Do think tanks benefit from APRM work? Kenya’s experience

Abstract

This paper gives a view from three members of the research team employed in the Kenyan APRM Process as the Lead technical Agency (LTA) on socio-economic development issues, from the Institute of Development Studies at the University of Nairobi. This paper notes that while the roles of the various players seemed clearly defined initially, they quickly became confused, particularly as the local Secretariat assumed responsibilities that belonged to the LTAs. This led to disagreements, frustration and unnecessary delays. In addition, the fact that the National Governing Council (NGC) - in itself experiencing problems - had to pre-approve all actions by the LTAs compounded the difficulties. Work timetables were thrown into disarray, extra hands had to be hired and additional hours allocated. The final Country Self-Assessment Report had to be produced within a shorter period than planned and under great pressure. The authors conclude that while the work they were required to do was essential and in the national interest - and was, indeed, of value to the Institute too - greater sensitivity was needed to smooth the tricky path that had to be followed when a large number of parties with different interests had to come together to produce a co-ordinated report and plan of action.