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By using our site, you agree to our collection of information through the use of cookies. To learn more, view our Privacy Policy. To browse Academia. However, a major constraint for the participation of civil society in the APRM is the underdevelopment of system capacity in states, CSOs and development practitioners in Africa. The hypothesis augurs on the fact that by developing the requisite protocols and publishing a Code of Practice, CSOs will generate the momentum for a true process of participation in the APRM. The main objective of such a collaborative effort is the development of an organic network that will cement the APRM ideals in every CSO network, members, facilitators, networkers, community of persons and institutions we network with. This intended to build a true African regional APR grassroots that would unite the national programmes into a continent-wide network that would facilitate linkages and exchange of activities. The discussion focuses on political culture development, leadership, governance implications of capacity building of fragile state CSOs and support of the APR Secretariat and APR Panel Keywords: Africa, fragile states, APRM, CSOs, political culture development, leadership, governance, capacity building, knowledge management, Communities of Practice, Theory of Change 'The underlying principle for the peer review is the fact that African Governments that are by and large the springs of human underdevelopment and human insecurity are not able or willing to discern their own governance flaws. This is not because they lack the capacity to do so, but for the simple reason that an opportunity for improvement may stand out only to civil society who at the receiving end of the impact and have the competence and motive force to transform society. It was apparent by mid that it represented a significant and somewhat unprecedented opportunity for CSOs to influence directly and change the political dynamics for the Accra High Level Forum. The introductory part details an overview of the role of CSOs in domestic and international governance frameworks. This is followed by a discussion of the existing strategies employed by CSOs in the EAC in their engagement with partner states and the regional body following their inclusion in the Charter that re-established the organization. The article is a product of a doctoral study conducted through the collection of both qualitative and quantitative data from CSOs in the region, EAC officials and government representatives from partner states. The study noted a general trend of CSO inclusion in the EAC policy processes and a fairly established framework of engagement. The strategies identified include creation of awareness, collaboration and networking, training and capacity building, campaigns and advocacy, expert advice, dialogue and partnership, provision of information, engagements with partner states, petitions, liaison with the media and the academic community, picketing and litigation. In contemporary development discourse, civil society organisations have become flag bearers of political and social freedoms and empowerment of the poor and, marginalised, as well as champions of the process of democratisation in the third world countries. The paper discusses the potential of Ethiopian CSOs and the regulatory challenges they face. Political culture development can be explained with reference to political organisations and rules. The central hypothesis is that the relative strength of political organisations determines the rules of the political game that are installed. Democratisation requires a plural set of political organisations, which promote and protect nonviolent political involvement and contest. Plural organisations and conventions of accountability ensemble ensure control of the state executive. In taking institutional perspective, we assume that the actors in the political system express preferences through organisations vary in strength according to their resource base. The relevant organisations are found both in the society, where they represent and aggregate individual interests, and in the state, where they check and balance executive authority. Hence the focus of the study is, using case studies from Ethiopia's recent elections, to develop a framework for civil society emergence to promote political culture that ensure dynamic participation of the African populace that have been rendered vulnerable, poor and at the other extreme, displaced within their own lands. The Charities and Societies Proclamation excludes foreign funded CSOs from rights-based development and advocacy work. The implications of this provision could potentially restrict CSOs from rights-based, advocacy-related work, which will result in reduced participation of citizens, which will not lead to pluralism and respect for rights enshrined in the Constitution. Key words: CSOs, CSP, political culture, political organisations, rules of accountability, nonviolent political contest, plural organisations,. The APRM is particularly interesting as a continental rather than single country programme which puts the good governance agenda in the hands of African states themselves rather than international financial institutions, for example. Notwithstanding the NPoA's limited contributions to national development, the entire process has failed to recognise, engage and tackle the underlying socio-political dynamics of politics in the country, which have the most impact on governance structures and processes. The thesis accounts for this outcome by examining structure through the role of actors and underlying socio-political dynamics, both nationally and internationally. In terms of actors the research explores the role of individual leaders, NEPAD and APRM secretariats national and continental , federal state