Assessment of Development Results: Equatorial Guinea

Report Cover Image
Evaluation Plan:
2014-2017, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
06/2017
Completion Date:
12/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
79,000

Share

Document Type Language Size Status Downloads
Download document Annexes-ADR Equatorial Guinea.pdf related-document English 772.41 KB Posted 1396
Download document ADR_EquatorialGuinea_SPl.pdf report Spanish 1009.89 KB Posted 1263
Download document ADR_EquatorialGuinea_EN.pdf report English 896.30 KB Posted 1408
Download document 2016-equatorial_guinea_final_brief.pdf summary English 85.05 KB Posted 1051
Title Assessment of Development Results: Equatorial Guinea
Atlas Project Number:
Evaluation Plan: 2014-2017, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2016
Planned End Date: 06/2017
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
  • 2. Output 2.1. Parliaments, constitution making bodies and electoral institutions enabled to perform core functions for improved accountability, participation and representation, including for peaceful transitions
  • 3. Output 2.2. Institutions and systems enabled to address awareness, prevention and enforcement of anti-corruption measures across sectors and stakeholders
  • 4. Output 3.2. Functions, financing and capacity of sub-national level institutions enabled to deliver improved basic services and respond to priorities voiced by the public
Evaluation Budget(US $): 79,000
Source of Funding:
Evaluation Expenditure(US $): 76,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders:
Countries: EQUATORIAL GUINEA
Lessons
Findings
1.

Chapter 2 UNDP’S CONTRIBUTION TO DEVELOPMENT RESULTS - EFFECTIVENESS

2.1DEMOCRATIC GOVERNANCE

Outcome 22: a) The public institutions strengthen their capacity to promote and protect human rights and gender equality;

                      b) The public administration has developed its capacities as regards planning, implementation, monitoring and assessment of development policies.

2.1.1 OVERVIEW

The situation of governance takes centre stage in all diagnoses of Equatorial Guinea’s main social challenges. Overall, governance in the country has tended to regress, according to the Mo Ibrahim Index of African Governance (IIAG), due to a continuous decrease in its scores for components evaluated for the classification; more specifically, security and rule of law, participation and human rights. One exception is human development, which shows a positive trend, boosted from 2006 onwards by the rise in the ‘income’ variable.


Tag: Human rights Rule of law Security

2.

Although some advances have been recorded recently in matters such as gender inclusion, human rights and a peaceful electoral process in the last presidential elections, respect for human rights has been questioned. Furthermore, there is a lack of representative diversity in the three organs of the State and the participation of CSOs as a whole is weak. In reality, there are few CSOs and NGOs and these have little influence and face difficulties in funding and media access.

Recognizing such challenges, efforts were included, both in the priorities of the 2008-2012 programme and the current programme (2013-2017), to foster improvements in democratic governance. As part of this effort, UNDP helped the country to carry out the 2015 General Population and Housing Census, launched together with the Agricultural Census and a survey about work. Within the current programme cycle, UNDP is also supporting the Government in matters of human rights, creation of a national policy for young people, a national social protection plan and youth employment strategies, within the context of supporting diversification of the economy and bolstering resilience.


Tag: Effectiveness Gender Equality Election Human rights Social Protection Civil Societies and NGOs Youth

3.

The national strategy in the area of governance is taken up in the NSEDP adopted in 2007 during the “Equatorial Guinea Horizon 2020” national congress. Using this strategy, among other things, the Government agrees to reform and modernize the public administration and the juridical and judicial framework, improve the business climate, tackle corruption and speed up good governance. UNDP has supported the Government in harmonizing the national legislation with the international instruments it has ratified and has promoted agreements not yet ratified for prompt action UNDP’s strategies to support the NSEDP in fostering good governance have focused on developing skills (training courses, workshops or seminars for civil servants and public institutions), with the aim of providing more and better services to the citizens. In the 2008-2012 Country Programme, the promotion of good governance was an important component, covering public investment and international trade, anti-corruption measures, access to decision-making, and human rights and the environment. On the other hand, at the beginning of the last programme cycle, the country office rejected tasks aimed at tackling corruption and at promoting international trade, due to the lack of a framework for concerted action with the national authorities. The 2013-2017 Country Pro-gramme presents a more consolidated vision of the area of governance, focusing on promoting human rights, gender equality, and strengthening the public administration and civil aviation.


Tag: Effectiveness Anti-corruption Human rights Justice system Public administration reform Trade and Development

4.

UNDP dedicates nearly half of the current programme’s regular resources to activities in support of governance, giving priority to: 1) training civil servants with a view to administrative reform and local development; 2) promoting an improvement in public management policies in collaboration with the Ministry of Planning; 3) supporting the national institutions entrusted with promoting and protecting human rights; 4) assisting the recently created Court of Audit in carrying out its functions; and 5) supporting the Government in reviewing and reformulating the National Plan to Combat Human Trafficking, in order to bring it into line with international demands. Through these actions, UNDP is helping to strengthen the administration’s capacity to provide quality services to the people, encourage communication and information exchange, and reduce the processing time for services.


Tag: Effectiveness Human rights Local Governance Capacity Building Institutional Strengthening National Institutions

5.

It is worth noting that the technical and financial support given by UNDP is possible largely because the Government allocates significant resources to fund the programmes and projects in the area of governance. During the 2013-2017 period, the Government contributed $7,018,720 of a total of $11,141,813; in other words, 63 percent of interventions. Nevertheless, the application of the recommendations and the use of the outputs resulting from the actions is not always delivering on the planned results and, in general terms, do not do so effectively.


Tag: Effectiveness Human and Financial resources

6.

2.1.2 EFFICIENCY OF UNDP’S CONTRIBUTION

The effectiveness of UNDP’s contribution in Equatorial Guinea is on average low in the area of governance. The projects implemented up to the ADR deadline (August 2016, therefore leaving time to complete the CPD) are not achieving the main aims established in relation to the activities and to the outputs created in the area of promoting human rights, combating corruption and promoting transparency. Also noteworthy is that, although the staff in public bodies have improved their knowledge towards promoting and protecting human rights and gender equality (via training courses, seminars and workshops), Equatoguinean institutions are not in a condition to fully exercise their functions. Thus, they cannot influence the implementation of changes geared towards transforming people’s living conditions.


Tag: Efficiency Anti-corruption Human rights Knowledge management

7.

The established civil society institutions – which, as has been mentioned, are weak or almost non-existent – do not have the legal framework to demand the Government’s compliance with the recommendations in 2009 in the context of the first Universal Periodic Review the country underwent voluntarily or the ratification of international conventions (United Nations and the African Union) against corruption. Nor can they demand the monitoring of other international commitments (UPR) to be reported upon.


Tag: Efficiency UNDP management UNDP Regional Bureaux Policy Advisory

8.

The 2013-2017 UNDAF lists in detail the activities the UNS and the Government hope to carry out as well as the objectives they intend to reach in terms of governance. To this end, three direct sub outcomes have been established, which in turn have been included by UNDP in its planning:

  • The public institutions have strengthened their capacity to promote and protect human rights and gender equality.
  • The country has a national statistics system that provides periodic, reliable data to draw up and monitor public policies.
  • Skills of the public administration have been strengthened towards planning, implementation, monitoring and assessment of development policies.

In terms of outputs, the following advances were found as regards the outcome in the area of democratic governance in the current programme cycle.


Tag: Efficiency Institutional Strengthening Policy Advisory

9.

Outcome 22.a: The public institutions’ capacities to promote and protect human rights and gender equality are strengthened.

  • In its efforts to support the Government in the area of strengthening public institutions to promote and protect human rights and gender equality, UNDP has helped the Centre for the Promotion of Human Rights and Democracy to disseminate, promote, teach, foster, prepare and publish handbooks to drive a culture of human rights in the country. These activities have been carried out through seminars, workshops and training courses for civil servants (including military staff ), civil society, the legalized political parties in the country and others interested in matters of human rights and democracy.

Tag: Efficiency Gender Equality Public administration reform Communication Awareness raising Capacity Building

10.

b) Outcome 22.b: The public administration’s capacities in planning, implementation, monitoring and assessment of development policies are developed

  • In order to achieve this aim, UNDP has assisted the Ministry of the Interior and local corporations in implementing the National Local Development Programme (NLDP), retained in the 2008-2012 CPAP as necessary for giving skills to the above-mentioned corporations. The assistance involved establishing the institutional, technical, methodological and financial conditions necessary to implement the NLDP, through restructuring, planning, preliminary implementation of activities and skills training for programme staff.

Tag: Efficiency Gender Equality Human rights Public administration reform Capacity Building Policy Advisory Technical Support National Institutions

11.

2.2 POVERTY REDUCTION AND SUSTAINABILITY

2.2.1 OVERVIEW

The high rate of economic growth – boosted by Equatorial Guinea’s oil sector, which has made it the third-largest crude oil producer in Sub-Saharan Africa, with a real GDP that has multiplied 40-fold since 1995 – has quickly transformed the country. However, since the recent world financial crisis, economic growth has slowed down. For 2016, it was estimated that GDP would increase by approximately 1.9 percent or at an even lower rate.23 It is noteworthy that the country has attracted foreign direct investment (FDI) in recent years, which reached $2.7 billion in 2010.24 More-over, public investment has been strong in sectors such as infrastructure.


Tag: Effectiveness Gender Equality HIV / AIDS Education

12.

In the context of the 2008-2012 programme, UNDP described its work in this area in terms of “poverty reduction” (drawing up a strategy and support for the institutions), and “improving basic social services” (particularly education and healthcare), whereas in the current Coun-try Programme (2013-2017), the activities are addressed in broader terms of “economic welfare”, the main objective being to support the State of Equatorial Guinea in formulating public policies and strategies to reduce inequalities, the lack of opportunities and poverty. To do so, UNDP has oriented its programme towards supporting the public administration, helping strengthen national capacities in terms of human resources through technical skills training and improving access to information technologies. Work is also aimed at improving the profitability of rural production activities and at bolstering local development.


