Report on CORDEG: May 2014
It is vital in the life of all organizations, including CORDEG, to take stock or assess its initial objectives against accomplishments to chart future directions. Given that a year has elapsed since Raleigh’s historic May 2013 Convention, it is only fitting that a preliminary assessment, tentative as it is, be undertaken. This report briefly discusses: (a) CORDEG’s Electoral Process leading to the elections of its Executive Committee, as well as accusations of election-engineering, which putatively resulted in a Wolof-dominated-organization; (b) CORDEG’s Strengths; (c) CORDEG’s problems and challenges, and the way forward, and (d) Summary.
(A) CORDEG Electoral Process and Elections Outcomes:
In the aftermath of Raleigh, and a newly constituted Steering Committee (SC) based on regional representation, lengthy discussion ensued over an “open” or “closed” electoral/ ballot process to elect CORDEG’s Executive Committee. In the end, it was generally agreed that a “closed” electoral process was preferable, voted on and approved. Thereafter, an Elections Sub-committee comprising: (Mr. James Bahoum, Ms. Sigga Jagne, Mr. Abdulai Jobe and Mr. Abdoulaye Saine), was selected. And, nominations for the different positions were invited. Those wishing to nominate/ self-nominate had to do so within a week.
In the ensuing week, persons wishing to contest positions within the Executive Committee lobbied, or had other individuals lobby on their behalf. It was a rigorous process. And, once the nominations/nominees were tallied by the Elections Sub-Committee, a report was provided to, and approved by the Steering Committee. Approved candidates were given the opportunity to accept or decline their nominations, which some individuals did. Immediately thereafter, voting began and was scheduled to last a week but was extended at least once for a couple of days. All votes were cast/ sent to an Electoral Sub-committee comprising: (Mr. Amadou Lowe, Mr. Banka Manneh and Mr. Mass Sarr). And, after all the votes were cast, the results were announced by the Electoral Sub-committee.
Only Ms. Fatou Sanyang declined her elected position as Women and Youth Director. By-elections were subsequently held and Mrs. Fatoumatta Jallow Tambajang was elected to head this Directorate. More discussion over this position led to the separation of the two with Mrs. Tambajang heading the newly created Women’s Directorate. Because the Position of Administrative Director was yet to be filled and needed to be filled immediately, the Chair made efforts to have Mr. Alkali Conteh assume this role until elections were held. Following consultations with his constituency (GDAG), Mr. Conteh declined the overture. Mr. Lamin Tunkara was, thereafter, duly nominated to the SC, as the Youth representative in place of Ms. Fatou Sanyang. Mr. Tunkara and was later elected to serve as Director of Administration/ Technology, unopposed.
While Youth and Women representations were of great interest and concern to SC members, ethnicity (“tribe”) was never a consideration in any of our deliberations. Candidates were nominated and elected based solely on their qualifications, leadership and other qualities. Thereafter, accusations of ethnic-bias or “tribalism,” surfaced both within CORDEG, partisan online outlets, journalists, and commentators. In the end, these accusations were generally deemed wanting, misplaced, counterproductive and were rightly dismissed by reasonable Gambians interested in having CORDEG run by qualified people, irrespective of ethnicity/”tribe” religion or parental origin (s). For many, this was a malicious distraction intended to foment discord to destabilize the new organization.
CORDEG was able to withstand and counter this assault primarily because of its openness, an evolving, democratic process/ ethos, which is built on discussion, debate, consensus and a willingness to entertain divergent views. CORDEG maintains that Gambians, regardless of ethnicity, live under a dictatorship that is bent on fueling ethnic-strife, and violence, and sees as its primary goal and mandate to unite all peace-loving Gambians dedicated to peaceful democratic change. CORDEG, therefore, rejects a national political dispensation built around ethnic engineering, entitlement and chauvinism.
(B) CORDEG’s Mandate and Strengths:
The fact that CORDEG exists as an umbrella organization that includes Gambian political activist organizations, globally, and Gambian political parties is in itself a major political accomplishment. Never in the political history of The Gambia has there ever emerged an organization of its type. It took two decades of largely uncoordinated political struggle and activism by various organizations to culminate in CORDEG.
Among the many accomplishments are CORDEG’s efforts to becoming a vital organization devoted exclusively to restoring democracy in The Gambia. CORDEG’s efforts through its Steering and Executive Committees have begun the process of building an infrastructure predicated on debate, discussion and consensus- the very democratic principles we wish to engender in a new Gambia.
In addition, CORDEG’s Steering Committee crafted and passed a vision statement that was widely vetted internally and externally. CORDEG was further strengthened with approval by the Steering Committee of its Articles of Incorporation and By-laws. Together, these documents alongside a Constitution that is currently being crafted will become the functional, operational and legal foundation of CORDEG.
