1. Introspection on the APRM: Achievements, Challenges and Way Forward
Ms. Hodane Aden Youssouf
APRM Focal Point
Capacity Development Division- UNECA
26 February 2014
Maseru, Kingdom of Lesotho

2. Introduction
The origins of NEPAD signaled Africa’s dissatisfaction with past development models, which were largely externally generated, designed and directed;
NEPAD sought to articulate the tenants of a new development paradigm for Africa based on home grown ideas;
The APRM provided an important means towards realizing NEPAD’s goals;
APRM has underscored the resolve of African ownership of their destiny;
Country reviews provided avenues for national dialogue;
Reviews transcended the narrowness of the donor-imposed PRSPs- more robust participatory and consultative dimensions to national policymaking formulation
It is important to recall that the origins of NEPAD signaled Africa’s dissatisfaction with past development models on the continent which were largely externally generated, designed and directed; NEPAD sought to articulate the tenants of a new development paradigm for Africa based on home grown ideas.

3. APRM- A Paradigm Shift in Africa’s development process
Peer review through a comprehensive self-assessment
Inclusive policy dialogues between state and society, and among African leaders – unprecedented in the history of development in Africa.
Empowering of civil society to actively engage in the policy process
Promoting of long-term development planning and setting of priorities;
Institutionalizing participatory monitoring and evaluation of policy implementation.
Transferring of country specific best practices from one country to another, thereby encouraging intra-regional cooperation and intra- technical assistance.
Early warning of impending conflicts and collective efforts at solving problems.
Please allow me a few moments of introspection on some of achievements of the mechanism so far:
Since its establishment, the APRM has sought to promote a model of governance that would foster socio-economic development in Africa using the following methodologies

4. The shift in Paradigm from external to domestic accountability in Policy Making
A shift away from satisfying the conditions and preferences of external actors (IMF/WB) to internal constituencies of citizens.
A shift away from dependency on external ideas to more internally driven policy making and setting of priorities.
More regional orientation of policies – comparing progress with each other rather than with other regions of the world – South- South cooperation rather than North-South unequal interaction with a psychological boost of self-confidence.
This inward looking approach to policy research, formulation and accountability to domestic rather than external constituents has led to institutional capacity development that is organic rather than superimposed from outside

5. The identification and legitimization of systemic and structural issues affecting Africa’s Development
Diversity Management – ethnicity, gender, youth, regionalism, race, xenophobia; these are challenges of nation-building which even advanced democracies cannot hide away and pretend do not exist
Structural issues like unemployment, poverty and corruption and how they are interlinked and how they affect development have been debated and analyzed by stakeholders
The links between elections and violence and the structural underpinnings of these issues have been elevated to a level of policy debate and not just a matter of technical solutions
Issues of natural resource governance and management, land ownership and population growth, resource-based conflicts, climate change have all been highlighted in the APRM reports and collective solutions are being explored
The APRM self-assessment process and external validation by peers and the panel have led to the acceptance of common structural and systematic challenges that confront ALL African states including:
Diversity Management – ethnicity, gender…….. The APRM has brought to the fore these issues as legitimate governance challenges that must be confronted if Africa is to make headway.

6. Challenges Confronting the APRM
Organizational, institutional and structural Challenges
The governance framework of the APRM process at the continental level has not been as smooth, cohesive and collective as expected – accountability among the Forum, the APR Panel/Secretariat and the national Focal Points need strengthening.
The organizational capacities do not match the responsibilities assign to some of the structures, e.g. Secretariat, NGCs, Focal Points- (i) lack human and financial and institutional resources to undertake their roles and functions effectively; (ii) disconnection between NGC, MDA and Ministry/Finance/Planning after the peer-review
The tri-partite partnership between the State, civil society and the private sector should be strengthened. This partnership must go beyond the self-assessment phase to involve CSOs and private sector in monitoring implementation of the NPoA after the peer review.

7. Challenges Confronting the APRM
The original momentum that greeted the APRM appears to have waned due to the absence of ‘continental champions” on the political scene. Only 17 countries completed in 10 years!
The process of setting up national level structures takes an inordinate amount of time and resources, undermining the timeframe for implementation of the self-assessment and the Country Review Report. The process needs to be shortened and made efficient
Institutionalization of the National Governing Council after the peer review
Timeframe mismatch between NPoA and the existing strategic Plans cycles
Financing of the NPoAs – in some countries self financing is only around 10%
The quality of progress reports submitted has been uneven

8. The Way Forward
The issue is how to muster the political will to completely implement the outcomes of the APRM process.
The APRM Strategic Partners should do their part to rekindle the lost momentum and make this a truly African success story.
The emerging new generation of political leadership on the continent should find such collective governance effort like the APRM inspiring and necessary for the nascent political and economic transformation taking place on the continent
The emerging new generation of political leadership on the continent – most of the APRM pioneer leaders have now retired – should find such collective governance effort like the APRM inspiring and necessary for the nascent political and economic transformation taking place on the continent (either the Arab Spring in North Africa or the imperative of using mineral wealth to transform African economies).

9. Thank you