representatives, regional and sub-regional organisations, international donors, and civil society in the APRM process. In terms of underlying factors, Richard Joseph's theory of prebendalism gives analytical power to understanding the APRM within Nigeria's political culture, while the neo-Gramscian perspective of cultural hegemony enables an analysis of the APRM within the broader international context. Neither one of these two theoretical contributions is able to offer a comprehensive assessment if used unmodified or on their own. The APRM has the potential to open new political spaces for collaborative engagement between government and civil society in Nigeria, with the possibility of beneficial effects for governance and accountability. So far, however, this potential has not been realised. This must be judged as a significant shortcoming to date. Log in with Facebook Log in with Google. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link. Need an account? Click here to sign up. Maintaining Momentum? The discussion focuses on political culture development, leadership, governance implications of capacity building of fragile state CSOs and support of the APR Secretariat and APR Panel Keywords: Africa, fragile states, APRM, CSOs, political culture development, leadership, governance, capacity building, knowledge management, Communities of Practice, Theory of Change The underlying principle for the peer review is the fact that African Governments that are by and large the springs of human underdevelopment and human insecurity are not able or willing to discern their own governance flaws. Introduction 1. Backgrounder 1. Issues of Inquiry and Hypothesis 2. Knowledge management and Communities of Practice 3. Phases in the APRM review process 4. Strategic Objectives, Outputs, and Activities 4. Background 4. Strategic Objectives 4. Structure for Africa-wide CSO networking 5. Discussion 5. Political culture development 5. Leadership 5. Capacity development of fragile state CSOs: governance implications 5. The important issues that this suggests is not sufficiently addressed, or even raised, in much of the current discussion of capacity development in the APRM. Insofar as the activities of external agencies are not understood and engaged in capacity development, their developmental impact may diminish with their proliferation. This can mean little more than a weakly coordinated multiplication of projects which have immediately recognisable or measurable effects in limited areas, but which seem to suspend rather than serve the ultimate goals of capacitation. The strategic co-ordination of diverse international activities supportive of capacity development can become a challenge both for the international agencies involved and for poor nations. Backgrounder While Africa is lumped as a political community, it is also a continent, where various nationalities, who speak different languages, enjoy different cultures, inhabit our own territories, live together, or interspersed in various modes of assimilation and integration with historically rooted blood ties. We strongly believe that there are indigenous knowledge systems, tools, technologies, and adaptive strategies that can be learnt from the communities we work with and assist to enhance livelihoods and natural resource management regimes all over the continent. This pan-African networking initiative on the APRM is a highly considered move to close the communication gap that strongly prohibits mutual learning and experience sharing among polite sans societies. Having weighed these challenges carefully, CSOs can address the awareness gap of the difficult socio-political choices facing them in a continent riddled with malgovernance in addressing development challenges of livelihood insecurity. Furthermore, it augurs on the right to participate in free, credible and democratic political processes; and adherence to the separation of powers, including protection for the independence of the judiciary and the effectiveness of parliaments Open Society, ; The Declaration on Democracy, Political, Economic and Corporate Governance also committed participating states to establish an APRM to promote adherence to and fulfilment of its commitments. The Durban summit also adopted a document setting out the stages of peer review and the principles by which the APRM should operate. This MoU effectively operates as a treaty: countries that do not sign are not subject to review. The MOU entered into effect immediately in Abuja, when six states agreed to be subject to its terms: as of the end of , 30 countries had signed. The questionnaire was formally adopted in February , in Kigali, Rwanda, by the first meeting of the APRF, made up of representatives of the heads of state or government of all states participating in the APRMii. Each country to be reviewed is assigned to one of the seven eminent persons, who consider and review reports, and make recommendations to the APRM Forumiii. The article provides the background for the participation of civil society in the APRM process and the requisite research protocols that must be used as tools for inclusive assessment of the APRM governance issues. These remain weak and highly dependent on economic and political forces outside their countries. The competition for funding greatly erodes their capacity and commitment to mobilise collaborative action and achieve consensus around issues of common interest for autonomous development. While many proposals for remedial action have been formulated, real commitment to collaborative processes at all levels has always been limited. There is consistent disagreement about the definition and meaning of democracy. Even if we could all agree that a democracy is a political system in which the government that respects rights and liberties is selected by the people, we would likely disagree about