Tag: Effectiveness Human and Financial resources Jobs and Livelihoods Technology

13.

Since 2011, UNDP has supported the country in establishing and launching the national agency entrusted with implementing the Horizon 2020 Strategic Plan. This has helped make the National Statistics Institute an autonomous entity capable of independently delivering solid national data. UNDP has played an important role in reorienting the path of the country’s development, completing the building of infrastructure with a focus on industrialization and production skills more conducive to the creation of jobs and generation of income. This facet of economic development is well-positioned in the Horizon 2020 plan. In 2011, the country organized its first National Industrialization Conference.


Tag: Infrastructure Trade and Development

14.

In education, UNDP has been working to strengthen national skills involving dissemination of information and communications technology (ICT), supporting the centres dedicated to promoting the teaching of science, technology and mathematics and the renovation of the national education system. These types of intervention are reasonably strategic and contribute to one of the country’s main challenges and needs. Moreover, with these activities UNDP, in collaboration with UNESCO, carries out pilot concepts that other partners may help take to a bigger scale, as already happens with the ICT centres, whose experience China is helping to reproduce in other areas of the country.


Tag: Effectiveness Innovation Education Technology

15.

2.2.2 EFFICIENCY OF UNDP’S CONTRIBUTION

The programme shows solid results in launching the consolidated frameworks for managing the economy and monitoring social and economic policies, and more moderate ones in bolstering access to education and health services. In the specific field of supplying preventative pharmaceutical products and the fight against HIV, a weak capacity for monitoring means that the UNDP office is incapable of controlling the way these supplies are received on the ground and the quality with which they reach those who need them. As for the local development strategy, this lacks real effectiveness since the municipalities’ capacities are reinforced in vain because they are governed by a legal framework that does not grant them the corresponding authority or the necessary room to make the skills acquired count. Specifically, in the work areas given priority by UNDP within this area, the following is observed:


Tag: Health Sector HIV / AIDS Policies & Procedures Education

16.

Outcome 21.a. Improvement in access to social services thanks to social protection policies and programmes. In the present cycle, in terms of the country’s strategic capacities, the programme’s implementation and performance refers to preparation, attainment and exploitation of data from the Population and Housing Census. Among other things, the census package includes two basic topic-related interviews about the job market and the agricultural sector, always with backing from UNDP. The completion of these surveys during the census process in 2013 brings an important added value to a country known for its lack of up-to-date, reliable data. With the data from the census and the surveys, the development policies and strategies of the Government and its partners may be better oriented and therefore potentially more efficient and effective. With statistical reference points, new interventions to promote development may be evaluated better and their real impact may be determined.


Tag: Effectiveness Efficiency

17.

Better-structured assistance for the technical services of the ministry responsible for economic planning enables progress reports to be obtained about the country’s efforts in achieving, previ-ously, the MDGs and, currently, the SDGs. In this context, in 2014, UNDP put an expert at the national counterpart’s disposal who helped draw up a roadmap to define a poverty profile, the use of which will enable public policies to be better oriented towards the most underprivileged.


Tag: Efficiency MDGs SDG Integration

18.

Another basic social service whose access is promoted by UNDP is healthcare, specifically regarding prevention protocols and assistance in terms of HIV. In the context of this intervention, UNDP ensures that these products are acquired and delivered to the Ministry of Health for distribution. UNDP is qualified to make this contribution thanks to its knowledge of international procurement platforms and it contributes to improved accountability through compliance with procurement transparency standards. However, it is noteworthy that the project does not have a strategy for developing skills focusing on empowering the national counterpart to make these purchases itself. The training given by UNDP aside from this activity is insufficient to ensure appropriation by the national players, restricting itself to guiding the technicians from the national pharmaceutical management on procedures for handling medicines. There is little training aimed at techniques for managing the supplies. Another difficulty raised by UNDP’s interventions in the management of antiretroviral drug purchases is that the programme is not capable of monitoring or verifying what happens with the products bought, with no follow-up as to what is done with them and who benefits.


Tag: Challenges Efficiency Health Sector HIV / AIDS

19.

2.2 POVERTY REDUCTION AND SUSTAINABILITY

Finally, the development of management skills on a decentralized level must involve the local development programme. This programme has carried out various training courses in matters of municipal management. Office equipment have also been provided to some of the more under-privileged municipal entities. However, in terms of effectiveness, these local authorities’ situation has not improved much. In truth, they do not benefit from a true transfer of competencies that would enable them act to help their populations. As a result, the project does not take advantage of the investment as it does not get to the root of the issue: a change in the institutional environment of municipalities. A third phase of the project could be structured around the matter of reforms, a precondition for effectiveness.


Tag: Effectiveness Efficiency Local Governance Capacity Building

20.

Outcome 21.c. Strengthening the country’s human capital. The development of human capital through access to education and health services is maintained in the two programme cycles. In the field of education, UNDP’s intervention, in collaboration with UNESCO and the Government, focused on the availability of quality education through projects to promote development of teaching in the field of science, technology and mathematics. In this context, this facet of the educational system has seen a good response above all thanks to:

  1. Study and training plans available in sciences, technology and mathematics.
  2. Skills training for teacher trainers.
  3. Training given to science, technology and mathematics teachers.
  4. Apparatus available for laboratories.

Tag: Efficiency Education Jobs and Livelihoods Technology

21.

The intervention carried out between 2008 and 2010 to foster scientific and technological education should lead to the creation of a Faculty of Science, Mathematics and Physics-Chemistry, which has not yet been established. The phase in progress for the Science, Technology and Mathematics Project is suffering from significant inertia. Although the training plan has just been published, the modules themselves and the designation of beneficiaries to be trained are still pending, in anticipation of the Ministry of Education and Science adopting a coordination plan between the project and the National Education Plan. The difficulties in getting tangible results in these areas may be due to the limited investment from UNDP in terms of resources and specialized skills in these areas. It is worth noting that UNDP does not have the same comparative advantages as other United Nations agencies specializing in these sectors.


Tag: Efficiency Education

22.

Outcome 21.d. Improvement in the health levels of the population, especially women, children and young people. Although previously the programme was dedicated solely to bolstering capacities, since 2011 it has also supported the country in supplying products in the fight against HIV/AIDS and assisting infected people. UNDP also continually encourages an ever-greater commitment from the Government to address this public health problem. In the context of its social protection policy, the Government has decided to give free access to the means to prevent the disease, to detection tests and to treatment. Beyond this encouragement, UNDP is above all tasked with supplying the country with preventive products, diagnostic tests and antiretroviral drugs (ARV ). The programme has contributed to better management of the pandemic in the country through the following achievements:


Tag: Challenges Efficiency Health Sector HIV / AIDS Awareness raising Vulnerable Women and gilrs

23.

2.2.2 EFFICIENCY OF UNDP’S CONTRIBUTION

Outcome 21 (b). Effectiveness in access to economic opportunities, especially for poor people, rural and urban periphery zones, young people and women. On a more strategic and therefore less operational (though no less important) level, assistance in creating and launching an agency to implement the 2020 Strategic Plan helps the aim of improving the country’s economic and social well-being. This institutional result falls within an overall reorientation of public policies favoured by promotion of UNDP. Above and beyond infrastructure, this is about opening up better development strategies to employment and income-generation policies. The industrial strategies debated during the summit on this matter (November 2011) fall within this context.


Tag: Effectiveness Rural Urban Infrastructure

24.

UNDP is working in this direction while continuing to call for a diversification of the Equatorial Guinean economy. In 2014, it implemented an initiative on youth employment to foster their inclusion in a new economy. The ICT project for Equatorial Guinea is providing this initiative with continuity and giving it operational content. Of the seven ICT training centres for youths the project plans to create, two are already open: one in Malabo and the other in Bata. These training centres are showing appreciable results amid great demand, as shown by a waiting list of nearly a thousand young people who cannot enter due to lack of capacity. Sixty-five per cent of the total beneficiaries were women. In 2015, over a thousand youths were trained in the two centres. Furthermore, the heads benefited from a study trip to Rwanda to obtain the tools to guide the activity in the centres towards job incubation and accompanying young people in the job market.


Tag: Effectiveness Jobs and Livelihoods Capacity Building Women and gilrs Youth

25.

2.3 ENVIRONMENT AND ENERGY

Expected results of the 2013-2017 CPD – Outcome 23:The country has a strengthened legislative and institutional framework that guarantees sustainable environmental management, adaptation to climate change and mitigation of its effects

2.3.1 OVERVIEW

The country is facing significant challenges as regards the risks associated with climate change, forest cover (which has shrunk over the last 15 years) and intensive hunting (which has endangered several of the country’s species of primate, threatening them with extinction29).


Tag: Climate Change Adaptation Biodiversity Environment Policy

26.

The programme, especially in terms of the actions registered in PIMS projects and the GEF’s project portfolio, is halfway towards reaching the expected objectives. However, the activities began in 2015 with a delay that may be estimated at several years. This is due, among other causes, to institutional blockage at a ministerial level. Although several launch meetings were held, between 2010 and 2014 no real activities were carried out, seriously affecting the efficiency and effectiveness of the environmental projects and leaving UNDP in an institutional limbo for a long time, which has contributed to its failure to start these projects.


Tag: Effectiveness Efficiency

27.

The training activities take up most of the work done by UNDP, imparting skills to ministerial actors and NGOs, and supporting decision-making practices, as it has been shown when following the recommendations arising from the work documents and publications produced. Another success has been the recent unification by the Government of the ministries responsible for managing the environment and protected areas in the Ministry for Forests and the Environment, launching the National Institute for the Environment and releasing funds to enable the project’s activities to be replicated in SNAP.


