the GDRC framework to implement decentralization. - Dissemination of documents related to decentralization. - Capacity building at all levels; central, provincial and local. - Putting local finances in place. - Promoting participatory planning and budgeting processes. - Creating space for consultation between local decision-makers and the population. - Promoting accountability of decision-makers vis-à-vis the population.

105 ANNEX K – Bibliography

106 Bibliography

Agriculture Loi Portant Principes Fondamentaux Relatifs à l’Agriculture, Décembre 2011. http://www.leganet.cd/Legislation/Droit%20economique/Agriculture/RDC%20- %20Loi%20agriculture%20principes%20fondamentaux-%2024%2012%202011.pdf Plan National d’Investissement Agricole (PNIA) 2014-2020, Septembre 2013. Plan National d'INvestissement Agricole (PNIA) USAID, Feed the Future. Democratic Republic of the Congo. Strengthening Value Chains Activity. Access to Finance Assessment Report, January 8, 2018.

Decentralization Banga, Jean-Pierre Lotoy Ilango. La Décentralisation Territoriale et le Développement des Entités Locales en République Démocratique du Congo (RDC), Les Réformes Du Secteur Public En République Démocratique Du Congo, Chapitre 6, pp. 107-130. État des Lieux de l’Appui au Processus de Décentralisation a la Date du 31 Décembre 2016. État des Lieux du Processus de Décentralisation en République Démocratique du Congo a la Date du 07 Avril 2017. État des Lieux du Processus de Décentralisation en République Démocratique du Congo Présente au Service du Conseiller Spécial du Chef de l’État en Matière de Sécurité a la Date du 07 Avril 2017. Kaiser, Kai. Decentralization in the Democratic Republic of Congo: Opportunities and Risks. International Studies Program Working Paper 08-31, December 2008. Loi n° 13/008 du 22 Janvier 2013 Modifiant et Complétant la Loi n° 08/012 du 31 Juillet 2008 Portant Principes Fondamentaux Relatifs à la Libre Administration des Provinces. Portant Principes Fondamentaux Relatifs a la Libre Administration des Provinces Loi n° 08/012 du 31 Juillet 2008 Portant Principes Fondamentaux Relatifs à la Libre Administration des Provinces. http://www.leganet.cd/Legislation/Droit%20Public/Administration.ter/LOI.31.07.2008.provinces .htm Loi Organique n° 08/016 du 07 Octobre 2008 Portant Composition, Organisation et Fonctionnement des Entités Territoriales Décentralisées et leurs Rapports avec l'État et les Provinces. Portant Composition, Organisation et Fonctionnement des Entités Territoriales Décentralisées et leurs Rapports avec l'État et les Provinces Marysse, Stefaan. Decentralization Issues in Post-Conflict Democratic Republic of the Congo (DRC). L’Afrique des Grands Lacs. Annuaire 2004-2005, pp. 187-208, May 2005. Weiss, Herbert F. and Georges Nzongola-Ntalaja. Decentralization and the DRC – An Overview. Prepared for the DRC Affinity Group, January 2013.

107 Democracy, Human Rights and Governance DFID, DRC Evidence, Analysis and Coordination Programme (EACP). Ghost Workers: the Politics, Incentives and Impact of Staff Inflation, July 2017. Lezhnev, Sasha. A Criminal State: Understanding and Countering Institutionalized Corruption and Violence in the Democratic Republic of Congo, October 2016. Lezhnev, Sasha and John Prendergast. Strategic Pressure: A Blueprint for Addressing New Threats and Supporting Democratic Change in the DRC, September 25, 2017. Loi n° 04/019 du 30 Juillet 2004 Portant Organisation, Attributions et Fonctionnement de l’Observatoire National des Droits de l’Homme. https://www.droitcongolais.info/files/1.15.12.-Loi-du-30-juillet-2004_Observatoire-National-des- Droits-de-l-homme.pdf Loi n° 15/001 du 12 Février 2015 Modifiant et Complétant la Loi n° 06/006 du 09 Mars 2006 Portant Organisation des Élections Présidentielle, Législatives, Provinciales, Municipales et Locales telle que Modifiée par la Loi n° 11/003 du 25 Juin 2011. Portant Organisation des Élections Présidentielle, Législatives, Provinciales, Municipales et Locales telle que Modifiée par la Loi Smith, Jennifer. Democratisation and Good Governance in the Democratic Republic of Congo: A Case Study of South Kivu Province. The Initiative for Peacebuilding, March 2009. USAID. Democracy, Human Rights, and Governance Assessment of the Democratic Republic of the Congo, Final Report, November 2012. USAID. Integrated Governance Activity. Assessments of ETDs, the Health and Education Sectors, and Civil Society, 2018. USAID. Political Economy Analysis 2. USAID Integrated Governance Activity, Democratic Republic of the Congo, Revised, January 2019.

