(a) the capacity to design, implement, monitor, and evaluate economic and social policies; (b) the capacity to determine the investment priorities and make sure that the investments actually get delivered; (c) being able to manage conflict within national boundaries and outside; (d) managing uncertainty and having the leadership that manages to put in place mechanisms to manage those uncertainties; (e) bringing together sectoral, geographical and generational boundaries for decision making that will influence future development; and finally, (f) the capability to deliver basic services.” Regarding the above, she said Africa
had achieved a mixed performance, with some countries doing better than others. However, one area that needed immediate attention was managing uncertainties such as climate change and governance. The conversation about managing uncertainty in Africa continued in the Tunisian capital, Tunis, in March 2010 where another HLF was held under the theme, “Building Capacity in Post Conflict Countries”. This HLF examined the capacity development needs for restoring critical functions of fragile states. It concluded that investment in
restoring state capacity was a venture in building long-term stability and peace, which were both prerequisites for sustainable development and poverty reduction. Two other important underpinning forces included leadership and coordination in capacity development efforts by both local and international actors. This ensures the recovery of both human and institutional capacity in a given country. The Tunis discussions led to another
HLF in Paris, France, in September 2010, with the theme “Repositioning Africa for the 21st Century: Progress, Prospects and Challenges”. The Paris HLF discussed issues about
rethinking regional integration in Africa; the steps vital for policy making and strategy development; and why regional integration in Africa remains one of the continent’s best chances of dealing with the current and emerging development challenges. In order to meet the challenges and reposition Africa, there is a need for a major paradigm shift. These HLFs have allowed the ACBF to craft new knowledge products that
Some of the presidents, prime ministers and dignitaries who attended the ACBF’s 20th anniversary celebration in Kigali. Right: Cutting the anniversary cake
seek to foster not only deeper dialogue but also examine the impact of capacity development interventions in Africa. Essentially, the conclusions of the four
HLFs held to date (Accra, Tunis, Paris, and Kigali) have led to: (1) The development of a new strategic plan with a sharpened vision for capacity development. (2) The launch of the first Africa
Capacity Indicators Report – Capacity Development in Fragile States, an ACBF publication that seeks to consolidate the Foundation’s knowledge on capacity development over the past 20 years. (3) The approach in dealing with
capacity development in post-conflict countries, which emphasises the need to adapt past solutions to present needs. The HLFs have also set a reality on the
ground by: • Setting the stage for resource mobilisation for the next 20 years and beyond.
• Mobilising the attention of the African leadership and development partners on the importance of adopting innovative solutions to the challenges of capacity facing the continent.
• Interrogating the short, medium and
long-term capacity development strategies and supporting processes.
• Examining how capacity development efforts and interventions can be better devised to meet unique needs.
With Africa discovering more natural resources such as oil and platinum, there is a sense of urgency to leverage the continent’s own capacities and capabilities to manage these resources. The ACBF’s new strategy, called the
Strategic Medium Term Plan (SMTP, 2012-16), seeks to address the key challenges the continent will face in the coming years. It will refine and refocus the operations of the Foundation and reposition it as a leader, major partner, and centre of excellence for capacity development in Africa. It will also address the capacity
development requirements of the continent, taking into account 20 years of lessons learnt by the Foundation. How countries utilise the capabilities of civil society, business associations, policy units, key public institutions and universities will make a difference between high achievement and run-of- the-mill outcomes in the coming years; particularly in the area of accountability
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