exactly what combination of rights and liberties are the most important. Consequently, there is no uniform understanding of exactly what democracy means or how it should be practiced, even among citizens of the same country. This is evidenced by the great variety of political systems employed in democratic states and the very different ways in which they rank values such as liberty and equality. In Africa, these complexities are compounded by the question of whether democracy is or is not a colonial imposition unsuited to domestic realities. This conversation is not new, but has its roots in the s and s, when debates emerged over whom should be given the franchise in colonial territories with a large white settler population. This is done to ensure consistency of understanding, but to some it may convey the impression that African languages do not have sufficiently similar words and concepts, and so sustains the notion that democracy is something alien. Code of Practice for a mutual accountability in APRM A code of practice must be designed as a testament to the voluntary accession to the APRM community based on commonality of objectives and unity of purpose. As a living document, the need for periodic review of the Code will to encourage opening up forums for such initiatives, as they pave the way towards consensus and alliances for empowerment. The business of capacitation is driven by two moral values: it is codified with defined business standards specifying who can promote capacity development; and it is the responsibility of all people; spreading the message and stimulating more capacity development at the grass roots level. Hence, the Code is a statement of institutional principles and ethics for practice, designed as a reference for practitioners, to enhance organisational partnership to encourage relational qualitative improvement with their constituencies. The concept was later broadened to a wide variety of contexts where it has recently become associated with Knowledge Management KM as we see them as developing social capital, nurturing new knowledge, stimulating innovation, or sharing existing tacit knowledge. It is now an accepted part of capacity development. The paper provides case examples on how to develop designs that meet these criteria. In conclusion, some of the strengths of ToCA approach are the following. It generates useful learning over the life span of the initiative and can spawn cross-initiative learning. Knowledge management and Communities of Practice It is necessary to build systems of knowledge management KM for capacity development as a systematic creation, acquisition, synthesis and sharing of knowledge, required to transform an organisation into a learning enterprise, a knowledge powerhouse. Knowledge is a fluid mix of framed experiences, values, contextual information and expert insight. It could be formal, codified knowledge that comes in the form of books, documents, white papers, databases, and policy manuals, etc. Participatory Situation analysis: Policy, strategy, processes and structures for KM and capacity development reform in the African Peer Review Mechanism. Phases in the APRM review process 3. Phase One: Self-assessment A country support mission from the APRM secretariat led by the assigned eminent person visits the participating country to ensure a common understanding of the rules, processes and principles of the APRM Ibidem. The team liaises with the country focal point and organises working sessions and technical workshops with stakeholders; the eminent person signs a memorandum of understanding with the government on modalities for the country review mission. The country then begins its self-assessment report, based on the APRM questionnaire. The country is also expected to formulate a preliminary plan of action based on existing policies, programmes and projects. The self-assessment is supposed to involve the broad participation of all relevant stakeholders, including civil society organisations as well as government ministries and departments. Phase Two: Country review mission A country review team — also led by the eminent persons made up of representatives of the APRM Secretariat and of the APRM partner institutions, which include the UNECA, the AfDB and other institutions — visits the country to carry out broad consultations, clarify any issues that may require discussion, and help to build national consensus on way forward. Phase Three: Country review report and modification of plan of action The country review team, drafts a report on the country, based on the information it has gathered during its review mission and on independent issues papers developed by the continental APRM secretariat, and shares its findings with the government. The time taken in completing all these steps has varied greatly. If completed, the process leads to the production of three important documents Ibidem : o The country self-assessment report CSAR prepared by the country concerned on the basis of the APRM questionnaire is only published at the discretion of concerned state o The independent country review report CRR , prepared by the APRM Secretariat, under the supervision of the APRM panel, finalised following comments from the government and presented to the APRM Forum by the eminent person assigned responsibility for the country review. Background Engagement of civil society in the APRM Process is a legitimate right to participate in the APRM because in a democratic state, government rules on behalf of the people, that is, from the individual to groups that constitute civil society. Civil society has historically intervened when governments have failed and thus have reason to input their experiences in all development processes. Further, it is to identify civil society organisations working in the four focus areas of the APRM at national and continental levels