Tag: Environment Policy Effectiveness Capacity Building

28.

2.3.2 EFFICIENCY OF UNDP’S CONTRIBUTION

Three types of specific results can be mentioned, although in most cases they are efforts, activities or outputs that the projects set out to undertake, not true results. These results have virtually no direct impact in terms of outcome and, if there were achievements, these were mainly attained at the pilot-project level, with hardly any evidence of having been replicated and with low sustainability and appropriation either in communities or in national processes. In achieving results and as regards the low sustainability of this subject matter, one should consider the long delays in the commencement of the activities. Moreover, the projects do not usually have a technology-transfer element and the participating communities usually only have the status of simple employees.


Tag: Sustainability

29.

As for the improvement in the institutional and individual capacities in handling the protected areas, the conservation of biodiversity and the fight against poverty, the civil servants’ technical capacities have been bolstered, the plans for managing nature reserves and parks have been reviewed, and a new management plan for the Lubá Crater Scientific Reserve has been drawn up. 2015 saw the launch of income-generating activities conducive to conserving biodiversity (alternatives to hunting activities or agriculture using fire) in Bioko, training guides and eco-war-dens. Training to improve beekeeping also began, with people equipped with the necessary materials to suitably handle and sell beekeeping products, among other interventions. Nevertheless, it was clear that the training was almost an end in itself, due to the total lack of appropriation and institutional sustainability with which it was carried out. The income-generating activities are based on alternatives that, without the resources, laws and institutions to back them up, have virtually no likelihood of continuing when the projects end. There are also very few beneficiaries and replication is almost non-existent. In the continental region in 2015, skills training was carried out in protected areas, with materials to raise awareness created and advertisements broadcast on public television; a documentary was produced and there was participation in the International Union for Conservation of Nature (IUCN) World Congress. Furthermore, a Corporate Image Handbook was created for the SNAP and a Biodiversity Week was held, among other activities. All these were valuable and valid activities but there does not appear to be an institutional context in the country with appropriation, interest and suitable funding.


Tag: Biodiversity Protected Areas Efficiency Capacity Building

30.

Regarding sustainable, extensive management of protected areas for the SNAP, a handbook was prepared for the calculation of carbon reserves and its commercialization in the protected areas upon which the project focused, as well as a document for the ministry to include these carbon reserves in the 2020 National Economic Development Plan. Three Equatoguinean technicians have been trained in Spain to carry out these measurements. Furthermore, a framework document was drawn up for joint public-private participation in carbon monitoring in the protected areas, which is being implemented in the five areas by the trained technicians. The zones of each protected area have been mapped and catalogues of natural resources have been prepared, along with the measures to protect them. All these tasks are simply preparatory. At the same time, there are still serious problems in the (supposedly) protected areas where the capacities developed and the knowledge produced come up against a financial, institutional and monitoring void. One prominent example is the Monte Alen reserve – described as the country’s most important park and a model protected area – which is in a state of neglect. There is desperation among the local staff, with a high probability that, if the situation continues, these areas will no longer be protected.


Tag: Natural Resouce management Protected Areas Efficiency Sustainability Capacity Building

31.

The PIMS project had results in terms of achieving gender equality. Moreover, the Strategy for Gender and Interculturality in the Protected Areas was drawn up and validated and the Ministry for Forests and Environment was created. Whereas in 2014 there were only five women working in the SNAP, today there are 75, 15 of whom hold managerial and technical positions. The active participation of women has been boosted, fundamentally in the community management structures and in the fostering of associations of producers and crafts-people. Women’s participation has been shown, at least on a quantitative level, in preparing the project's plans and activities.


Tag: Efficiency Gender Equality Women's Empowerment

32.

All these efforts may be considered to have the potential to bear fruit within an institutional scope that is now clearer with the unification of the ministries. However, it is necessary to confirm the work teams that have already been trained, both in UNDP and in its national counterpart, and to start using efficiently the recently released funds in order to achieve real results. This is why it seems natural and essential for UNDP’s environmental work area to be integrated with that of poverty


Tag: Capacity Building National Institutions

33.

Chapter 3

UNDP’S CONTRIBUTION TO DEVELOPMENT RESULTS – QUALITY

The portfolio of projects promoted by UNDP in Equatorial Guinea is managed by a small planning team that collaborates with a scant number of counterparts, which is in turn coherent with the small size of the country programme. In this sense, there are favourable conditions for comprehensive management of the portfolio and analysing it in this chapter with a broad cross-sectional focus instead of addressing the criteria by thematic area.


Tag: Project and Programme management

34.

3.1 RELEVANCE

In general, UNDP’s activities, projects and programmes during the assessment period satisfactorily reflect the Government’s fundamental concerns in the context of the Horizon 2020 National Development Plan. The programme capitalizes on the lessons learned and is also in line with national priorities and the UNDAF.


Tag: Relevance

35.

In the area of governance, all of UNDP’s activities, projects and programmes have been based on and reflect the Government’s fundamental concerns in the context of the Horizon 2020 National Development Plan. They are consistent with UNDP’s mission and with its modus operandi. For example, the 2008-2012 and the 2013-2017 UNDAFs include matters of governance as a fundamental, essential element for sustainable development. Based on this, UNDP’s projects and activities have been geared towards assisting and collaborating with the Government to meet the objectives stated in its Horizon 2020 National Plan.


Tag: Relevance Project and Programme management Country Government

36.

The programme’s area of the fight against poverty and for socio-economic well-being is, over-all, pertinent in terms of being in line with the country’s development priorities, especially the Horizon 2020 National Plan. But this pertinence diminishes in terms of the content of specific interventions and the logical context. Within the area, certain interventions lack any content that could improve the overall performance. This is the case in supplying pharmaceutical products, where there is either no insistence on the development of national skills for the Government to eventually take charge of this matter or this is done insufficiently. This is also the case with support for local development, which reinforces the municipalities’ skills in vain when they do not have the power to act; the intervention should have begun by revising the institutional framework of these entities so that they might benefit from a true transfer of competencies. In the context of results and resources, it is not rel-evant since it does not set measurable objectives accompanied by their corresponding indicators.


Tag: Challenges Relevance Local Governance Health Sector

37.

In the Horizon 2020 Strategic Plan, the two strategic axes for development identified regard-ing “social and economic well-being” and the “development of human capital” provide a perfect anchor point for the programme segment dedicated precisely to the fight against poverty and the promotion of socio-economic well-being. As for the UNDAF, Outcomes 1 and 2 of the 2008-2012 cycle focus on the fight against poverty and the development of basic social services, which are matters that have been salvaged from the con-tent of UNDP’s programme for the same cycle. The current UNDAF cycle (2013-2017) offers a good quality anchorage in terms of the outcomes of the current CPD, giving priority access to social services to the most vulnerable thanks to social protection, access to job opportunities and production for rural and peripheral urban zones (with a particular emphasis on women and young people), strengthening human capital and access to a better level of health, above all for women and young people.


Tag: Relevance Rural Urban Health Sector Jobs and Livelihoods Social Protection

38.

In the education and training sector, the project to promote the teaching of science, technology and mathematics has arisen from the needs identified by the Ministry of Education’s Planning Department. It is thus in perfect harmony with the real needs of strengthening the country’s capacities in these two fields. Training for underprivileged youths in ICT to improve their employability would seem to be pertinent given the huge success it has had. Two thousand youths were trained in Malabo and Bata. It is reported that the Government is replicating the concept in other places with the support of a new partner: China.


Tag: Relevance Partnership Education Technology Capacity Building

39.

UNDP’s interventions in the area of health are also in line with the country’s public health priorities. The handling of the AIDS pandemic in Equatorial Guinea is a top priority to which UNDP is contributing by acquiring antiretroviral medicines.


Tag: Relevance Health Sector

40.

UNDP’s activities in environmental matters are also in line with Equatorial Guinea’s policies and the commitments formulated in the UNDAF. The PIMS project benefited from baseline studies for the years 2008-2009 and 2014, 2015 and 2016, as well as from surveys to update the demands from groups who live or work in the protected areas where it is implemented. This work has served to adapt the activities to the expected results, making the intervention more coherent with the human development needs in the area of intervention.


Tag: Environment Policy Relevance

41.

3.2 PROGRAMMATIC EFFICIENCY

The efficiency of the interventions promoted by UNDP in the period assessed and in the various thematic areas is quantified as medium. The human and financial resources invested by UNDP generally have been managed appropriately from an economic point of view. Nevertheless, there are limitations as regards administrative management, related to staff turnover both internally and in the counterparts. This leads to delays in implementing the work plans. In addition, there is resistance in the administration to implementing some recommendations and requests made by UNDP to achieve the project objectives. This has the effect of slowing the interventions and works to the detriment of their credibility.


Tag: Efficiency Human and Financial resources

42.

Even if UNDP’s corporate tools provide the necessary means to act swiftly to support the implementation of the portfolio of programmes, the country office’s institutional capacities hamper their specific efficiency. The fact that there is only one programme analyst to cover nearly all the thematic areas creates damaging bottlenecks, especially in terms of managing deadlines and operational supervision capacities


Tag: Efficiency Project and Programme management

43.

Generally speaking, efficiency is burdened by the structural limitations within which the office operates. The minimal amount of staff has a negative repercussion on their capacity for implementation and the lack of middle managers hampers the strategic direction of the programmes and operations. This means additional delays and undoubtedly less technical mastery to address the projects’ particularities. In these conditions, the office is satisfied with comply-ing with delivery of the outputs in the context of the programme’s results, but it cannot control the way in which these outputs arrive and are received by the beneficiaries.


Tag: Efficiency Operational Efficiency Project and Programme management

44.

