Presentation on theme: "The Policy Practice Ltd"— Presentation transcript:
1The Policy Practice Ltd Political Economy at WorkPart 1A framework for Country Political Economy Assessment with an application to ZambiaGareth WilliamsThe Policy Practice Ltd
2What is Country Political Economy Assessment? Country Political Economy Assessment provides:a broad overview of the country context, the nature of the state and political system,an analysis of how political and economy processes shape the interests, capacity and behaviour of key actors, and how this affects development at country level,identification of the processes and actors with the potential to change the prevailing incentives (drivers of change),assessment of the potential for development agencies to promote change, and how they can best use their influence.
3How can Country Political Economy Assessment by used by the EC? Country Political Economy Assessment is useful for:Better understanding the countries where the EC worksDrafting a more grounded and realistic Country Strategy PaperInforming choices about priorities for EC support, implementation arrangements and modalitiesBetter assessment of country programme level risks and opportunitiesInforming EC’s strategy on how to engage in country level policy dialogue
4Structure of the Country Political Economy Assessment 1. Introduction2. Foundational factors3. Rules of the game4. Here and Now5. Linking analysis and action
5Foundational factorsLong term factors shaping the broad character of the state and political system:Territorial controlGeostrategic positionGeographyHistorical influencesSocial and economic structuresSources of revenue
6Rules of the gameFormal institutions (constitutional rules and codified laws), and informal institutions (political, social and cultural norms)Distribution of powerRules-based behaviour or personalised rule?Competition for political powerKey trends
7Here and nowThe way in which political processes are playing out in the near term:Day to day politicsImpact of recent events
8EC operational implications (1) How can political incentives become more supportive of developmental change? What processes and actors canchange in the prevailing political incentives (drivers of change)?What level of influence do development agencies have? What is the potential for reform, and how can the EC work most effectively to support reform?
9EC operational implications (2) What should be the priorities for EC programming? Choice of focal and non-focal sectors, supply- or demand-side approaches to promoting reform, opportunities for promoting state-society engagement.What are the risks highlighted by PEA in the proposed country strategy and programming? Scenarios? What are the realistic timescales for change?What are the implications of the CPEA for conducting policy dialogue?What non-aid instruments can be used to promote reform?
10Conducting a Country Political Economy Assessment (1) Resources. Various options for the breadth and depth of the study.Expertise. Probably a combination of in house capacity and external expertise. Mix of local and international consultants.Timing. In advance of drafting Country Strategy Paper. Periodic reviews.
11Conducting a Country Political Economy Assessment (2) Research methods: Key informant interviews, secondary literature. Draw on a broad range of sources and apply triangulation. Test and develop ideas through workshops with Delegation and Development PartnersEnsuring operational relevance: Workshop with Delegation. Capturing key lessons from the PEA to be reflected in EC programming and other operational decisions.
12The Zambia Pilot CPEA Stages: One week scoping/research mission in May 2011Preparation of draft CPEAWorkshop to discuss draft CPEA with EUD, MS and other Cooperation Partners (end June 2011)Comments and revisionsResources:Roughly 30 days consulting input. One international and one local consultant: Sue Unsworth and Neo Simutanyi
13Zambia - Foundational Factors (1) Historical influences: Colonial inheritance, tax collection structures, labour reserve, haphazard bordersSocial and economic structures: Ethnic diversity, but lack of inter-ethnic rivalry, internal migration, creation of national identity through independence struggle and organised labourRevenues: Copper as the basis for the centralised system of rent management.
14Zambia - Foundational Factors (2) Geography: Large land area, low population density, high level of urbanisationGeostrategic Position: Frontline state against white ruled Rhodesia and apartheid South Africa, Turbulence in Mozambique, Angola, DRC
15Zambia - Rules of the Game (1) Distribution of powerPower concentrated and centralised in the executive (President)Legislature subordinate to the executive (with few exceptions) acts like rubber stamp of executive decisions.Judiciary relatively independent, but in sensitive cases has aligned with ruling party and government.Informal arrangements of cooptation and patronage weakens organised oppositionNo real transfer of power and authority to sub-national government; decentralisation policy has stalled
16Zambia - Rules of the Game (2) Who must the executive listen to?Ruling party (MMD): a powerful patronage machine (jobs, contracts and other material benefits).Churches: esp. the Catholic Church – extensive network stretching into the remotest rural hinterland.Trade unions: currently weak and disorganised but has potential to organise collective action around public goods.International Donors: influence in key areas of health and infrastructure.Large scale companies: foreign-owned mining companies have leverage over government
17Zambia - Rules of the Game (3) Rules-based behaviour?Relations within the public sector and between the public and private sector based on personal connections rather than impersonal, publicly recognised, predictable rules.Most important decisions reached through intra-elite bargaining rather than formal procedures or institutions.Corruption evident at all levels. But, cultural attitudes are supportive of patronage and clientelism.
18Zambia - Rules of the Game (4) Rules-based behaviour?Recruitment and promotion in the public service do not often follow formal rules and procedures. Political appointees in senior positions.Procurement procedures routinely flouted. Decisions on large tenders and foreign investment often taken by State House.Political parties are highly personalised. Internal procedures in relation to membership, elections and fund-raising are not respected. Political party financing lacks transparency and accountability.Most CSOs lack clear rules about membership, elections and financial procedures.
19Zambia - Rules of the Game (5) Political competitionCompetition for power based on distribution of patronage (immediate benefits, future rewards, etc).Increased level of political competition fueling corruption and abuse of state resources by the executive and encouraging short-termism.Political mobilisation around ethnicity since 2001.Political parties based on personal rather than policy differences.Political competition a zero-sum game: those in power would want to retain it at all costs and those in opposition desperate to capture it.Elite bargaining concerned with alternation of power, rather than changing the nature of political competition.
20Zambia - Rules of the Game (6) Key trends:Increased political competition: potential for alternation in power, winning votes amongst targeted groups key to electoral success.Demographic changes: Population growth, youth bulge, first time voters.Improvements in communication and mass media: mobile phone connectivity in rural areas; community radios, more informed electorateIncreased role of foreign investment: China and South Africa.
21Zambia – Here and Now Imminent elections Competition for influence within ruling party
22Zambia – Linking Analysis to Action (1) Policy failures are well known, but limited space for reform in the near term (logjams):No imminent political/financial crisis.Political competition around patronage, winning votes and short-term populist policiesWeak pressure from organised interest groupsDonors have limited leverage.Public attitudes not supportive of liberalisation and reformSmall emerging pressures for change
23Zambia – Linking Analysis to Action (2) Implications for EC strategy (1):Take a longer term view.Find short-term room for manoeuvre.In the medium to long term employ indirect strategies to shift rules of the gameTaxation is strategically important.Maximise scope for international/EU leverage
24Zambia – Linking Analysis to Action (3) Implications for EC strategy (2):Work on political economy dynamics at local level.Be realistic about capacity building/ systems strengthening.Find a compelling political narrative.Consider impact of donor behaviour and aid modalities on political economy dynamics.Political economy of the EU delegation?