to participate in the APRM process; to raise awareness of, sensitise and inform citizens on the APRM process in order to participate at the national level, particularly grassroots populations and women. CSOs must participate as experts and partners in national level APR processes to advocate for the views of their constituencies, particularly marginalized groups and also in the implementation of the outcomes of the report. They must ensure that the APR Base Reviews and technical assessments processes at national level access all the civil society reviews in the focus areas of the APRM done to monitor implementation and progress of national, regional and international agreements. This will critically engage and analyse national APR processes to ensure credible, accurate review reports and liaise with the media in disseminating the outcome of the APR processes at national level as a check and balance to ensure that all views raised are reflected in the final report. Strategic Objectives The main objective of such a collaborative effort is the development of an organic network that will cement the APRM ideals in every CSO network, members, facilitators, networkers, communities and institutions. It is a statement of institutional principles and ethics for practice, designed as a reference document for all APRM Networks and practitioners, to enhance the people-development nexus at all levels. Programme objectives 1: Share knowledge systems, tools, technology, and adaptive strategies that people had developed on their own long before donors, CSOs, and states came into being. Output 1: An interactive continental database on institutions, publications, case studies, and planned activities set up. This will be achieved by the following activities: o design a database format to be agreed upon by all constituencies in African APRM; o design electronic format for the database on highly flexible and assessable computer software; o set up a database of all institutions, publications, case studies and planned activities; 4. Output 2. National programmes take lead in capitalising on the wealth of information generated in national programmes and develop APRM disciplines throughout the African Network. This will be achieved by the following activities: identify national programmes that are ahead in certain disciplines, these programmes identified in activity 1. Programme objectives 2: Help to overcome language barrier by institutionalising cost-effective but determined language lessons that would enable easier communications. Output: Training needs analysis and identification of trainees and training packages and modalities in language lessons for all regions identified. This will be achieved by the following activities: Language training needs analysis undertake Trainees identified. Training packages selected and training undertaken 4. Programme objectives 3: Initiate immediate advocacy networking, research collaboration, and interregional consultations activities on all existing information in national APRM activities. Produce a report to the facilitators meeting and regional meetings on the efficacy of this networking 4. Output 2: All stakeholders are sensitised on key issues affecting marginalisation of local communities in governance regimes they have not participated in their formulation. This will be achieved by the following activities o exchange information, sensitisation and advocacy forums to reach stakeholders; o advocacy networking to support specific claims in and to promote the APRM ideals; o the interregional network uses appropriate and best use of use media ideals of APRM; 4. Output 3: Proposal on research and post-graduate training jointly and severally developed and presented. This will be achieved by the following activities: o develop research and post-graduate training in Africa universities; o exchange of research protocols, methods, and tools among all stakeholders; 4. Output 4: Interregional co-operation and consultation improved through exchange visits to study specific issues and formalising relationship between network collaborators. This will be achieved by the following activities o exchange visits to study specific issues; e. Programme objectives 4: Develop information communication mechanisms on key initiatives a view to coordinate activities that reinforce each other for a meaningful continental impact. Output 1: Tracks, channels, and levels of communications identified. This will be achieved by the following activities using e-conferences, thematic discussion forums and inter-regional seminars o Identify and map out formal tracks of communications for interregional networking. This will be achieved by the following activities o identify and map tracks of co-operation between all stakeholders in the interregional network; o identify dependency, especially where national programmes depend on other national programmes in the interregional network; o identify service needs and provisional abilities among the interregional network; o identify potential areas of conflict of interest among interregional network stakeholders; 4. The APRM organisational structure of networking needs to be developed without due regard to grassroots networking to perform the tasks defined by its strategy in the best possible manner. These include the relationships in the allocation of authority, responsibility, reporting relationships, and the mechanisms for integrating the different components of APRM. Networking decision-making processes are represented by the motivational and attitudinal aspects of the network management setting. Nevertheless, participatory goal setting, allocation of resources and implementation of network management are important components of organisational processes that need to be developed gradually. The monitoring methods for evaluating performance need to be exhausted very well. Networks