The use of corporate planning and management tools is unsatisfactory. In terms of the country programme, the main risks have been recorded; the rest of the information is usually handled in the corporate planning platform, though not to the required quality. Moreover, the updating of the information about projects on the said platform is almost non-existent, using a sub-registry of the monitoring actions, of the project risks and of the corresponding documentation. The ROAR created by the country office shows very low levels of quality. Far from offering information related to the transformational changes encouraged thanks to UNDP’s collaboration, the ROAR sections aimed at reporting the evolution of the outcomes do not provide substantial information and are written with a very limited focus on RBM.


Tag: Challenges Efficiency Country Support Platform Project and Programme management Results-Based Management

45.

Monitoring is almost non-existent, as shown by the almost complete lack of monitoring and assessment reports, a deficiency also influenced by the limited mobility instilled by the Government and the difficulty in finding international experts who speak Spanish and understand the national and regional context in order to help carry out the external assessments.


Tag: Efficiency Monitoring and Evaluation

46.

In particular, in the environment portfolio, it can be observed that the project’s national team has more than covered the support in the project’s administrative and management tasks and the implementation of financial resources increased for 2015 and 2016. However, this was carried out in a context of huge operational delays in interventions, for the reasons already mentioned and due to a lack of clarity from the ministerial counterpart. All this seriously affects work on environmental subjects (and other UNDP subject areas) and results in most projects being seriously delayed, with some protected and forest areas in a state of semi-abandonment.


Tag: Efficiency Human and Financial resources Operational Services

47.

3.3 ADMINISTRATIVE EFFICIENCY

Making a holistic analysis of UNDP’s contribution in Equatorial Guinea during the period being evaluated requires, in addition to an analysis of the programmatic and administrative aspects of the country office’s operations, a consideration of the Equatorial Guinean context, particularly aspects related to the real political and cultural situation and the conditions of poverty in which much of the population lives. The characteristics of this reality have a decisive effect on the implementation of projects and actions promoted by UNDP, related to the generalized lack of technical skills in the national market, the delays caused by administrative bureaucracy and the high rate of turnover of government staff. These factors have implications that work to the detriment of the quality of the interventions and their effectiveness.


Tag: Change Management Operational Services

48.

Furthermore, Equatorial Guinea is the only Spanish-speaking country in Africa. The language barrier hampers the availability of consultants and experts who can be mobilized easily and who are familiar with the country’s reality. In this vein, there are limitations to the supply of technical assistance specialized in substantial subjects, which is necessary to support the interventions required by the Government and to meet the needs for orientation as regards the country office’s operational, monitoring and evaluation areas. The interventions efficiency is affected by the limitations in the national market, which lacks qualified professionals to suitably help the projects.


Tag: Challenges Efficiency Human and Financial resources

49.

COUNTRY OFFICE CONTEXT

Despite the significant efforts by UNDP’s country office to train employees (inside and outside of the country), the staff’s skills to carry out the programmatic and operational actions necessary are still limited. This is partly due to the lack of specific training to carry out the tasks assigned to the staff and to the small number of incentives aimed at retaining talent in the office. In this respect, corporate actions should be used to retain talent and to review the pay scale by means of salary surveys in collaboration with the human resources office to compare them with pay scales in other agencies and the private sector. Work-ing for UNDP in Equatorial Guinea is not very attractive for qualified national staff, as compared to existing offers in the country’s private sector. This leads to low staff motivation and has an influence on the high rate of employee turnover in the office. This in turn affects historical memory in the institution and the capacity and efficiency of the service provided by UNDP.


Tag: Human and Financial resources UNDP Regional Bureaux

50.

There are marked limitations to dissemination of the interventions and the results reached with UNDP’s support in the country, since there is no up-to-date information available from either the actors or the general public on projects or other activities fostered in collaboration with the organization. The work done by the UNDP office in the country thus goes unnoticed.


Tag: Communication

51.

PROGRAMMATIC EFFICIENCY AND MANAGEMENT OF THE COUNTRY PROGRAMME

Efficiency in the use of the programme’s non-regular resources has been acceptable in accounting terms, with use of 75 percent of the resources budgeted for the 2008-2015 period. Nonetheless, the regular resources that support UNDP’s programmatic work (TRAC) show implementation of 74 percent of funds assigned for 2008-2016, when this figure should reach 100 percent. This under-implementation of the TRAC, equivalent to $1,241,484 for the indicated period, represents a lost opportunity to promote catalysing and strategic actions in the country’s favour and shows a lack of monitoring when using these funds. As for the resources assigned by the UNDP head-quarters to support the structure in terms of staff and operational costs (CORE or basic), they were not used appropriately during 2013-2015, registering a remainder of $387,866. This amount is the difference resulting from the resources assigned and those executed in that period, a lost opportunity to assume personal and general costs for operations that were covered with extra-bud-getary resources during the same period.


Tag: Efficiency Human and Financial resources

52.

The office has maintained a significant amount of extra-budgetary reserve resources in recent years. However, the impact is yet to be seen of the recent reduction in basic (CORE) funds and UNDP’s new mode of budgetary resource management on the office’s funding model. In response to the uncertainty, the office has launched actions to ensure funding of its staff through projects, using the direct project costs (DPC) method.


Tag: Efficiency Human and Financial resources UNDP Regional Bureaux

53.

Even if there has not been an analysis to verify the suitability of the available human resources in each job post, it is clear that the high employee turnover, which takes the form of changes linked to the coming and leaving of staff, affects most posts, impacting on the country office’s operational efficiency. Similarly, the low staff numbers for programmes is explained by the small size of the office’s portfolio and program-matic implementation. Furthermore, the lack of senior staff in the programmatic portfolio also leads to a low number of substantial actions.


Tag: Efficiency Human and Financial resources

54.

OPERATIONS

In corporative terms, the country office’s operations are in good health, having improved considerably when compared to 2014 and currently raising very few alerts on the financial dash-boards according to the International Public Sector Accounting Standards adopted by UNDP. It is noteworthy that the financial management of the projects implemented nationally is not ensured in the framework of each activity, but is instead provided by the finance department, which takes the administrative responsibility for the projects. On the other hand, the UNDP country office staff ’s implementation and knowledge of the organizational guidelines regarding the policy of DPC, implementation of the Harmonized Approach to Cash Transfers (HACT) and handling of extra-budgetary funds are limited. This represents a threat to the country office’s financial sustainability. As for the procurement department, even with staff with the necessary qualifications to carry out the required functions, it has challenges as regards the team’s capacities. This situation is linked to a lack of training in the use of corporative systems and in the matter of established pro-cedures which, in turn, has a negative impact on the efficiency of the service provided.


Tag: Human and Financial resources Operational Efficiency Capacity Building

55.

The office does not have the staff to address its ICT needs and must use IT staff from other agencies from time to time. This is not necessarily a weakness, though it should be noted that ICT needs are usually met on an ad-hoc basis – instead of there being an established mechanism, through inter-agency agreements – meaning that the service is not always available when required.


Tag: Operational Efficiency Technology

56.

3.4 SUSTAINABILITY

The sustainability of UNDP’s programme interventions in the country is generally low, due firstly to the instability of the institutions themselves and also to the high rate of staff turnover. Secondly, this is due to the fact that UNDP-implemented activities and projects have not managed to strengthen and impart skills to national partners such as CSOs and NGOs. It was seen that UNDP was not associating or working directly with partners such as CSOs and, in part, NGOs that should be essential to guarantee the effective implementation and continuity of the actions generated by the projects. Institutionally, there is no formal framework for holding meetings between UNDP and these organizations. Indeed, the national counterpart’s desire to continue with the projects once they have finished is reported to be minimal. This can also be verified by facts such as the non-ratification of the United Nations and African Union conventions on corruption and the failure to apply Decree No. 1/2004 of 5 February on Ethics and Dignity in the Performance of Public Functions (declaration of assets by senior members of the Government) for the specific case of interventions related to strengthening governance.


Tag: Sustainability Human and Financial resources Civil Societies and NGOs

57.

In many cases, the institutions do not have the necessary economic resources to continue with some actions of the projects when they have finished. The most difficult part is usually in the national institutions absorbing or maintaining the project’s staff. In the specific case of the projects implemented by UNDP within the evaluated period (2013-2017) and in the area of democratic governance, transparency, human rights and the fight against corruption, there is little probability that their outcomes will last. This is also due to the constant turnover of the Government’s civil servants. Furthermore, the lack of continuity is fundamentally caused by the fact that the main, direct beneficiaries (CSOs and NGOs) are very rarely involved in designing and implementing these projects. Despite the existence of laws and regulations on democratic governance, transparency, human rights and the fight against corruption, the institutions and immediate partners are somewhat reluctant to effectively apply and implement the recommendations and results of these projects.


Tag: Human and Financial resources National Institutions Sustainability Anti-corruption Human rights

58.

Before the discovery of oil in Equatorial Guinea, international bodies including UNDP were the absolute fundraisers for most development activities in the country. With the arrival of oil in 1992, the Government became the top fundraiser for development programmes and projects in the country, which includes some implemented by UNDP. Naturally, this gives the Government more power and rights to handle the programmes and projects. Although this form of implementation may be the most desired in these contexts, its success depends on each counterpart not interfering in programmatic management sectors that are not its responsibility and not formulat-ing non-contractual demands to be included in the programming documents, which may some-times diminish the efficiency and effectiveness of some of the interventions.


Tag: Sustainability Ownership

59.

The Government’s interventions intended to introduce means for knowledge transfer for an eventual transfer of management of the interventions to the Equatoguinean administration do not reach the level desired. Proof of this is the failure by the State services to take on the responsibility for supplying anti-HIV products. Although it has the necessary financial resources, the State does not always have the relevant technical capacities to handle large-scale interventions transparently and efficiently.

It is also important to note one intervention that shows positive signs of relative sustainability: the ICT training centres. The success of the two cen-tres that are already operational, with their 2,300 youths enrolled, shows a much better link in the Youth Department, upon which new alliances are being prepared to broaden its scope and repro-duce the experience in other zones.