Economic Growth Sofala Partners and BetterChain. The Barriers to Financial Access for the Responsible Minerals Trade in the Great Lakes Region, April 2019. USAID. Capacity Building for a Responsible Minerals Trade; Final Report, December 2018. USAID, Feed the Future. Democratic Republic of the Congo. Strengthening Value Chains Activity. Gender, Social Inclusion, and Conflict Mitigation Strategy, December 15, 2017. USAID, Feed the Future. Democratic Republic of the Congo. Strengthening Value Chains Activity. Political Economy Analysis: Coffee, Dried Bean, and Soybean Value Chains, November 2017.

Education Arrête Ministériel n° MINEPSP/CABMIN/1606/2018 du 21/05/2018 Modifiant et Complétant l’Arrête Ministériel n° MINEPSP/CABMIN/0799/2011 du 02 Septembre 2011 Portant Organisation et Fonctionnement des Comités des Parents d’Élevés au sien des Établissements d’Enseignement Maternel, Primaire et Secondaire. ElimuBora. Gratuité Scolaire; où en sommes-nous? Cahier Spécial, Avril 2019.

108 Hessel, Fernand H., Banque Mondiale. Enseignement Primaire, Secondaire et Professionnel, Problématique de la Décentralisation, Rapport de Mission, 2008. Improving Reading, Access, and Accountability in the DRC (ACCELERE!) Activity 1. FY18 Work Plan, October 2017 – September 2018. Annex 2. Annual Update FY18, Gender Analysis and Gender Implementation Strategy. Draft Submitted September 1, 2017, Final Submitted October 25, 2017. Loi-Cadre n° 14/004 du 11 Février 2014 de l’Enseignement National. Loi-Cadre Presentation. The DRC School Fee Landscape. Randall, Jennifer, Francis Rick, Alejandra Garcia, Bjorn H. Nordtveit and Maguette Diame. Vas-Y Fille! Endline Report, February 26, 2017. Stratégie Genre du Ministère De l’Enseignement Primaire, Secondaire et Professionnel, 2018-2023, Aout 2018. Visser, Muriel and Christine Fenning. GPE 2020 Country-Level Prospective Evaluations. First Annual Report: Democratic Republic of Congo, December 2018. World Bank Group. Democratic Republic of Congo: Education Sector. Public Expenditure Review: An Efficiency, Effectiveness, and Equity Analysis, October 2015.

Electricity Loi n° 14/011 du 17 Juin 2014 Relative au Secteur de l'Électricité. Relative au Secteur de l'Électricité. USAID. DRC Power Sector Reform Project, Final Report, May 16, 2016 – June 30, 2019, June 2019.

