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Possible pointers
Faten AggadAfrica’s Change Dynamics Programme, ECDPM
Sandton 4 March 2015
How to maximize the impact of peer reviews?
OECD-APRM meeting- Methods and Practices of Peer Reviews: Lessons from the APRM and the OECD
• Innovative tool that promotes a participatory approach to agenda setting at country level (strengthening citizens participation in policy making processes, raise public awareness)
• Allowed African countries to tell their own stories • Countries can share their experiences in a context
where they have similar context • Identification of the cross-cutting issues which
underpin development of countries• Early-warning system• Building an African knowledge resources
Consensus on the positive contribution of the APRM so far
ECDPM Page 2
Building incentives
Content (questionnaire all-
encompassing, non-integration into existing plans,
limited linkages with existing
processes on the continent)
Follow up
Capacityfor implementation: Human capacity and resources
(country level & Secretariat level)
Process (i.e. lengthy review
process (shorten in 2nd reviews?)
Identified areas for further reflection
ECDPM Page 3
• Government departments? • Presidency?• Civil society? • Private sector? • Etc…
=
Critical to identify the drivers for implementation
Incentives for whom?
ECDPM Page 4
What assumptions? i.e. in terms of
implementation capacity of the
country (financial and human
resources), ‘owner’ of implementation
Opportunity-costs
Scope Benefits foreseen
Articulating the ‘business case’ for the APRM upfront
ECDPM Page 5
What’s the value proposition for the country?
• Process vs output focus • Peer review vs peer learning • Agenda setting or implementation-oriented
reviews/advisory• General governance assessment tool• Benchmarking
= Different roles/scope of the APRM exercise?
Requirement for flexibility in the tool? Or develop a ‘palette d’offre’
Unpacking the ‘why’ question
ECDPM Page 6
•1st generation reviews •Comprehensive •Broad governance assessment tool
•Problem identification•Dialogue to identify priorities
Base-line assessment
•2nd generation reviews •Sectorial to address agreed priorities
Addressing priority areas
•Could be triggered by improved indicators in the identified sectors or emergence of new trends.
•Assess whether priorities are still relevant (adaptability of change strategy)
Pattern of development assessment?
Promoting adaptability to sustain relevance?
ECDPM Page 7
Constantly promote uptake to promote relevance
Tools for prioritization
• What is the political economy of policy implementation in a given country?
• Possibility for joint dialogue with the country? • Identify strategies to address sensitive reasons for
blockages• Integrate the assessment of blockages when
formulating recommendations (focus on low-hanging fruits as a start for a country-driven reform strategy?)
Understanding blockages throughout the process
ECDPM Page 8
Uptake limited not because of a “lack that could be filled by more capacity, more funding, more dialogue, etc…[it’ is because there are significant incentives not to do so” = understanding incentives is critical
Making the APRM more impactful: Focus on uptake approaches
ECDPM Page 9
Linkages with African processes/actors (i.e. PAP) International opportunities to dialogue: i.e. the case study of the EU• Governance Initiative of the EU in 2008 • 2.7 Billion Euro to support governance at country
level• Requirement by EU delegations to develop
‘Governance profiles’ • Where there was awareness (i.e. delegation in
Kenya), the APRM Country Report generously used in developing the country governance profile
• Discussion on the follow up mechanism currently in place.
A case for stronger linkages to strengthen the attractiveness of the APRM?
ECDPM Page 10
• What is realistically possible at different levels (secretariat, country-level, civil society)?
• Implementation depends on setting realistic objectives to demonstrate results (what is the political economy of implementation)
• Balance between continuous monitoring of trends (i.e. in a priority sector by the secretariat) with fixed moments to assess progress (i.e. bi-annually through dialogue or reporting)
• Mobilise networks to support continuous M&E
Strengthening the M&E system?
ECDPM Page 11
Thank youwww.ecdpm.org
www.slideshare.net/ecdpm
Page 12