o design a database format to be agreed upon should endeavour to promote Share o design electronic format for the database participation and as a systemknowledge syso set up a database of all institutions, publications, wide input to networking mantems, tools, techand activities to be put on the Internet agement development, African nology, and adapo put on the database on the Internet APRM Networks and practitive strategies. Discussion tional activities o Organise exchange visits to study specific issues 5. Political culture o Form a working group for follow-up activities. The structural factor most commonly cited as favouring democracy is an advanced industrial economy with a high average of per capita income. Secondly, on the other had there sis the school of thought that underpins the fact that, from a contingent perspective, political development is installed as a result of the conscious reform initiatives of individual leaders, elite factions and social movements. The trajectory is driven by the shortterm calculations and immediate reactions of strategic actors. A third school of thought submits that democratic development depends upon the emergence of supportive set of political institutions. Institutions are recurrent and valued patterns of political behaviour that give shape and regularity to politics. Institutions draw attention to the regularities rather than the quirks of individual behaviour. Political institutions are more proximate to transition dynamics than deep socio-economic structures. An institutional approach to political culture development would appear to offer considerable explanatory power. Nonetheless, the widespread incidence of social conflict and political instability in Africa is directly attributable to basic weaknesses of political institutions. They may be manifest as rules or as organisations. Hence, an institutional approach locates the analyst at an intermediate level between individuals and whole systems. With few exceptions, fragile states have failed to win popular legitimacy; hence, the dire need for leadership capacitation. Indeed, leadership is more than a job; it is a calling. Leaders are on the one hand responsible for breaking the boundaries of inward bound wisdom, of common sense, of patterns of thinking and behaving, which, over the years, have built themselves into routines, which pacify people to dormancy. Leadership also means mutual accountability as indicated strongly in the Paris declaration. The contest is between creation of an unprejudiced relationship between the capacity builder and the capacity receiver; leading to identifying ways and means of helping o to foster institutions which currently do not exist; o reorienting institutions which have been diverted to non-democratic ends; o building in-country capacity for democratic governance on the basis of African demand; On the other hand, leaders have to maintain continuity whilst simultaneously promoting change; such is the nature of leadership ambiguity and contradiction that comes as part of the same deal. The allusion of the foregoing is that the leader is responsible for change management, and change in a transition implies some degree of anarchy. The nexus between the status quo ante and the new, between letting go of the status quo ante and adopting the new order, is most often a place where rules are bent, and habit and routine are replaced with periods of chaos. These are indeed pieces of good fortune and opportunities for change, although, if prolonged, can become perilous to the nation. Leaders have to maintain continuity whilst simultaneously promoting change; such is the nature of leadership ambiguity and contradiction that comes as part of the same deal. The allusion of the foregoing is that the leader is responsible for change management, and change in a transition implies some degree of anarchy Costantinos, The nexus between the status quo ante and the new, between letting go of the status quo ante and adopting the new order, is most often a place where rules are bent, and habit and routine are replaced with periods of chaos - which are indeed pieces of good fortune and opportunities for change. As developmental initiatives are driven by donors, the questions that arise from the above are: o What is the overall rationality or significance of the great traffic of international programmes and projects of democratisation and development in fragile states, the proliferating activities that seem to show little regard for economy of co-ordination? The important issues that these questions suggest are not sufficiently addressed, or even raised, in much of the current discussion of capacity development. This can mean little more than a weakly coordinated multiplication of projects which have immediately recognisable or measurable effects in limited areas, but which seem to suspend rather than serve the ultimate goals of capacitation of fragile state political systems. The strategic coordination of diverse international activities supportive of capacity development in fragile states can become a challenge both for the international agencies involved and for poor nations. This is in part because of limitations in the individual characteristics of the activities with narrow technocratic orientation and because of shortcomings in the relational and contextual articulation of external projects, their limited generalisability and variability. Fragile states undoubtedly depend on international assistance in their projects of reform, vital for the projects in many areas and at many levels. Yet, it must be recognised that external support creates problems as well as opportunities for fragile states. In confronting the imperatives of change, nothing is more challenging for polities than the strategic coordination of diverse global and local elements, relations and activities within