Environment Batchy, Jean de Dieu, Goulou Aime Jean Blanchard, Emma Stokes, Elodie Moulin and Evral Galin Missengue Makele. Analysis Of Judicial Proceedings Relating To Wildlife Offenses In The Courts Of The Republic Of The Congo (2008-2017), May 2018. CONAREF_Draft1_PolitiqueFoncièreNationale_Doc. Consolidé Après Cellule Technique 04122018. Document De Politique Foncière Nationale, 04 Décembre 2018. Décret n° 14/018 du 02 Aout 2018 Fixant les Modalités d’Attribution des Concessions Forestières aux Communautés Locales. État des Lieux du Processus REDD+ en République Démocratique du Congo, 2015. JURISTRALE. Analyse des Politiques et Législations Pertinentes de Contrôle à l’Aéroport de N’Djili, Juin 2016. JURISTRALE. Codes ENVIRO; Faune & Biodiversité, 2014. JURISTRALE. Lutte Contre la Criminalité Faunique à l’Aéroport Internationale de N’Djili: Analyse de la Législation et Évaluation des Pratiques de Contrôle des Bagages et des Personnes, Octobre 2016.

109 Kashikisha Ngalamulume, André Hilaire. Cadre Juridique et Institutionnel du Secteur de la Conservation et de la Gestion des Aires Protégées en République Démocratique du Congo. Rapport d’Étude de Cadrage. Octobre 2015. L’Arrêté n° 004/CAB/MIN/ECN-T/012 du 15 Février 2012 Fixant la Procédure d’Homologation des Projets REDD+. SCE Présentation, Salle de Réunion Shaumba, Kinshasa, le 6 Juin 2012. Loi n° 11/009 du 09 Juillet 2011 Portant Principes Fondamentaux Relatifs à la Protection de l’Environnement. Portant Principes Fondamentaux Relatifs à la Protection de l’Environnement Loi n° 011/2002 du 29 Aout 2002 Portant Code Forestier en République Démocratique Du Congo. Portant Code Forestier en République Démocratique Du Congo Loi n° 14/003 du 11 Février 2014 Relative à la Conservation de la Nature. Relative à la Conservation de la Nature Loi n° 15/026 du 31 Décembre 2015 Relative à l’Eau. Relative à l’Eau Maschler, Thomas, Elizabeth Goldman and Salima Mahamoudou. CARPE Impact Study: Assessing Tree Cover Loss in CARPE Landscape Using Predictive Modeling. Project Report. World Resources Institute, 2018. Moulin, Elodie et Emma Stokes. Analyse des Lacunes sur les Mesures de Lutte Contre la Criminalité Faunique en République du Congo et en République Démocratique du Congo, Octobre 2017. Mpoyi, Augustin M. and Angélique M. Mbelu. Etude de cadrage des aspects de l’aménagement du territoire en République Démocratique du Congo (RDC), SCAEMPS, 2016. Mpoyi, Augustin M., Floribert B. Nyamwoga and Caddy N. Kadima. Étude de Cadrage du Secteur des Industries Extractives. Rapport Initial, SCAEMPS FY 2015. Stratégie nationale relative à la foresterie communautaire en République Démocratique du Congo. Document Final, Juin 2017. The Cadmus Group. USAID Global Environmental Management Support (GEMS). Tropical Forestry And Biodiversity Assessment For Central African Regional Program For The Environment (CARPE) And The Democratic Republic Of Congo (DRC), August 2018. World Resources Institute. Enjeux et Perspectives du Genre dans le Processus REDD+ en RDC.

General Allocution de Son Excellence Monsieur le Président de la République, Chef de l’État, A l’Occasion du Séminaire des Gouverneurs. Lundi, 13 Mai 2019. Arieff, Alexis. Democratic Republic of Congo: Background and U.S. Policy. Congressional Research Service, February 24, 2014. Brooks-Rubin, Brad, Holly Dranginis, and Sasha Lezhnev. Targeted Sanctions and Beyond: Financial and Judicial Tools for the U.S. and Europe to Help Enable Timely Elections in the Democratic Republic of the Congo, September 2016. Circulaire n° 001/MININTERSEC/2015 Concerne Mise en Œuvre de la Nouvelle Organisation Administrative et Territoriale de la RDC.

