1. Possible pointers Faten Aggad Africa’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

2. 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 ECDPMPage 2

3. 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 2 nd reviews?) Identified areas for further reflection ECDPMPage 3

4. Government departments? Presidency? Civil society? Private sector? Etc… = Critical to identify the drivers for implementation Incentives for whom? ECDPMPage 4

5. What assumption s? 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 ECDPMPage 5

6. 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 ECDPMPage 6

7. 1 st generation reviews Comprehensive Broad governance assessment tool Problem identification Dialogue to identify priorities Base-line assessment 2 nd 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? ECDPMPage 7 Constantly promote uptake to promote relevance Tools for prioritization

8. 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 ECDPMPage 8

9. 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 ECDPMPage 9

10. 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? ECDPMPage 10

11. 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? ECDPMPage 11

12. Thank you www.ecdpm.org www.slideshare.net/ecdpm Page 12