CORDEG has also been successful in projecting its image, and conveying a positive impression to the larger audiences via press-releases, press-conferences, and a new website that captures its essence. Members of CORDEG’s Executive have also played critical roles in furthering its goals and objectives at Gambian and other international gatherings. Even the distractions that have come CORDEG’s way have in no small measure added to its visibility.
CORDEG has also undertaken a proactive strategy in establishing contacts with political parties, and dissident diaspora organizations, to promote its collective political agenda. There is work in progress to generate “rules of engagement” to bring uniformity and focus to future deliberations with the ultimate objective of deepening collaboration, build trust and work toward a free and democratic Gambia.
In furtherance of collaboration, CORDEG has supported or has helped support political-party rallies in The Gambia, raised needed funds to support surviving/brave students of April 10 &11, and will continue to take a principled stance against APRC impunity. These activities will increase as the 2016 presidential elections draws nearer.
CORDEG’s internal deliberations are also generating a rich body of unwritten rules or understandings regarding personal conduct of members, especially when members act on behalf of CORDEG, in both an official /unofficial capacity. In time, these will be codified and become part of CORDEG’s Code of Conduct.
There are many other accomplishments, both tangible and intangible that CORDEC should be proud of. The commitment of members is strong but there are divisions within its ranks. Yet, CORDEG has succeeded in resolving tensions, and in doing so, strengthened its organizational structure and operations.
There are greater efforts at inclusivity, openness and access to its leadership, as witnessed by the healthy rapport CORDEG has with Gambian Online media outlets. The Media are an important partner and play crucial roles of scrutinizing, as well as helping to spread CORDEG message. The media also serve as an important “watch-dog.”
(C) CORDEG’s Challenges and the Way Forward:
Notwithstanding, many challenges and untapped opportunities exist both within and outside CORDEG, which must be faced pointedly, and maximized, respectively.
- Internally, directorates and directors have been slow at crafting their work plans and populating their committees. The latter is crucial because CORDEG’s success lies to a large degree on how well these directorates perform;
- A related issue has to do with directors/ directorates accomplishing tasks and assignments in a timely and efficient fashion. In general, there is a “delivery” gap, which must be bridged. Directors (not all) must deliver on time and act proactively, attend meetings regularly, and deliver on promises. CORDEG will not succeed if this promise-delivery gap remains.
- It is crucial that registration of CORDEG, as a legal / tax-exempt organization begins in Raleigh immediately, in order to facilitate fundraising efforts. GDAG, in collaboration with the Legal Directorate, and the Administration Directorate, must begin this process now.
- CORDEG must establish a bank-account and have a well thought-out strategy to raise funds in support of its activities. The Financial Directorate must act now in order to tap resources from within Gambia’s diaspora and other sources committed to the furtherance of democracy;
- CORDEG must do a better job of engaging oppositional political parties and their leaders. Likewise, political parties must reach out and provide for wider circulation their party platforms, and vision statements. The Political Affairs Directorate must take the lead on this;
- Communication, good-will, and unity of purpose, between political parties and amongst Steering and Executive Committee members must be strengthened. Communication Directorate must continue to spearhead these efforts. CORDEG is divided between those that harbor partisan political interests/affiliation and those who do not- unbridled political/ partisan interests poses a potential threat to CORDEG effectiveness and existence;
- There are personality, philosophical and political differences within CORDEG’s Executive and Steering Committees that if not reconciled and/ or handled with respect, and tolerance will potentially undermine/sabotage CORDEG;
The Way Forward:
- Externally, CORDEG needs to have a bigger presence, globally (e.g., Governmental and non-governmental Organizations), and become a household name in Gambia, specifically. All members of the Steering and Executive Committees must take this as their collective/central mission/ responsibility.
- CORDEG must have a strategy in place to recruit committed members, especially women, and youth to help run it; Youth and Women Directorates, along with the executive, must take the lead on this important issue;
- CORDEG must resolve its record-keeping challenge/ crisis;
- CORDEG in consultation with political parties, and dissident diaspora organizations, must immediately craft a twelve month plan that includes a coalition/ united-front to effectively contest and possibly win the forthcoming 2016 presidential election. CORDEG believes that talks between political parties must be intensified.
- CORDEG members and constituent organizations must not engage in conduct and/ or activities that could potentially tarnish/ undermine CORDEG’s standing or engage in unsavory communication/ language for public consumption that is unbecoming of a CORDEG official/ member Summary
In sum, CORDEG must continue to simultaneously pursue a two-pronged approach to address both its internal and external challenges and opportunities it faces by: (a) building its structural, legal, and operational base, while projecting an assertive/ proactive strategy to make its presence felt, globally, and within The Gambia, specifically.
Finally, CORDEG, irrespective of the challenges it faces, is on solid footing to meet expectations, as a democratic umbrella organization, and enjoys considerable goodwill among Gambians and friends of The Gambia. And, expects Gambians (and friends of The Gambia) to volunteer their services directly, and/ or contribute financially in support of CORDEG objectives.
Abdoulaye Saine
Chair, CORDEG
Source: TheGambiaEcho.com