110 DFID DRC Evidence, Analysis and Coordination Programme (EACP). The Art of Cooperation: à Political Economy Analysis of the DRC’s Tax System, Final Version, June 3, 2016. Groupe de Coordination des Partenaires. Les Priorités et Chantiers des Groupes Inter-Bailleurs. Document Provisoire au 10 avril 2019. Ministère du Plan. Document de la Stratégie de Croissance et de Réduction de la Pauvreté, Octobre 2011. Mthembu-Salter, Gregory. The Art of Cooperation: A Political Economy Analysis of the DRC’s Tax System. PowerPoint Presentation. Paler, Laura, Wilson Prichard, Raul Sanchez de la Sierra, and Cyrus Samii. Survey on Total Tax Burden in the DRC, Final Report, October 2016. UNOCHA. Plan de Réponse Humanitaire 2017 – 2019, République Démocratique du Congo. Mise á Jour Pour 2019, Décembre 2018. USAID. Democratic Republic of the Congo - Complex Emergency Fact Sheet #1, Fiscal Year (FY) 2019, February 15, 2019.

Health Analyse Organisationnelle de la Direction des Services Généraux et des Ressources Humaines, 27 Mai – 13 Juin 2015. Annexes Interventions Économiques, Loi de Finances 2016. Budget 2016 Allocations in Health Disbursed Elsewhere. Arrête Ministériel n° 003/1250/CAB/MIN/S/Gmc/CAJ/OWE/2018 du 20/02/2018 Portant Nomination des Chefs de Bureaux des Inspections Provinciales de la Sante en République Démocratique du Congo. Arrête Ministériel n° 1250/CAB/MIN/S/002/Gmc/CAJ/OWE/2018 du 10/02/2018 Portant Désignation et Affectation des Médecins Inspecteurs Provinciaux des Inspections Provinciales de la Sante de l’Équateur, du Kongo Central, du Haut Katanga, du Kwilu et du Maniema. Bebe, Ngo. Rapport du 2ème Cours International sur la Décentralisation dans le Secteur de la Sante en RDC, Kinshasa, du 15 au 19 Mai 2017. Bossert, Thomas et Mukungo Munyanga. Cours sur la Décentralisation dans le Secteur de la Sante de la RDC, 30 Mai – 3 Juin 2016. Bulletin d’Information du Ministère de la Sante Publique. Bulletin d’Informations N° 001, Mai 2017. Direction d’Études et Planification. Étude sur l’Allocation des Ressources pour la Mise en Œuvre des Priorités du Plan National de Développement Sanitaire, 2011-2015 et 2016-2020, Mai 2018. Direction Générale de Lutte Contre la Maladie, Référentiel des Emplois, Mars 2018. Équipe HFG. Analyse Institutionnelle de la Direction de la Santé de la Famille et des Groupes Spécifiques (DSFGS), Rapport Final, 26 Juin au 12 Juillet 2017. Équipe HFG. Analyse Institutionnelle de la Direction des Services Généraux et Ressources Humaines, Rapport Final, du 02 au 17 Novembre 2017. Équipe HFG. Analyse Institutionnelle de la Division Provinciale du Lualaba, Deuxième Année avec l’Outil PICAL, Rapport Final, du 22 Avril au 08 Mai 2017. 111 Équipe HFG. Analyse Institutionnelle de l’Hôpital Général de Référence de Kinshasa, Ex Maman Yemo, Rapport Final, du 01er au 22 Septembre 2017. Équipe HFG. Analyse Institutionnelle du Programme National de Lutte contre la Tuberculose (PNLT), Rapport Final, du 6 au 21 Février 2018. Équipe HFG. Analyse Institutionnelle du Programme National de Santé de la Reproduction (PNSR), Rapport Final, du 6 au 21 Septembre 2017. Équipe HFG. Rapport: Analyse Institutionnelle de l’École de Santé Publique de Kinshasa Du 23 au Janvier au 14 Février 2017. Équipe HFG. Rapport de l’Analyse Institutionnelle de la Division Provinciale de la Santé du Haut Katanga, du 08 au 26 Mai 2016. Loi n° 15/026 du 31 Décembre 2015 Relative à l’Eau. Relative à l’Eau Loi n°18/035 du 13 Décembre 2018 Fixant les Principes Fondamentaux Relatif à l’Organisation de la Sante Publique. http://acct-rdc.org/wp-content/uploads/2019/02/LOI-CADRE-ORGANISATION-DE-LA- SANTE-PUBLIQUE.pdf Mukwa, Toss. Rapport de l’Analyse Institutionnelle de la Faculté́ de Médecine de l’Université de Kinshasa, du 09 au 23 Janvier 2017. Mukwa, Toss. Rapport de l’Analyse Institutionnelle de la Division Provinciale de la Santé du Lualaba, du 08 au 26 Mai 2016. Nkongolo, Jocelyne. Programme de Gouvernance Intégrée. Le Rôle du Projet Partenaire. Health Financing and Governance. Presentation, Octobre 2017. Ntumba, Jana, Fulbert Kwilu, Pierre Sambu Nzita and Franklin Baer. USAID Integrated Governance Activity, Provincial Health Inspectorate, Kasaï-Central Case Study, November 2018. Ntumba, Jana, Fulbert Kwilu, Pierre Sambu Nzita and Franklin Baer. USAID Integrated Governance Activity, Provincial Health Inspectorate, Lualaba Case Study, November 2018. Ntumba, Jana, Fulbert Kwilu, Pierre Sambu Nzita and Franklin Baer. USAID Integrated Governance Activity, Provincial Health Inspectorate, Sud-Kivu Case Study, November 2018. Ntumba, Jana, Fulbert Kwilu, Pierre Sambu Nzita and Franklin Baer. USAID Integrated Governance Activity, Provincial Health Inspectorate, Three Case Studies, November 2018. Plan National de Développement Sanitaire Recadré pour la Période 2019-2022: Vers la Couverture Sanitaire Universelle, Novembre 2018. Politique Nationale de Protection Sociale: Texte Discuté et Validé lors de la Table Ronde Nationale du 7 Septembre au 11 Septembre 2015, Décembre 2015. Rapport de la Mission de Contrôle des Conditions d’Hébergement des Enfants dans les Centres d’Hébergement et Orphelinats de la Ville de Kinshasa, du 21 Avril au 07 Mai 2014, Mai 2014. Rapport de l’Enquête sur les Attentes des Zones de Santé Envers l’IPS et la DPS dans la Province de Lualaba, 27 Aout au 21 Septembre 2015. Rapport du Comité Provincial de Pilotage du Secteur de la Santé CPP Haut Katanga, Parc Hôtel de Lubumbashi, du 11 au 12 Décembre 2017.