Tag: Sustainability Anti-corruption Knowledge management

60.

In matters of poverty, signs have been seen of appropriation and sustainability in some areas of intervention, but in others the opposite is true. With development of the statistical apparatus, the Equatorial Guinea National Statistics Institute (INEGE, in Spanish), technically empowered and strengthened, now publishes – instead of the Regional Central Bank – the national accounts, as well as the consumer price index and the inflation rate. The ICT dissemination centres are also institutionally well-rooted and have even seen their basic concept disseminated in other parts of the territory thanks to other partners. On the other hand, as regards the supply of antiretrovirals, there is still no true appropriation capable of ensuring that the national counterpart will take on the responsibility in this field effectively.


Tag: Sustainability Technology

61.

There is no evidence of having achieved measures and levels of sustainability in the activities that were carried out in the environment thematic area. In theory, the beneficiaries in general are seen to be content with and involved in activities, receiving tools and accompaniment, as well as training members of the community in sustainable management of resources. In some cases, the commitment of some government officials, civil society organized in NGOs and associations that defend their territory and wish to continue living in it is valued. The factors that hinder this are linked to the territorial organization itself, which is too centralized and bureaucratic with a parallel military hierarchy that sometimes hampers the work and makes sustainability more theoretical or potential than real – above all recently when activities have finally started. At the same time, some very clear cases of very low or non-existent sustainability have been seen. This has occurred not only in activities on the continental part and in cases particularly negative such as with Mount Allen, where past achievements were lost and the reserve is being abandoned. It also happens in activities evaluated in Bioko, demonstrating that monitoring is highly dependent on the resources of each project. In all of these cases, it is clear that if it were not for the support of UNDP and the NGOs, almost everything would be lost quickly and economic activities contrary to conservation (poaching, deforestation, trade in protected species) would inevitably begin to reappear due to the lack of real alternatives to sustain the means of life in the communities.


Tag: Environment Policy Natural Resouce management Sustainability Civil Societies and NGOs

62.

3.5 GENDER PERSPECTIVE

The Ministry of Social Affairs and Promotion of Women (MINASPROM in Spanish), initially formed as the Ministry of Social Affairs and the Condition of Women (MINASCOM in Spanish), acts as the governing body for gender equality policies, but there is limited participation from women in decision-making posts in the country. It has been verified that the number of women currently in power is far below the average for other African countries. A report by OHCHR confirms that in 2012 only 18.2 per-cent of executive power, 11 percent of legislative power and less than 20 percent of judicial power (taking into account public prosecutors, judges and magistrates) was in the hands of women. Nevertheless, no factors have been identified that restrict or hinder the implementation of policies or actions in favour of gender equality, which represents an opportunity that could be utilized by the country office.


Tag: Gender Equality Women's Empowerment Human rights Policies & Procedures

63.

UNDP in Equatorial Guinea has a focal point on gender, but it does not have a broad cross-cutting strategy for gender equality in the programmatic portfolio or in other interventions. The limitations in terms of UNDP staff ’s capacity in the country and the financial situation which the institution is undergoing make it difficult to hire a specific person for gender matters. Incidentally, the support provided by the gender expert from the Regional Services Centre in Addis Ababa, while appreciated by the office, does not have a significant impact on the quality of the pro-gram. The only approach to gender equality seen vis-à-vis programme staff is the insistence that the posts advertised by UNDP should ensure the vacancy is for both sexes.

Although the country office has a focal point in place on corporate action linked to promoting gender equality, such functions are not formally taken on, which can be verified in the lack of gender analysis in most project documents.

 


Tag: Gender Equality Women's Empowerment Human and Financial resources UNDP Regional Bureaux

64.

4.1 IMPLEMENTATION OF THE VISION OF SUSTAINABLE HUMAN DEVELOPMENT

UNDP is known as a leader in actions pertaining to sustainable human development within the United Nations System and by the other international cooperation actors, government bodies, CSOs and NGOs as an organization that contributes to institutionalizing processes on both a political and technical level. UNDP has strong credibility in Equatorial Guinea, but it is clear that achieving the objectives set out in its action plan to promote governance, poverty reduction and environmental sustainability cannot be short-term goals; they require public policies and strategies that address real trans-formation systemically. This includes aspects such as respect for the law and compliance with officially established regulations and principles, which in turn implies large investments in resources, particularly in terms of its officials’ and representatives’ time.


Tag: Environment Policy Poverty Reduction Institutional Strengthening Civil Societies and NGOs

65.

For sustainable human development, good governance must guarantee the population’s right to take part in decisions that affect their lives. People should control their own destinies and public management should benefit the general interest. To do so, it is necessary for political and State institutions to be effective, to act legitimately and to apply the principle of transparency. Equally, it is necessary to comply with international commitments in fundamental matters for the country, such as respect for human rights, transparency and the fight against corruption. This requires a political will that translates into specific actions including public investment in the most needy sectors, guaranteed better access to the country’s resources, promoting sustainable use of these resources, and for the opinions and needs of social sectors that received fewer bene-fits to be considered when making decisions that affect their lives.


Tag: Sustainability Anti-corruption Human rights Human and Financial resources

66.

There is strong recognition of the contributions made by UNDP, deemed as decisive in many aspects, such as the defence of a holistic approach to development, the promotion of social infrastructure, economic diversification and the development of national statistical capacities. Nonetheless, this recognition is ignored by many actors who are unaware of the work done by UNDP in the country, which is partly due to a lack of capitalization on the achievements through appropriate communication strategies.


Tag: Infrastructure Capacity Building Operational Services

67.

As a multinational strategic partner, UNDP enjoys comparative advantages, being able to maximize its role as a neutral, impartial agent to help the country in its efforts to promote governance and combat poverty. Nevertheless, the organization is not in a position to use its full capacity in the country to influence policies effectively and sustainably, due to the lack of infrastructure and national platforms to help their work.


Tag: Sustainability

68.

UNDP’s positioning in the country is regular in different areas addressed, but would have great potential for growth if the context and resources were suitable. This is something that potentially may be expected in countries such as Equatorial Guinea that have a huge natural wealth. Although the positioning is coherent with UNDP’s competencies and reputation, above all in terms of developing skills to manage the economy centrally and locally and strengthening access to basic social services, at the corporate level the Malabo Office’s operational size tends to limit its capacity for manoeuvre. That in turn hinders it from providing the added value that should arise from this positioning, sidelining it from the programme’s activity.


Tag: Operational Efficiency Strategic Positioning

69.

Having only one programme official creates inertia that damages the programme’s efficiency and effectiveness, slows progress in the projects and prevents competent profiles from being introduced into the different areas. This staff level is also incompatible with the monitoring capacity necessary to understand what is happening on the ground without depending solely on information released at the discretion of the national counterpart.


Tag: Monitoring and Evaluation

70.

It is inevitable that UNDP headquarters will think again about the type of office that is most suited to the context of Equatorial Guinea and will reflect on whether a permanent presence should be maintained, in addition to the possibility of using capacities at a regional level. This is something potentially viable, though one must consider Equatorial Guinea’s linguistic factor in Africa, which, in this case, is a specific limitation that cannot be ignored, in addition to having political implications.


Tag: Human and Financial resources Operational Efficiency UNDP Regional Bureaux

71.

4.2 RESPONSE TO EMERGING ISSUES IN THE COUNTRY

Equatorial Guinea has signed various agreements and treaties on human rights and the Government has taken on different institutional, administrative and legislative reforms, including several reforms to the Fundamental Law (Constitution) to extend democracy and promote human rights. However, situations still exist where the laws are not applied and the essential conditions do not seem to exist for the institutions to have a real effect on the areas with most impact. This situation creates an unfavorable climate which works to the detriment of social cohesion and sustainable human development.


Tag: Human rights Rule of law Social cohesion

72.

UNDP’s response to emerging issues that may arise in the national context presents significant challenges. The country office staff are aware of the emerging issues in which UNDP may have a mandate and added value in the context of Equatorial Guinea, such as promoting human rights, youth employment, environmental protection, adaptation to climate change and the gender focus. The staff also know that they provide support for measuring and achieving the SDGs. Nonetheless, these have not been given priority or incorporated across the board in the actions implemented. Similarly, South-South cooperation is still embryonic. One of the few visible, specific experiences was the visit to Rwanda, made in collaboration with the UNDP office in that country, to foster ICTs, the development results of which have not been systematized or documented appropriately. Moreover, there are initial initiatives in progress with Cuba, Brazil and Senegal relating to social protection and youth employment programmes and with their classification as countries with medium-low incomes.


Tag: Climate Change Adaptation Environment Policy Challenges Gender Equality Human rights Social Protection South-South Cooperation Youth

73.

As for UNDP’s capacity to interpret the evolution of the context and adapt its responses appropriately, the country office is well recognized institutionally, which allows it to have a strong strategic dialogue with the national authorities. On this foundation, its potential to influence public policy is high and could be leveraged much more. However, various projects do not have substantial components and are limited to giving procurement support for the national counterpart. Although managing the procurement of goods and services is considered a strong point, this should be leveraged and treated as an opportunity to introduce substantial elements that contribute to the development and strengthening of institutional, operational and technical capacities.


Tag: Policies & Procedures Procurement National Institutions

74.

4.3 ALIGNMENT WITH UNDP’S STRATEGIC PLAN

As for the portfolio’s compliance with UNDP’s 2014-2017 Strategic Plan, there is no evidence of a comprehensive process or an alignment plan to comply with the operational, design and verification requirements, following the formulation of UNDP’s Bureau for Policy and Programme Support.


Tag: Results-Based Management Operational Services

75.

The beneficiaries’ voice and participation have only been considered occasionally and partially in formulating initiatives. The projects have largely been driven by the government counterparts in line with existing needs. Although the country programme is aligned with the national development agenda, UNDP in Equatorial Guinea has not influenced the design of public policies and their initiatives have been reduced mainly to carrying out activities that often do not account for transformational changes.