themselves, nor has anything else greater potential for enabling them. Capacity development of fragile state CSOs: governance implications Where the leadership has not sufficiently assimilated the value system of the rule of law, checks and balances or power sharing - basic to democratic governance and polity the tendency to be corrupt, undemocratic and abuse human rights is rife. The organisational imperative of the massive bureaucratic machine is to command and control and is preoccupied with its own survival and enrichment. The pivotal question in capacity development is the construction of political rules and institutions Keller E, , which ensure human development and human security UNDP, UNDP asserts that some of the most dramatic gains in capacity development come about as a result of shifts in political power; effectively tapping the political space for capacity and sustaining the change requires essential conditions: o broad consensus underpinning the change, i. Identified elements of an effective state and an engaged society are rule of law, anti-corruption, executive, legislative and judicial accountability; and efficiency of civil service and budget administration, public information, enhance human security and cultural democracy. Conflicts have destroyed economies and physical infrastructure that were developed for half a century, they have spun social infrastructure and society off their axes, and the political architecture and polity of nations has been dismantled. In short, it has destabilised nations, nationalities and peoples resulting in genocidal human insecurity unparalleled in world history. They have to their culpability, a harvest of millions of refugees. New forms of vulnerabilities arise in the form of uncontrolled epidemics; the child soldier that has taken hostage whole communities of their beloved ones. Conflicts have spawned the percept of failed and fragile states that have not been able to ensure human security and human development -- both fundamentally concerned with the lives of human beings -- longevity, education, and opportunities for participation. Compared with other low income countries, fragile states face longer term underlying reasons for insecurity that include poverty, conflict over scarce resources, vulnerability to external economic shocks, weak institutions and poor governance. Underpinning these weaknesses is the absence of a clear strategy for promoting long-term human security to be more stable and predictable by a correct identification of their wider range of threatsx de Waal, A. In the longer term, it is these structural problems that are most likely to cause major problems. In the long term, security is best guaranteed by democratic, accountable and stable governments presiding over sustainable development. A far-reaching agenda of security sector reform, ensuring civilian control of the military and similar measures, will help to deliver these gains. In this context, the policy framework must be intended to facilitate coherence in the assessment, planning, coordination and monitoring of APRM systems. This is with a view to produce outputs such as methods and indicators identified for home-grown policy analysis for sustainable livelihoods and food security, which disaggregate policy effects on different stakeholder groups such as women, children, elderly, etc. The NEPAD secretariat should open up for input from civil society and disseminate information on the APRM processes to all stakeholders and on time for constructive engagement,. The APR Secretariat should ensure civil society participation in development of guidelines, questionnaires for the APRM and ensure that questionnaires seek to establish the status of civil society in countries reviewed. The APR process at national level should be coordinated by an independent secretariat comprising of all stakeholders - business, parliaments, rights institutions, labour, CSOs. Information, process and criteria for constituting teams at national level should be disseminated to all stakeholders, including civil society. Modalities for alternative or shadow APR reports should be explored in cases where stakeholders may lack consensus on the final report. Washington, D. C: Aspen Institute. Costantinos, Berhutesfa Costantinos. Knowledge Networks: Innovation through Communities of Practice. ISBN X. Its questions are grouped under four broad thematic headings: democracy and political governance, economic governance and management, corporate governance, and socio-economic development Ibidem. This is not because deficiencies represent needles in a haystack, but because an opportunity for improvement may stand out only to someone with special expertise or experience. Therefore showing work to others increases the probability that weaknesses will be identified, and with advice and encouragement, fixed. Moreover, potential sources of conflict with neighbours such as un-demarcated borders, and contested natural resource control riddled with corruption, violent crime via light weapons contribute to this. Potential social unrest associated with economic recession; mass distress migration due to natural and human-made calamities; and diseases of poverty and impact on institutional capacities including security services are some of the outcomes. Where Was Armageddon? L'incendio neroniano in un settore del complesso domus-tabernae: stratigrafie e contesti Giusy Castelli. Vetri, in M. Rizzo, G. Filsafat martin buber sonny maya. Oral speech skills from side by side arman sirunyan. Translational neuroimaging in mild traumatic brain injury Kristen Sobolewski. Current and future distribution of Eucalyptus globulus under changing climate in Ethiopia: implications for forest management Nega Tassie. On the Boltzmann equation for weakly nonlinear wave equations Herbert Spohn.

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