112 Rapport du Comité Provincial de Pilotage du Secteur de la Santé de Lualaba, Hôtel Moon Palace, du 15 au 16 Décembre 2017. Rapport Narratif sur les États des Lieux des ZS et DPS du Lualaba, Première Partie, 27 Aout au 21 Septembre 2015. Rapport Synthèse de la Cinquième Réunion de l’Alliance Stratégique des Partenaires Techniques et Financiers Accompagnateurs du Processus d’Élaboration du Document de Politique Nationale de Protection Sociale, 29 Juin 2016. Stratégie Nationale de Protection Sociale. Éléments Élabores lors des Travaux de la Table Ronde Nationale du 7 Septembre au 11 Septembre 2015, Décembre 2015. Toko-Puku, Michel and Toss Mukwa. Draft Avancé du Rapport de l’Analyse Institutionnelle des Trois Directions Devant Muer en Direction de l’Organisation et Gestion des Services des Soins de Santé Primaires, DOGSS, du 07 Mars au 20 Avril 2016. Vers la Couverture de Santé Universelle. Santé et Réformes, Magazine trimestriel du Ministère de la Santé Publique, No 001, Octobre 2016. Vers la Couverture de Santé Universelle. Santé et Réformes, Magazine trimestriel du Ministère de la Santé Publique, No 002, Mai 2017.

