A study published by the World Bank in 2014 divided sub-Saharan African countries into four groups on the basis of the state of their tourist industries, providing a useful picture of the progress in the continent. Table 6: Level of tourism development in sub-Saharan Africa Stage Pre-emerging (countries that have not yet begun meaningfully to develop their tourist industries) Potential (countries that have started to develop their industries, although great challenges remain) Emerging (countries that have a solid foundation and are now scaling up their tourism sectors, although some challenges remain) Consolidating (countries that have developed reasonably mature industries and are now working on deepening and sustaining them) Countries Central African Republic, Chad, Comoros, Democratic Republic of Congo, Equatorial Guinea, Eritrea, Guinea, Guinea-Bissau, Liberia, Niger, Republic of Congo, Somalia, Sudan, Togo Angola, Benin, Burundi, Cameroon, Côte d‘Ivoire, Ethiopia, Gabon, Lesotho, Madagascar, Mali, Mauritania, Nigeria, São Tomé and Príncipe, Sierra Leone, Swaziland Burkina Faso, The Gambia, Malawi, Mozambique, Rwanda, Senegal, Seychelles, Uganda, Zambia, Zimbabwe Botswana, Cabo Verde, Ghana, Kenya, Mauritius, Namibia, South Africa, Tanzania Source: Christie I, E Fernandes, H Messerli and L Twining-Ward, Tourism in Africa: Harnessing Tourism for Growth and Improved Livelihoods, Africa Development Forum series, Washington, DC: World Bank, p. 68. What – or what more – can the APRM do about: under-development of the services sector Bottleneck 10: A non-responsive civil service The APRM CRRs have identified the key issues in respect of the services sector and much of what remains to be done is often a matter of policy implementation. The following suggestions may be of value. 1. A case can be made for APRM reviews going into more detail as to the factors that impede development of the services sector. It may not be sufficient to point to the lack of skilled personnel in a given industry, but rather to investigate the factors that produce or contribute to this problem. This may relate to the availability and quality of education resources, or the opportunities for entrepreneurs in the services sector; and 2. The APRM can do more in terms of peer learning and pooling of intelligence and capacity in order to develop selected skills for regulatory institutions. This is all the more important in fields like banking, where activities are often conducted across borders and need to be harmonised. This is often complex and technical work, and is unlikely to inspire much public attention. It is nevertheless important. To facilitate such peer learning, the APRM‘s convening power is an asset. Meetings of the APR Forum could be a platform to encourage country-to-country cooperation. Beyond that, the APRM could produce a document examining what has been revealed about the state of various service industries in the countries reviewed. This would hopefully help to inform appropriate policy reform and policy formulation at national level. Such peer learning is intrinsic to the APRM. Concept Described by President Museveni as ―a non-responsive civil service‖, this bottleneck refers to a range of difficulties existing in Africa‘s civil services. An efficient civil service is a critical – perhaps the critical – element of effective governance. The civil service has the enormous responsibility to ensure the day-to-day implementation of laws, regulations and policies in all areas of public life. The civil service is also the primary interface between the state and society at large. Indeed, the success of such ambitious African and global programmes as Agenda 2063 and SDGs in the Continent depend significantly on the capacity of the civil service in each country to develop implementation modalities and execute them within a set timeframe. The importance of a competent civil service becomes even more critical in the context of the so-called developmental state, which repositions itself as a driver of development. Drawing particularly on the experience of the East Asian ‗Tigers‘ (South Korea, Taiwan, Singapore and more recently China), the ‗developmental state‘ model holds that the state should play an active role in the economy, pushing economic plans and encouraging (sometimes compelling) investment. This section is related to Bottlenecks no. 1 (ideological disorientation), no. 3 (weak states and institutions), and no. 7 (under-development of human resources). 51