Evaluation of the Angolan Enterprise Programme (AEP) and the Growing Sustainable Business Initiative (GSB) Projects

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Evaluation Plan:
2009-2013, Angola
Evaluation Type:
Final Project
Planned End Date:
09/2013
Completion Date:
05/2014
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
53,300

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Title Evaluation of the Angolan Enterprise Programme (AEP) and the Growing Sustainable Business Initiative (GSB) Projects
Atlas Project Number: 00031382
Evaluation Plan: 2009-2013, Angola
Evaluation Type: Final Project
Status: Completed
Completion Date: 05/2014
Planned End Date: 09/2013
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.1. National and sub-national systems and institutions enabled to achieve structural transformation of productive capacities that are sustainable and employment - and livelihoods- intensive
Evaluation Budget(US $): 53,300
Source of Funding: Spanish Cooperation
Evaluation Expenditure(US $): 53,500
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Rita Araujo Team Leader r.araujo@ceso.pt
GEF Evaluation: No
Key Stakeholders: UNDP, AECID, Goverment of Angola and NGOs
Countries: ANGOLA
Comments:

Partner funding has come to end. A mandatory final evaluation is required.

Lessons
Findings
Recommendations
1 UNDP should have improved the preparation of projects. The good preparation of the projects requires a situation analysis of the context, including the levels and hierarchy of problems. The Angolan Enterprise Programme- AEP and the Growing Sustainable Business project are initiatives that are being developed by the UNDP in countries with different stages of economies development. In case of AEP for example, most of time was consumed in preparation of structural management arrangements for effective operation of the project. In the analysis of the relevance, developed in section 3.1, the weaknesses of the context are highlighted and these conditional factors should have been answered during the preparation of project.
2 UNDP should have conducted analysis of the capacity of implementing partners, which, in the light of the model developed by AEP, proved to be absolutely crucial to ensure the technical and financial capabilities that would have provided support with the desirable efficiency and quality.
3 UNDP should have considered primary the importance of identifying key partners in government, private sector and CSOs. In the case of GSB, the identification has lasted too longer than anticipated and impacted on operation of the project, thus, conditioning the conclusion of planned activities. To overcome this constraint it recommended to UNDP to build up a roster for key partners and stakeholders, ensure continuous capacity management and implementing and alignment with government priorities and local needs. The strategic management must not be confused with the steering committees which are more extensive and has more political direction of the projects than operational.
4 UNDP should consider putting in place an accountable monitoring system and should have helped in gathering information, data and documenting lessons learned during the implementation period.
1. Recommendation: UNDP should have improved the preparation of projects. The good preparation of the projects requires a situation analysis of the context, including the levels and hierarchy of problems. The Angolan Enterprise Programme- AEP and the Growing Sustainable Business project are initiatives that are being developed by the UNDP in countries with different stages of economies development. In case of AEP for example, most of time was consumed in preparation of structural management arrangements for effective operation of the project. In the analysis of the relevance, developed in section 3.1, the weaknesses of the context are highlighted and these conditional factors should have been answered during the preparation of project.
Management Response: [Added: 2014/07/30]

As recommended, CO Angola has conducted the mapping of the CSR interventions in 2013 and it is now preparing the Country value chain analysis which will assist UNDP in preparing the components of CPAP and long term engagement with the private sector in areas of relevance to ensure alignment with government priorities development goals and sustainability of results

Key Actions:

Key Action Responsible DueDate Status Comments Documents
CRS mapping
[Added: 2014/07/30]
Poverty 2014/04 Completed
Country analysis of potential value chain support
[Added: 2014/07/30] [Last Updated: 2018/03/23]
Poverty 2014/09 Completed In-progress History
2. Recommendation: UNDP should have conducted analysis of the capacity of implementing partners, which, in the light of the model developed by AEP, proved to be absolutely crucial to ensure the technical and financial capabilities that would have provided support with the desirable efficiency and quality.
Management Response: [Added: 2014/07/30]

As recommended, the new UNPAF and CPD(2015-2019) will give special focus on capacity development via knowledge networking, South-South and Triangular Cooperation and strengthening local institutions and partners responsible for monitoring and implementation of the National Development Plan 2013-2017 and for SME policy developments, coordination and financing.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Support to INAPEM for establishment of National Academy for Entrepreneurs
[Added: 2014/07/30]
Poverty 2014/03 Completed
3. Recommendation: UNDP should have considered primary the importance of identifying key partners in government, private sector and CSOs. In the case of GSB, the identification has lasted too longer than anticipated and impacted on operation of the project, thus, conditioning the conclusion of planned activities. To overcome this constraint it recommended to UNDP to build up a roster for key partners and stakeholders, ensure continuous capacity management and implementing and alignment with government priorities and local needs. The strategic management must not be confused with the steering committees which are more extensive and has more political direction of the projects than operational.
Management Response: [Added: 2014/07/30]

As recommended, CO Angola is playing a key role in supporting the establishment of the CRS network as platform for public and private sectors and civil society engagement by hosting monthly meetings and providing inputs into the drafting of the statues for the network.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Establishment of CSR Network
[Added: 2014/07/30] [Last Updated: 2018/03/23]
Poverty 2014/12 Completed Final draft of CSR statues being discussed by network History
4. Recommendation: UNDP should consider putting in place an accountable monitoring system and should have helped in gathering information, data and documenting lessons learned during the implementation period.
Management Response: [Added: 2014/07/30]

As recommended, the new CPD (2015-2019) will give special focus on Monitoring and Evaluation. The Office will strengthen in-house capacity for data collection, analysis and utilization to track the contribution of the programme to transformative change. At least 5 per cent of programme resources will be earmarked to cover the costs of monitoring, evaluation and relevant studies. Special support will be given to the National Institute for implementation of the national strategy for statistics development.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Establishment of the joint National Statistics Institute and UN M&E Group
[Added: 2014/07/30]
Poverty 2014/03 Completed
Strengthen Office M&E Capacity
[Added: 2014/07/30] [Last Updated: 2018/03/23]
CO 2014/10 Completed Recruitment on-going History

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