Judiciary Code Judiciaire Congolais; Textes Compilés et Actualisés Jusqu’au 28 Février 2013. Code Judiciaire Congolais Code Pénal Congolais; Décret du 30 Janvier 1940 Tel que Modifié et Complété́ à ce Jour. Mise à Jour au 30 Novembre 2004. Code Pénal Congolais Loi n° 06/018 du 20 Juillet 2006 Modifiant et Complétant le Décret du 30 Janvier 1940 Portant Code Pénal Congolais. https://www.ilo.org/dyn/natlex/docs/SERIAL/79516/85601/F683101199/code%20penal%20(mo dif).pdf Loi Organique n° 08/013 du 05 Aout 2008 Portant Organisation et Fonctionnement du Conseil Supérieur de la Magistrature. https://www.ilo.org/dyn/natlex/docs/SERIAL/83876/92912/F423960407/conseil%20magistrature .pdf Loi Organique n° 13/026 du 15 Octobre 2013 Portant Organisation et Fonctionnement de la Cour Constitutionnelle. Portant Organisation et Fonctionnement de la Cour Constitutionnelle

Mining Initiative pour la Transparence des Industries Extractives. Rapport ITIE-RDC, l’Essentiel, 2016. Loi n° 18/001 du 09 Mars 2018 Modifiant et Complétant la Loi n° 007/2002 du 11 Juillet 2002 Portant Code Minier. https://www.leganet.cd/Legislation/Droit%20economique/Code%20Minier/Loi.18.001.09.03.201 8.html

113 Plan Stratégique de Développement du Secteur Minier (2016 – 2021) Rapport Final R-2.

Peace and Security CPP-SK et CPP-NK. Note d’Engagements et Recommandations à l’Issue d’Une Semaine de Plaidoyer à Kinshasa. Pace, Marie and Rolf Grafe. Conflict Sensitivity / “Do No Harm” Assessment: Contexts of Conflict in Eastern Congo. USAID’s Solutions for Peace and Recovery, December 24, 2017. Rift Valley Institute, Rift Valley Forum. Stabilization in Eastern and Central Africa: Insights from Somalia, South Sudan and the DRC. Rift Valley Institute Stabilization Conference 2014. UNICEF Democratic Republic of the Congo. Child Protection Programming for the Prevention of Child Recruitment and Use, and the Release, Reunification and Reintegration of Children Associated with Armed Forces and Groups. Final Progress and Utilization Report, 16 September 2011 – 31 December 2016, March 2017. USAID. Conflict Sensitivity Assessment in Eastern Congo: North and South Kivu. USAID. Peace and Social Cohesion, Mixed Methods Research, Eastern Democratic Republic of the Congo, September 2018. USAID. USAID’s Solutions for Peace and Recovery, Year 2 Annual Report, FY 2018 (October 2017-September 2018), October 31, 2018. USAID. USAID’s Solutions for Peace and Recovery, Year 3, Quarter 2 (January – March 2019) Report, April 30, 2019. Verweijen, Judith. Stable Instability: Political Settlements and Armed Groups in the Congo. Rift Valley Institute. Usalama Project: Governance in Conflict, 2016. Vogel, Christoph and Josaphat MusaMba. Recycling Rebels? Demobilization in the Congo. Rift Valley Institute PSRP Briefing 11, March 2016.

Public Administration Analyse de la Situation Administrative et Financière et de Livraison des Services Publics des Entités Territoriales Décentralisées (ETD). Étude De Cas: Les Provinces du Bandundu, du Katanga et de la Province Orientale, Février 2011. Loi n° 16/013 du 15 Juillet 2016 Portant Statut des Agents de Carrière des Services Publics de l’État. Portant Statut des Agents de Carrière des Services Publics de l’État Projet de Réforme et de Rajeunissement de l’Administration Publique (PRRAP), Newsletter n° 001, Premier Semestre 2018.

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