The african union commission
Developing Capacity for Agenda 2063: First Ten Year Plan
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Developing Capacity for Agenda 2063: First Ten Year PlanBackground Despite enormous efforts made in the post-independence period to build Africa’s human and institutional capacity, the lack of adequate capacity remains a critical constraint for economic growth, structural transformation and sustainable development that Agenda 2063 enshrines. Among the critical success factors for the realization of Agenda 2063 are: (i) transformative leadership; (ii) ) effective citizens participation, inclusion and empowerment in the formulation, implementation and monitoring and evaluation of Agenda 2063 and exercise full ownership thereof; (iii) a capable development state and efficient public service; (iv) strong private sector anchored in symbiotic relationship; and democratic rule where equity, justice and rule of law prevail; (v) a results-based approach; (iv) revitalized strategic planning that guides investors towards priorities of Agenda 2063 and ensures strong interface among national plans, sub-regional initiatives and Agenda 2063; and (vi) Africa taking charge of its global narrative and brand and build Africa’s image and position in the world. For Agenda 2063 to be implemented effectively, including the First Ten Year Plan capacity issues – human, systems and processes at all levels ( national, regional and continental will have to be addressed. A Capacity Assessment and Development Study is being conducted at the continental and RECs levels and ultimately at the national level within the context of the implementation of the First Ten Year Plan. Types of Capacities and Needs of the First Ten Year Plan Agenda 2063 involves multiple actors at the national, sectoral, sub-national and local levels. The full realization of Agenda 2063 requires the development of huge capabilities and capacities across sectors and at various levels in three critical areas: Individual (human capacity: generally includes capabilities in terms of skills, training, performance, values, attitudes, motivation, professional integrity, relationships, communication skills, etc. to fully understand Agenda 2063 underlying issues, assimilate Agenda 2063 goals and strategies at the country and local levels; conceptualize, design, develop, implement, monitor and evaluate the required and result oriented programs/projects, policies and strategies to make Agenda 2063 happen. A prerequisite for the effective implementation of Agenda 2063, is building awareness across sectors and ensuring essential understanding of its essence at multi-levels; adopting and adapting the agenda to national contexts and ensuring collective commitment. The first ten years lays the foundation for Africa’s competitiveness and transformation from commodity dependence to one that is driven by manufacturing/industry, value addition and effectively participates in the global value chain as well as science and technology. Critical in this effort is the capacity to negotiate in all areas of Africa’s interest, most notably in trade, climate change, economic partnerships and related areas. Such capacity, which Agenda 2063 envisages building, is currently woefully inadequate. Agenda 2063 is a knowledge driven undertaking. At the policy and planning levels, it also requires data, both qualitative and quantitative, to ensure sound decision making and realistic short and medium term planning as well as the full mobilization of Africa’s human, financial and material resources to achieving goals set. It needs not only statisticians that generate data, but also capable individuals that effectively use the data to develop policies, strategies, programs and projects. Along with the building of a planning culture is the issue of regularly monitoring and reporting on work done and building an evaluative culture. A robust M&E framework is one of the factors that distinguishes Agenda 2063 from its predecessors, i.e., the Lagos Plan of Action, Abuja Treaty and NEPAD, which need to be made fully operational during the first ten years of Agenda 2063. Institutional/ organizational capacity: This encompasses strategic planning, management, structure, system of accountability, infrastructure, resources (financial and information), innovation and embracing change as well as inter-relationships to help an institution become effective in the implementation of Agenda 2063. Establishing horizontal and vertical linkages and feedback loops at each stage of Agenda 2063 implementation process is also vital. Continental and regional initiatives and programs need to be linked to and informed by national level actions and vice versa. Transformative leadership capacity skills to spearhead and champion the agenda (bold, visionary, ethical and responsive) and the pooling of expertise and specialized skills training based on strategic advantage; budgeting and planning to catalyze and sustain transformation are essential ingredients of institutional capacity. Enabling policy, legal and regulatory environment. The implementation of Agenda 2063 requires not only developing policies and putting in place the requisite legislations and regulations; but also the capacity to enforce them. Holistic capacity development encompassing human resources, institutions and enabling legal and policy environment for individuals and institutions to interact in a productive manner is, undoubtedly, critical. None of components of capacity can function well in isolation, and weaknesses in any one of these areas can have a knock-on effect on the others.
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