XI. Strategic risks, impact and management Strategies are hypotheses based on a number of assumptions. Every single element of a strategy can be influenced, to some extent, by uncertainty. Strategic risks take a variety of forms. As discussed earlier, some are externally focused and others internally based, and some a combination of the two. These occurrences are usually unexpected and become a major distraction, preventing or slowing the achievement of the planned strategies. Accordingly, uncertainties must be reduced by identifying potential strategic risks and increasing organizational knowledge of these risks. One should also use monitoring and evaluation to assess performance and create strategic alignment (see table 7). Table 7 Key strategic risks, impact and management Strategic risk Impact of risk on outcome Risk management Lack or inadequate political support from high-ranking political leaders Might paralyze the entire effort aiming to achieve both the mission and vision of the strategy Inadequate budget to fund strategic objectives, and sustainably support the civil registration and vital statistics system Targets in the implementation of the civil registration and vital statistics improvement process delayed or not met as scheduled Lack of coordination between development partners with different mandates May result in duplication of efforts due to competing priorities and therefore negatively affect the outcomes Inadequate or poor quality of information sourced from vital events registers May undermine the opportunity for timely evidence-based development and transformation at all levels If no quality statistics are coming, or nothing produced from the civil registration system, it may demoralize partners and they might pull out from supporting the system The African Ministers responsible for Civil Registration should take care of this by making sure all national stakeholders understand and support this strategy in member States Demonstrate prudent spending and effective reprioritization of activities Senior management of ECA, the African Union Commission and African Development Bank engage the development partners to stabilize the financial environment Expand the membership of the civil registration and vital statistics Africa Core Group to enhance coordination of activities at the regional and country levels, formalize and strengthen the framework for coordination The Africa Programme intensifies timely support to countries Adequate budget assigned to national statistics offices to cope with the constant flow of vital events information Development partners support the evidence-based decision-making process in the countries XII. Africa Programme and other continental programmes and initiatives A strengthened Africa Programme secretariat should play a central role in coordinating its activities with other institutions that would support and accelerate the achievement of the vision of “Everyone visible in Africa” and the principle of leaving no one behind. 26