Tag: Civic Engagement Policies & Procedures

76.

The criteria of scale and extending the initiatives have not been contemplated when conceiving and formulating the projects. The activities have not included pilot projects aimed at acting as evidence to replicate or increase the scope of the initiatives. Indeed, the geographic concentration of the interventions in urban areas, particularly in Bioko, show that they do not manage to benefit the most vulnerable people in the country. The lack of an office, or at least a presence, in Bata is a significant limitation to better and greater contact with the counterparts and beneficiaries. Some kind of presence from UNDP would allow the demand from local organizations to be addressed and the needs of the CSOs to be met, offering them solutions.


Tag: Sustainability Civil Societies and NGOs Vulnerable

77.

4.4 RESULTS-BASED MANAGEMENT, MONITORING AND EVALUATION

The frameworks for resources and results found in the period being assessed are mostly not useful. These tools, when available, do not have measurable objectives or suitable indicators to verify that they have been achieved, which reduces their quality and, therefore, relevance. The lack of such indicators and goals makes it difficult to monitor and, therefore, evaluate the programme’s progress. The formulation of projects is deficient; there is no evidence of a deep contextual analysis, or of a participatory process to implement theories for change to justify the interventions. The geographic distribution of the projects is limited and is not aimed at addressing the needs of the most vulnerable populations. Furthermore, the results drawn up in the programmatic frame-works are not founded upon RBM. They are often very ambitious when drawn up or not very realistic in their application and are, consequently, unachievable; they tend to be seen in the form of mere outputs. Moreover, there are no monitoring reports to enable evaluation of the progress of interventions and to identify corrective actions or to document good practices.


Tag: Monitoring and Evaluation Results-Based Management

78.

4.5 INTER-AGENCY COORDINATION

Coordination between the United Nations System agencies in the country (UNCT), headed by UNDP’s Resident Representative in her role as the United Nations Resident Coordinator, has structural weaknesses. This is evident upon observing that the continuity of the coordination specialist’s post, entrusted with boosting and promoting the decisions reached at the heart of the UNCT and making them operational, is not assured within the office’s formal structure.

Currently, the post of coordination official is being covered temporarily, mainly to support the drafting of the new UNDAF, but it is not expected to be included in the country office’s organizational layout.


Tag: Challenges Coordination

79.

The coordination tasks in the UNCT in Equatorial Guinea are affected by the low guaranteed participation by the different agencies present in the country. The lack of activation of the thematic groups and few joint programmes reveals poor coordination. Most of the inter-agency work teams are inactive, except for the Operations Management Team, which is essential given the need to manage UN House’s operative issues (shared by WHO, UNICEF, UNFPA, ILO, FAO, UNAIDS, ICAO and United Nations Department of Safety and Security).


Tag: Partnership UN Agencies Coordination

80.

4.6 COMMUNICATION

UNDP in Equatorial Guinea does not have a strategy for communication and actions aimed at making its work more visible. It does not have a communication specialist to disseminate, along-side the programme staff, the results achieved by the organization. Indeed, there is a lack of mechanisms to guarantee appropriate communication with the counterparts, which affects the perception of the work done by UNDP and awareness of the support it offers and can give to many sectors.

The fact that UNDP does not foster communication with the other development actors in the country means that it does not address the call from other sectors in society long anxious to be heard and who see UNDP as an intermediary. There is a prevalent perception in recent years of non-response from the organization to the demands from civil society actors or that UNDP’s involvement has not been significant.


Tag: Communication

Recommendations
1

Reducir y concentrar el número de áreas temáticas, integrando las intervenciones del PNUD para el próximo ciclo programático en dos carteras, fusionando las actuales áreas de pobreza y medioambiente y fortaleciendo el trabajo sustantivo realizado para promover la gobernabilidad democrática. Asimismo, se deberán incorporar los enfoques de género y derechos humanos

2

La Oficina debe incursionar en intervenciones que aseguren una mayor presencia programática, sobre todo fuera de la isla de Bioko, y que incorporen sinergias con acciones que otras agencias del SNU implementan en la parte continental del país. Es necesario ser creativos y encontrar una manera de que el PNUD tenga alguna forma de presencia física por lo menos en Bata para impulsar el trabajo a favor del medio ambiente, promover la lucha contra la pobreza y la desigualdad en la zona continental y en las áreas rurales, posiblemente y deseablemente en un contexto de cooperación con otras agencias del SNU.

3

Mejorar y hacer más efectiva la coordinación interagencial en lo que respecta a la calidad y cantidad de las intervenciones, e inspirando la colaboración entre las agencias del Sistema de las Naciones Unidas (SNU) para promover un trabajo coordinado que capitalice sobre los logros adquiridos y proyecte una voz unitaria más fuerte sobre los temas relevantes. Esto ofrecerá al PNUD un liderazgo renovado, que otorgará una mayor coherencia y peso a la posición del SNU frente a los demás actores y asegurará al PNUD un lugar privilegiado en las discusiones con el Gobierno. El PNUD debe abogar por reactivar las diferentes comisiones y mesas de trabajo interagenciales, y promover el trabajo conjunto sobre el terreno. Trabajando más unidas, las agencias del SNU en el país podrán tener un mayor peso específico, necesario para lograr más y hacerlo de manera más eficiente que ahora, sobre todo en los temas sustantivos que siguen constituyendo la base de su presencia en el país.

4

El PNUD tiene que comprometerse únicamente en la implementación de proyectos y actividades que presenten las condiciones apropiadas para contribuir a los resultados de desarrollo o que cuenten con una alta probabilidad de aportar cambios reales y tangibles sobre los principales desafíos de desarrollo priorizados a nivel nacional (promoción y garantía de los derechos humanos, sostenibilidad ambiental, promoción y diversificación económica, lucha contra la corrupción, promoción de los ODS y empleo juvenil). Asimismo, y como existe interés por parte del Gobierno de promover la cooperación Sur-Sur, esta modalidad podría ser una oportunidad adicional para el PNUD y su contraparte nacional.

5

El PNUD debe impulsar una nueva modalidad de asociación con las autoridades nacionales, que incorpore el diálogo social con todos los socios del desarrollo nacional y los haga partícipes del diseño, la implementación y la ejecución del nuevo programa para el país. Esto puede incluir los principios del Pacto Global del SNU (Global Compact) en temas de anticorrupción, derechos humanos y medioambiente, y promover los principios de transparencia e imparcialidad desde la posición estratégica privilegiada del PNUD. Estas acciones pueden seguir incluyendo áreas de oportunidad, como el soporte en temas de adquisiciones que ofrece el PNUD; sin embargo, estas actividades ya no deben verse como un fin en sí mismo, sino que tienen que ser abordadas como oportunidades de entrada a acciones sustantivas más amplias, con vocación de incidir en transformaciones institucionales. Además, tienen que estar directamente conectadas a resultados sostenibles, medibles y medidos.

6

Mejorar la evaluabilidad de las intervenciones y la calidad de los datos y la información, y desarrollar proyectos con productos y actividades que estén lógicamente interconectados y vinculados a los cambios esperados a nivel de efecto. Para mejorar el seguimiento y la calidad de las intervenciones, se deben incorporar los principios de la gestión basada en resultados (GBR) y el presupuesto basado en resultados en el diseño, la formulación, el monitoreo y la evaluación de las mismas. La restricción en términos de movilidad, sobre todo en la parte continental, hace que la implementación y el seguimiento del programa no sean siempre óptimos y conformes con el nivel de esfuerzo presupuestario del Gobierno. Se necesita detectar a tiempo los impactos y las percepciones que se tienen del programa sobre el terreno para comprenderlos más a fondo y realizar los ajustes necesarios de manera oportuna.

7

Establecer una estrategia integral de comunicación que mejore la imagen del PNUD. La Oficina tiene que apostar, además, por una mejora de la visibilidad de la institución sobre el terreno, maximizando el uso de las tecnologías de la información y las comunicaciones. Además, se deben llevar a cabo misiones de supervisión más frecuentes, sobre todo en la parte continental, así como promover la realización de evaluaciones externas que valoren y justifiquen las condiciones de implementación de la cartera programática.

8

Será necesario reclutar personal técnico en el marco de los proyectos para mejorar la eficiencia programática en por lo menos una de las dos áreas temáticas en las que se debería enfocar el PNUD. Además, se requiere identificar expertos que logren conceptualizar intervenciones atractivas para las contrapartes y que estén basadas en las prioridades gubernamentales. Se debe promover el traspaso de algunas responsabilidades operativas, asumidas actualmente por el PNUD, a las contrapartes gubernamentales más eficientes para promover el desarrollo de capacidades técnicas a nivel de las instituciones nacionales.

9

Recommendation 1. Reduce and concentrate the number of thematic areas, integrating UNDP’s interventions for the next programmatic cycle into two main portfolios: on the one hand merging the current areas of poverty and the environment – which have clear, significant links to the country’s socio-economic context – and on the other, strengthening the substantial work carried out to promote democratic governance. The portfolio should also include the focuses on gender and human rights across the board in both the portfolios, upon which we suggest that the next UNDP programme should focus.

10

Recommendation 2. The office should make efforts to take up actions to ensure greater programmatic presence, above all outside the island of Bioko, and these should include synergies with actions that other UNS agencies are implementing in the continental part of the country. To this end, it is necessary to be creative and find a way for UNDP to have some kind of physical presence at least in Bata to foster work in favour of the environment, and to promote the fight against poverty and inequality in the continental zone and in rural areas, possibly and desirably in a context of cooperation with other UNS agencies.

