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African Capacity Report 2019-En Specialized Agency of the African Union This Report is a product of the African Capacity Building Foundation (ACBF). The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the ACBF Executive Board or Board of Governors. This report was produced and published with financial support from the World Bank, the United Nations Development Programme (UNDP), the African Development Bank (AfDB), and the African member states. ACBF does not guarantee the precision of the data included in this work. The boundaries, colors, and other information shown on any map in this work do not imply any judgment on the part of the Foundation concerning the legal status of any territory or the endorsement or acceptance of such boundaries. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying recording or otherwise, without prior written permission. © 2019 The African Capacity Building Foundation 2, Fairbairn Drive, Mt Pleasant, Harare, Zimbabwe Produced by the Knowledge & Learning Department The African Capacity Building Foundation First printing February 2019 All rights reserved For additional information on project and program operations and other activities of the African Capacity Building Foundation, please visit our website at the following address: http://www.acbf-pact.org Printed in Zimbabwe ISBN: 978-1-77937-103-4 EAN: 9781779371034 Foreword Despite strong headway, Africa’s economic Goals are approaching rapidly. We are also transformation is far from finished. Across on the cusp of putting the historic African the continent, there is a clear consensus Continental Free Trade Area into opera- that we have to change how we do busi- tion. Realizing these initiatives requires sus- ness. As this year’s Africa Capacity Report tained, transformative leadership. reminds us, the pace of progress will be The Report calls for increased invest- set by the effectiveness of our leadership in ment in leadership capacity development at both the public and private sectors. all levels, especially in government service. This valuable Report provides a snap- These findings merit careful attention by all shot of leadership capacity in Africa based of us, followed by appropriate action. This on independent survey data. Most impor- is an undertaking that the African Capacity tantly, it offers concrete recommendations Building Foundation, as the African Union’s for improving performance, combining specialized agency on capacity develop- both technical elements and the mindset ment, is uniquely well placed to spearhead changes that are necessary for success. and support, together with all African gov- The African Capacity Building Foundation ernments and development partners. is to be commended for the excellent work. This Report is especially timely in the context of the institutional and financial re- form of the African Union, where we are working to make our continental body more agile and responsive to Africa’s develop- H.E. Paul Kagame ment goals. Crucial milestones of Agenda President of the Republic of Rwanda and 2063 and the Sustainable Development Chairperson of the African Union iii Preface The 2019 Africa Capacity Report (ACR program, and cultivate the necessary polit- 2019) is the seventh in the series and like ical coalition to ensure sustainability. those preceding it, measures the capacity ACR 2019 addresses the capacity di- of African countries to pursue their develop- mensions of transformative leadership. It ment agenda, focusing on key determinants looks at the major elements of transforma- of capacity for development. tive leadership in Africa, highlights the lead- The theme for 2019 is “Fostering Trans- ership capacity gaps related to achieving formative Leadership for Africa’s Develop- sustainable development on the continent, ment.” Leadership is critical to the con- and identifies strategies for addressing tinent’s Agenda 2063, a home-grown them. strategic framework for socioeconomic Essentially, the Report and its key index transformation by 2063, and to the inter- — the Africa Capacity Index (ACI) — offer nationally agreed Sustainable Development much needed inputs to inform decisions Goals (SDGs). about what should be done differently and The ACR 2019 defines transformative what kinds of resources are required to leadership as leadership that brings about strengthen transformative leadership ca- positive radical changes. In a development pacity to achieve inclusive and sustainable context, it is leadership that engenders development in Africa. widespread, demonstrable improvements Notably, some progress has been made in peoples’ lives as evidenced by rising in- toward transformative leadership in Africa. comes, longer life expectancies, compre- And there is some evidence that long-term hensive social safety networks, and univer- socioeconomic performance can be attrib- sal access to basic services. uted to transformative leadership, as is il- In this regard, transformative leadership lustrated by Rwanda, even though it is diffi- requires developing and persuasively com- cult to directly establish a causal connection municating an agenda for long-term suc- from transformative leadership to socio- cess, fostering supportive institutions, and economic development. Further, the frame- creating short-term opportunities as an ad- work for transformative leadership is being ditional incentive. Moreover, transformative improved in a number of countries through leadership must inspire and mobilize the constitutional changes aimed at institution- population, deploy the best technical ca- alizing the values and ethics of transform- pabilities to implement the transformation ative leadership — in Ghana and Kenya, for v AFRICA CAPACITY REPORT 2019 example, on human rights, transparency, targeting institutional building and leader- accountability, and codes of conduct for ship development in government, private P public officials. And most countries have es- sector, civil society, and traditional leader- reface tablished institutions to train transformative ship systems. leaders. Institution building is key to development Achieving transformative leadership is and to building transformative leaders. Both a Herculean task, requiring substantial re- individual leaders who can drive change and sources (funding and people) and the com- strong institutions that endure beyond indi- mitment of political, bureaucratic, busi- vidual leaders’ tenure in office are essential. ness, religious, traditional, and civil society Capacity building efforts should thus target leaders. It requires support from the citi- the top political leaderships, including the zenry, and that requires public education top management in the public and private to raise awareness of its importance. De- sectors. spite the crucial role of transformative lead- Governments must invest massively in ership, limited resources have been dedi- building competencies in their public ser- cated to building it. Capacity development vices. Capabilities, systems, and processes initiatives for transformative leadership have must be strengthened in economic plan- been sporadic, uncoordinated, and unsus- ning and finance units and entities respon- tained. This makes a strong case for a co- sible for social, health, and education strate- ordinated leadership capacity development gies. Equally important is strengthening the programme as a priority to cover all sectors capacity of accountability and compliance at all levels — a task that the African Capacity entities, such as ombudspersons and anti- Building Foundation (ACBF), as specialized corruption and audit units. agency of the African Union on capacity de- The private sector is a powerful engine velopment, is ready to spearhead. of growth, but it needs more support from The African Capacity Building Founda- African governments to overcome the chal- tion (ACBF) has already placed capacity lenges that block the emergence of trans- building for transformative leadership at the formative business leadership. The princi- centre of its operations. In its Strategy 2017– ples of good corporate governance should 21, the Foundation identified “institutional be followed in a manner that does not dis- weaknesses and inadequate leadership” advantage any class of corporate actor or as the key challenges impeding achieve- create trade barriers. The standards of cor- ment of the AU Agenda 2063 and the SDGs. porate governance must be seen as African The strategy also identified the need for standards that are developed, formulated, “change and transformative capacity,” with and ratified by Africans for the well-being of transformative leadership as a major aspect Africa. vi AFRICA CAPACITY REPORT 2019 Traditional leaders, civil society, and priorities and dire economic conditions in the media should be encouraged to play a many African countries, having a sustained larger role in building leadership capacity budget for leadership capacity develop- P reface on the continent by setting up platforms of ment will advance Africa’s development in peer learning that periodically bring together the long run. Along with support of develop- opinion makers in key sectors, leading ex- ment partners, budgeting for this purpose is perts and practitioners, and young people a strategic decision to enhance prospects with demonstrable leadership potential to for Africa’s inclusive and sustainable devel-
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