CHAPTER FOUR: ECONOMIC GOVERNANCE AND MANAGEMENT __________________________________________________________________________ 404. Implementing predictable economic policies. The CSAR indicates a number of measures and processes put in place to facilitate consultation with the stakeholders in decision making. These measures were followed particularly by the formulation of the second-generation PRSP. The participation and personal commitment of stakeholders were based on the nature of the process and the multidimensional nature of poverty in Benin. 405. With regard to the preparation and monitoring of other economic policies, the CSAR thinks that, since the latter is generally entrusted to renowned and competent international structures, it ensures predictability. Similarly, the audit measures taken by the new government will contribute to rehabilitating management in the public economic and financial sectors. 406. Furthermore, the CSAR feels that, since the economic policies are contained in the government’s programme of action and in the various generations of the GPRS – which are generally backed by the MTEF – this “indeed demonstrates the predictability of economic policies”. 407. Coordinating the efforts of the various departments. The CSAR affirms that, on the horizontal level, the government “instils some synergy among the ministries, while enhancing the framework for participatory dialogue between the public sector and the private sector”. Similarly, the award of government contracts is controlled by the National Public Procurement Board, which defines the rules of procedure. 408. At the vertical level, the administrative organisation of the ministries provides for decentralised structures in departments and regions (in particular), and is under the authority of prefects. The central bodies, such as the CNDLP, are functional at the departmental level through their respective decentralised services. This shows collaboration between the ministries and the departmental authorities in the implementation of economic policies and programmes at the regional level. 409. However, the CSAR stresses the operational difficulties encountered by these mechanisms in ensuring the effective coordination of the implementation of economic policies, mainly because of administrative red tape and nontransparent audit procedures. ii. Conclusions of the CRM 410. On the general plan of sound, predictable and transparent policies. The CRM commends the existence of a vision translated into strategic development orientations that should be ‘operationalised’ under the secondgeneration GPRS. The Alafia Bénin 2025 vision states that Benin wants to construct a “leading nation, a well-governed, united and peaceful country, with a prosperous and competitive economy, cultural influence and social wellbeing”. The government should be congratulated in this regard, all the more since this shows the government’s determination to pursue a dream that the Beninese defined prior to the present government’s assumption of office. It is 150