11

Recommendation 3. Improve and make inter-agency coordination more effective in terms of the quality and quantity of interventions, inspiring collaboration among UNS agencies to promote coordinated work that capitalizes on the achievements made and projects a stronger, unified voice on relevant issues. This will pro-vide UNDP with renewed leadership that will lend greater coherence and weight to UNS’s position compared to the other actors and will ensure UNDP has a privileged place in discussions with the Government. UNDP must call for reactivation in the UNCT of the different inter-agency committees and work panels and promote more, better joint interventions on the ground. Together, the UNS agencies present in the country could have greater specific weight, which is necessary to achieve much more and do so more efficiently, above all in substantial areas that are still the basis for their presence in the country. Moreover, UNDP should call for and contribute to greater continuity and formality for the coordination specialist post, which is important to promote inter-agency work and follow up on the agreements achieved at the UNCT level.

12

Recommendation 4.UNDP has to be committed only to implementing the projects and activities that exist in appropriate conditions to make contributions in terms of development results, or which have a high probability of having an impact in terms of real, tangible changes in the main challenges for development prioritized at a national level (promotion and guarantee of human rights, environmental sustainability, economic promotion and diversification, the fight against corruption, promotion of the SDGs and youth employment, among the most commonly requested by the counterparts at all levels). Indeed, as there is an interest from the Government in promoting South-South cooperation, this modality might be an additional opportunity for UNDP in assisting in identifying and systematizing initiatives and in facilitating various useful exchange experiences.

13

Recommendation 5. UNDP must foster a new way of associating with the national authorities that includes social dialogue with all the national development partners and makes them participants in designing and implementing the new country programme. This could include the principles of UNS’s Global Compact in areas such as anti-corruption, human rights, the environment and actions promoting inclusion of the principles of transparency and impartiality from the privileged strategic position that UNDP must maintain. These actions could continue to include areas of opportunity such as support in matters of procurement offered by UNDP, which play an essential role in the office’s financial sustainability. Nonetheless, these activities should no longer be seen as an end in themselves, but should be addressed as opportunities to begin broader, more substantial actions aimed at having an impact on institutional transformations, and which should be directly connected to sustainable, measurable and measured results.

14

Recommendation 6. Improve the evaluability of the interventions and the quality of the data and information, and carry out projects with outputs and activities that are logically interconnected and linked to the changes expected in terms of outcome, which have quality goals and indicators, and which contribute substantially to the country’s development. In order to improve the monitoring and quality of the interventions, it is imperative that the principles of RMB are incorporated, as well as results-based budgeting in designing, formulating, monitoring and evaluating them. In this context, the restriction in terms of mobility, above all in the continental part (for which authorization from the Government is necessary), means that not only the implementation but also the monitoring of the programme are not always ideal or suited to the level of budgetary effort approved by the Government. It is necessary to detect in time the impacts and perceptions of the programme on the ground to understand them in greater depth and enable UNDP and its counterparts to make the necessary adjustments in a suit-able manner

15

Recommendation 7. Establish a comprehensive communications strategy to improve the image of UNDP, which lays down the bases to disseminate information about the potential and added value that UNDP can give as an ally for the country’s development, and launch mechanisms based on accountability and promote transparency to help interaction with the national authorities. The office must also make a commitment to improving the institution’s visibility on the ground and maximizing the use of information and communication technologies. In addi-tion, supervisory missions should be carried out more often, above all in the continental part, as well as promoting external assessments to eval-uate and justify the conditions for implementing the programmatic portfolio.

16

Recommendation 8. It will be necessary to hire technical staff in the context of projects to improve programmatic efficiency in at least one of the two thematic areas upon which UNDP should focus. Furthermore, it is necessary toidentify experts able to conceptualize attrac-tive interventions for the counterparts based on government priorities, which is imperative to promote substantial interventions. Finally, the transfer of some operative responsibilities, currently assumed by UNDP, to more efficient governmental counterparts should be fostered, with the aim of promoting the development of technical capacities for national institutions

1. Recommendation:

Reducir y concentrar el número de áreas temáticas, integrando las intervenciones del PNUD para el próximo ciclo programático en dos carteras, fusionando las actuales áreas de pobreza y medioambiente y fortaleciendo el trabajo sustantivo realizado para promover la gobernabilidad democrática. Asimismo, se deberán incorporar los enfoques de género y derechos humanos

Management Response: [Added: 2017/09/19] [Last Updated: 2018/05/10]

El programa del PNUD en el país (DPP) está basado en tres ejes principales del Marco de Cooperación entre las Naciones Unidas y el Gobierno de Guinea Ecuatorial (MANUD), a saber: (i) bienestar socioeconómico, (ii) buena gobernabilidad y (iii) sostenibilidad medioambiental. El MANUD y el DPP están alineados con el programa nacional de desarrollo del país, el Plan Nacional de Desarrollo Económico y Social (PNDES). Es decir, el enfoque temático del DPP 2013-2017 tiene su razón de ser en los 3 ejes principales de las prioridades del país, el PNDES.

La Oficina considera muy importante la recomendación de concentrar el número de áreas temáticas y, a este efecto, el proceso de preparación del próximo MANUD/DPP es muy oportuno. En este momento, el programa contiene un enfoque para áreas sustantivas que no fueron consideradas al preparar el DPP. Tales áreas son las de graduación, empleo juvenil, protección social y género. La gobernabilidad democrática es un área clave para fortalecer el apoyo del PNUD en el próximo programa.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Reducir y concentrar áreas de enfoque en el próximo programa. 2. Considerar los aspectos transversales (género, derechos humanos) de forma sistemática en el programa. 3. Fortalecer el enfoque programático en aspectos más sustantivos.
[Added: 2018/05/10] [Last Updated: 2020/02/13]
Equipo de programa 2018/12 Completed En el DPP (2013-2017) hay documentos de proyectos y planes anuales de trabajo (PTA) con resultados concretos. La Oficina ha estado trabajando en aspectos sustantivos, como los ODS, el empleo juvenil, la protección social y el apoyo técnico a la graduación. En el nuevo DPP (2019-2023) , se han considerados los aspectos transversales, y se han teniendo en cuento aspectos más sustantivos . History
2. Recommendation:

La Oficina debe incursionar en intervenciones que aseguren una mayor presencia programática, sobre todo fuera de la isla de Bioko, y que incorporen sinergias con acciones que otras agencias del SNU implementan en la parte continental del país. Es necesario ser creativos y encontrar una manera de que el PNUD tenga alguna forma de presencia física por lo menos en Bata para impulsar el trabajo a favor del medio ambiente, promover la lucha contra la pobreza y la desigualdad en la zona continental y en las áreas rurales, posiblemente y deseablemente en un contexto de cooperación con otras agencias del SNU.

Management Response: [Added: 2017/09/19] [Last Updated: 2018/05/10]

La distribución y presencia de las intervenciones del PNUD es desproporcionada entre la ciudad de Malabo y el resto del país. Esto se puede atribuir en parte al desequilibrio de la financiación a los proyectos después de que el Gobierno asumió la financiación de cerca del 70 % del DPP; consecuentemente, las intervenciones del PNUD siguieron las orientaciones del desarrollo de aquel entonces, es decir, el desarrollo de capacidades enfocado a las instituciones de la Administración Pública, que están mayoritariamente concentradas a nivel central del país (Malabo, donde están ubicados todos los departamentos ministeriales). La implicación directa de esta realidad es que casi todos los proyectos de las Naciones Unidas en el marco del MANUD (2013-2017) tienen su ubicación en los ministerios centrales en la isla de Bioko, donde está la capital del país. Dichas intervenciones son, en su mayoría, de naturaleza sustantiva.

Aunque sus intervenciones incluyan la parte continental y las capas más desfavorecidas, su visibilidad e impacto directo se dan más a nivel central. Por ejemplo, en el universo de pacientes y otros beneficiarios del proyecto HIV/SIDA, nadie sabe que es el PNUD quien gestiona la adquisición y distribución de medicamentos, y piensan que lo hace el propio Gobierno. Cabe señalar que grande parte de los pacientes con HIV/SIDA se encuentran en la parte continental del país. Lo mismo acontece con el proyecto TICGE, donde el centro de Bata, en la región continental, también forma a muchos jóvenes, en particular mujeres. Otros ejemplos a mencionar son los proyectos de aviación civil, ODM/estadísticas, educación, reforma de la Administración Pública, etc.

Teniendo en cuenta este desequilibrio entre la región insular y el continente, la Oficina está buscando la forma de tener una presencia programática física en la parte continental, incluyendo la posibilidad de tener una oficina satélite en Bata. Otras acciones incluyen sinergias con otras agencias del SNU y otros socios para la implementación de proyectos conjuntos en la parte continental del país.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Estudiar con el Gobierno la posibilidad de instalar una oficina satélite en la región continental para el apoyo directo a los proyectos. 2. Implementar la asignación geográfica de fondos en los proyectos.
[Added: 2018/05/10] [Last Updated: 2020/02/13]
Gerencia 2018/12 Completed Aunque el nuevo ciclo programático (2019-2023) no indica la presencia física del PNUD en el continente, el DPP ha tenido en cuento la cobertura del país , incluyendo , la región continental y región insular. History
3. Recommendation:

Mejorar y hacer más efectiva la coordinación interagencial en lo que respecta a la calidad y cantidad de las intervenciones, e inspirando la colaboración entre las agencias del Sistema de las Naciones Unidas (SNU) para promover un trabajo coordinado que capitalice sobre los logros adquiridos y proyecte una voz unitaria más fuerte sobre los temas relevantes. Esto ofrecerá al PNUD un liderazgo renovado, que otorgará una mayor coherencia y peso a la posición del SNU frente a los demás actores y asegurará al PNUD un lugar privilegiado en las discusiones con el Gobierno. El PNUD debe abogar por reactivar las diferentes comisiones y mesas de trabajo interagenciales, y promover el trabajo conjunto sobre el terreno. Trabajando más unidas, las agencias del SNU en el país podrán tener un mayor peso específico, necesario para lograr más y hacerlo de manera más eficiente que ahora, sobre todo en los temas sustantivos que siguen constituyendo la base de su presencia en el país.

