Case stories on capacity development and sustainable results

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16 Capacity: ResultsKENYA – National capacity for policyanalysis and research: the Kenya Institutefor Public Policy Research and AnalysisContextResultsDevelopment and use of KIPPRA-Treasury MacroModel (KTMM) by Ministry of Finance and IMF(e.g. for economic forecasts; public expendituremanagement.)Annual Kenya Economic Report (KER) forparliament on request of Ministry of Planning andNational Development (since 2007).Initiation and/or contribution to major policydocuments like Kenya Vision 2030, EconomicRecovery Strategy.Study that lead to creation of Nairobi MetropolitanStrategy.Establishment of Kenya Private Sector Alliance(KEPSA) as instrument for dialogue withgovernment.Appointment of researchers to key positionslike governor of central bank and permanentsecretary of Ministry of HealthOne of the challenges facing Africangovernments has been weak capacity forpolicy analysis and research. To make upfor the lack of local capacity, governmentsused to rely on expatriate advisers and asmall group of experienced senior civilservants. In order to foster leadership andownership of the development agenda,ACBF promoted the establishment of Africa-ledthink tanks which enabled indigenousexperts take over the policy analysisprocess. During the last 15 years a seriesof policy centres were created in Africa todevelop the required expertise, and theKenya Institute for Public Policy Researchand Analysis (KIPPRA) is internationallyrecognized as a successful example of thisinitiative. KIPPRA is an autonomous publicinstitute formally established in 1997 totake up responsibility for macroeconomicmanagement and medium to long termplanning functions and falls under theoversight of the Ministry of State for Planning,National Development and Vision2030 (MPND).Development resultsKIPPRA played a critical role in the transformationof the policy-making processin Kenya by providing evidence and platformsneeded to promote a broad consensuson key development priorities reflectedin the Kenya vision document. Kenyahas taken the leadership in defining itsdevelopment agenda and the successfulresilience of the Kenyan economy duringthe recent global financial crisis is a testimonialof progress achieved in economicmanagement through participation of allkey development stakeholders. Workingthrough country-led systems can yieldresults as illustrated by the following examples.
kenya17Some major results include theKIPPRA-Treasury Macro Model(KTMM), which supports the Ministryof Finance in preparation ofthe fiscal budget, the Budget OutlookPaper, by running policy simulationsand informing nationaldevelopment plans, and the KenyaEconomic Report (KER) on the performanceof the economy, which isprepared and presented to Parliamenteach year. Other contributionsto key government policy areasinclude the concept paper for Kenya’slong-term development blueprint (KenyaVision 2030), policy dialogue through theestablishment of the Kenya Private SectorAlliance (KEPSA), and the creationof a Nairobi Metropolitan Ministry. Theimportance of KIPPRA can also be seenby the fact that KIPPRA researchers havebeen appointed to key positions such asthe governor of the central bank.Demand for KIPPRA’s policy research iswidespread and increasing across government(from 5 to 13 ministries andagencies) and from national and internationalpolicy working groups (from 12 to30 organisations including internationalinstitutions like the African Peer ReviewMechanism(APRM). KIPPRA has producedapproximately 200 publicationswith a distribution of over 30,000 copiesannually.Enhanced performanceKIPPRA obtained ISO Certification forquality standards and services in 2010and has been recognized as one of thetop Think Tanks in Africa according tothe annual ranking by the Global ThinkTanks Program of the University of Pennsylvania.Some of the factors contributingto KIPPRA’s success include: (i) Legalunderpinning by the KIPPRA Act (2006);(ii) Partnerships with the Ministries ofFinance, Planning, and Trade and Industries,as well as the private sector and universities(all of which are represented onthe governing board) have allowed collaborativeresearch and expanded KIPPRA’sown research capability and contributed tothe use of research results (iii) A researchagenda established through assignmentsby government agencies and other organizations,as well as by its own researchstaff; (iv) Rigorous adherence to scientificstandards and high quality research;(v)Maintaining high quality staff, despitestaff poaching being a regular challenge;(vi) Financial sustainability based on longterm financial commitments from theGovernment of Kenya and other developmentpartners combined with internallygenerated funds.Capacity development investmentsLegal recognition (KIPPRA Act, 2006) to ensurecommitment.Strong linkage with Ministries of Finance andPlanning and other institutions in order to producerelevant research.Scientific independence to maintain credibility.Ability to maintain competent staff despite braindrain tendencies.Long term financial commitment by governmentand development partners.Training of young professionals (approx. 10/year).
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