Page 74 - AERC Strategic Plan 2 July2020

THE AERC 2020–2025 STRATEGIC PLAN

Outcome Pathway 2 – Organizational Capability

Improvement in the AERC’s organizational capability and sustainability is fundamental
to the achievement of the overall goal. In order to deliver high-quality policy-relevant
economic research that can be used to address pressing issues, Africa must produce a
range of highly functional, relevant, and financially sustainable institutions that can
generate policy ideas and influence decision-makers. The AERC has a central role to play
in this respect. If the AERC is strong as an organization, it can directly contribute to the
delivery of high-quality, policy-relevant economic research and support other agencies
to do the same through its various research, training, and collaboration activities.

End-of-Strategy Outcomes

These are the measurable and specific outcomes the AERC seeks to achieve by the end
of 2025. These indicate progress under the ‘organizational domain’. The three end-of-
strategy outcomes pertaining to this domain are:

2.1. Improved organizational performance;

2.2. Diversified financial resource base supporting AERC activities; and
2.3. Increased participation of under-represented countries and groups in economic
policy institutional strengthening.

In the context of this outcome pathway ‘improved organizational performance’
specifically relates to the AERC’s performance in a range of areas, including management
and decision-making; productivity; organizational learning; stakeholder engagement
and communication; and relevance. The AERC is undergoing a period of significant
change in response to a changing environment. The new strategic plan seeks to bring
about change that will ensure organizational sustainability. The development of this ToC
and the associated ME Plan is emblematic of this new, fresh approach that will prioritise
organizational learning. In order to be sustainable, it is imperative that the AERC expands
and diversifies its funding base. This will ensure that it can continue to deliver important
economic policy-related research and training programmes into the future. To do this it
needs to maintain relevance, lead the way in identifying new issues in economic policy,
and also meet the requirements of donors and other stakeholders.

One way the AERC can expand its reach and strengthen its relevance even further is by
partnering with institutions of government, national think tanks, and policy research
institutes in building their capacity to effectively undertake evidence-based economic
research, policy analysis, and formulation that will promote sustainable and higher-level
economic growth and development in SSA. In addition, AERC can increase participation
of under-represented countries and groups in its economic policy-related research and

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