Management Response: [Added: 2017/09/19] [Last Updated: 2018/05/10]

La coordinación entre agencias de la ONU en el país es casi un fenómeno nuevo. Habría que resaltar que las otras agencias o bien no tenían representante, o sus programas eran pequeños o eran gestionados a partir de Gabón o Camerún y no tenían personal para participar en los mecanismos de la coordinación. Por ejemplo, UNICEF tuvo su primer representante en el país a finales de 2013; en 2016, el FNUAP, la OMS y la FAO juntos no tenían más de 10 personas en sus agencias. ONUSIDA apenas llegó al país en 2015 y sigue con una sola persona. La instalación de la oficina de coordinación (RCO) y el establecimiento de algunos mecanismos de coordinación remonta tan solo a 2017. La Oficina ha tomado nota de la recomendación de la ERD y seguirá trabajando más en el fortalecimiento de los mecanismos de coordinación.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Reforzar la coordinación interagencial, inspirando la colaboración entre las agencias. 2. Reactivar las comisiones y mesas de trabajo interagenciales. 3. Movilizar fondos para la coordinación.
[Added: 2018/05/10] [Last Updated: 2020/02/13]
RCO 2021/12 No Longer Applicable [Justification: Debido al proceso de deevinculación del PNUD de la función de coordinación de la ONU, esta acción será tomada por la nueva Oficina del Coordinador Residente.]
History
4. Recommendation:

El PNUD tiene que comprometerse únicamente en la implementación de proyectos y actividades que presenten las condiciones apropiadas para contribuir a los resultados de desarrollo o que cuenten con una alta probabilidad de aportar cambios reales y tangibles sobre los principales desafíos de desarrollo priorizados a nivel nacional (promoción y garantía de los derechos humanos, sostenibilidad ambiental, promoción y diversificación económica, lucha contra la corrupción, promoción de los ODS y empleo juvenil). Asimismo, y como existe interés por parte del Gobierno de promover la cooperación Sur-Sur, esta modalidad podría ser una oportunidad adicional para el PNUD y su contraparte nacional.

Management Response: [Added: 2017/09/19] [Last Updated: 2018/05/10]

La Oficina tiene que asegurar el equilibrio entre la implementación de programas necesarios en un país con ingresos medianos-altos como Guinea Ecuatorial, pero que todavía tiene características de un país menos avanzado (PMA), con todos los desafíos y dificultades al nivel de provisión de servicios básicos y desarrollo de capacidades, pobreza y desigualdades. Tras firmar el DPP, la Oficina ha estado haciendo inversiones en nuevas áreas sustantivas, incluido en aspectos concernientes a la graduación del país, el empleo juvenil, la protección social y la promoción de los ODS, mientras implementa proyectos específicos en áreas tradicionales, como la compra de medicamentos.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Asegurar un nivel de ejecución alto y movilizar más fondos de otras fuentes de financiación. 2. Con base en los recursos movilizados, tener la capacidad necesaria para responder a los aspectos más sustantivos.
[Added: 2018/05/10] [Last Updated: 2021/03/31]
Gerencia, programa y operaciones. 2020/12 Completed Además de los fondos movilizados a través de la Embajada de los EE.UU , el EIF y el Gobierno, se ha movilizado mas fondos como el TRAC2 , RRF , y RFF. No obstante, aunque se había movilizados mas fondos estos últimos 2 anos, la oficina continua sus esfuerzas de movilización de recursos adicionales. El equipo del piais se ha reforzado con el reclutamiento adicional de: (i) una especialista de M&E; (ii) Especialista de Adquisiciones ; (iii) economista nacional; (iv) gerente de proyecto/economías azul y verde . History
5. Recommendation:

El PNUD debe impulsar una nueva modalidad de asociación con las autoridades nacionales, que incorpore el diálogo social con todos los socios del desarrollo nacional y los haga partícipes del diseño, la implementación y la ejecución del nuevo programa para el país. Esto puede incluir los principios del Pacto Global del SNU (Global Compact) en temas de anticorrupción, derechos humanos y medioambiente, y promover los principios de transparencia e imparcialidad desde la posición estratégica privilegiada del PNUD. Estas acciones pueden seguir incluyendo áreas de oportunidad, como el soporte en temas de adquisiciones que ofrece el PNUD; sin embargo, estas actividades ya no deben verse como un fin en sí mismo, sino que tienen que ser abordadas como oportunidades de entrada a acciones sustantivas más amplias, con vocación de incidir en transformaciones institucionales. Además, tienen que estar directamente conectadas a resultados sostenibles, medibles y medidos.

Management Response: [Added: 2017/09/19] [Last Updated: 2018/05/10]

El PNUD cuenta con varios actores para la implementación de sus intervenciones, notándose el interés de los beneficiarios y el involucramiento de las organizaciones de la sociedad civil(OSC). Por ejemplo, la implementación de los proyectos sobre HIV/SIDA y los de áreas protegidas del FMAM (conocido también como GEF, por sus siglas en inglés) cuentan con el involucramiento de las ONG, pero la ERD no menciona este punto.

Consciente de esta recomendación, la Oficina ha preparado el programa Empoderamiento Económico de la Juventud, diseñado con la nueva modalidad de asociación en mente. Para ello, el programa prevé movilizar a los diferentes socios para su implementación, incluido el sector privado, las ONG, el sector público, los socios bilaterales y organizaciones multilaterales.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Implementar la nueva modalidad de asociación con las autoridades nacionales.
[Added: 2018/05/10] [Last Updated: 2020/02/13]
Programa y operaciones 2018/12 Completed El nuevo DPP (2019-2023) el CPD fue elaborado en estrecha colaboración con los socios. History
6. Recommendation:

Mejorar la evaluabilidad de las intervenciones y la calidad de los datos y la información, y desarrollar proyectos con productos y actividades que estén lógicamente interconectados y vinculados a los cambios esperados a nivel de efecto. Para mejorar el seguimiento y la calidad de las intervenciones, se deben incorporar los principios de la gestión basada en resultados (GBR) y el presupuesto basado en resultados en el diseño, la formulación, el monitoreo y la evaluación de las mismas. La restricción en términos de movilidad, sobre todo en la parte continental, hace que la implementación y el seguimiento del programa no sean siempre óptimos y conformes con el nivel de esfuerzo presupuestario del Gobierno. Se necesita detectar a tiempo los impactos y las percepciones que se tienen del programa sobre el terreno para comprenderlos más a fondo y realizar los ajustes necesarios de manera oportuna.

Management Response: [Added: 2017/09/19] [Last Updated: 2018/05/10]

Acción en curso. Se han hecho cursos sobre la herramienta de la GBR para el personal de la oficina y de los proyectos, quienes se aseguran de que los nuevos proyectos son formulados obedeciendo a esta metodología. El nuevo ciclo de programación (MANUD/DPP), aprovechará esta oportunidad en su integralidad.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Asegurar que el personal de la oficina y de los proyectos del PNUD tenga una formación adecuada en GBR.
[Added: 2018/05/10] [Last Updated: 2020/02/13]
Gerencia, programa y operaciones 2018/12 Completed Las formaciones se han hecho a través de los webinar organizado por la oficina regional y centro de servicio regional. History
7. Recommendation:

Establecer una estrategia integral de comunicación que mejore la imagen del PNUD. La Oficina tiene que apostar, además, por una mejora de la visibilidad de la institución sobre el terreno, maximizando el uso de las tecnologías de la información y las comunicaciones. Además, se deben llevar a cabo misiones de supervisión más frecuentes, sobre todo en la parte continental, así como promover la realización de evaluaciones externas que valoren y justifiquen las condiciones de implementación de la cartera programática.

Management Response: [Added: 2017/09/19] [Last Updated: 2018/05/10]

La Oficina buscará formas de mejorar su relevancia cómo aliado de preferencia del Gobierno en materias de desarrollo. Además, la Oficina utilizará los fondos movilizados con la mayor eficacia posible en áreas críticas con resultados tangibles y buscará formas de comunicar mejor su trabajo en el país. Esto dará al PNUD una mayor visibilidad y credibilidad, brindando al país mecanismos basados en la rendición de cuentas y la promoción de la transparencia. La Oficina aprovechará los proyectos que han demostrado mayor impacto, como el de las tecnologías de la información y la comunicación (TICGE) y los proyectos del FMAM (áreas protegidas), para divulgar y promover aún más el papel del PNUD como socio para el desarrollo.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Establecer una estrategia de comunicación, movilizar medios y reclutar un oficial de comunicación. 2. Crear sinergias entre proyectos TICGE, FMAM, y empleo juvenil.
[Added: 2018/05/10] [Last Updated: 2020/02/13]
Gerencia y equipo de programa 2018/12 Completed La estrategia de comunicación y movilización de recursos está disponible . El oficial de comunicación ha sido reclutado. Los proyectos TIGER, FNAM y empleo juvenil fueron cerrados por falta de recursos . No obstante, el nuevo programa ha tenido en cuenta de la necesidad de sinergias entre los proyectos. History
8. Recommendation:

Será necesario reclutar personal técnico en el marco de los proyectos para mejorar la eficiencia programática en por lo menos una de las dos áreas temáticas en las que se debería enfocar el PNUD. Además, se requiere identificar expertos que logren conceptualizar intervenciones atractivas para las contrapartes y que estén basadas en las prioridades gubernamentales. Se debe promover el traspaso de algunas responsabilidades operativas, asumidas actualmente por el PNUD, a las contrapartes gubernamentales más eficientes para promover el desarrollo de capacidades técnicas a nivel de las instituciones nacionales.

Management Response: [Added: 2017/09/19] [Last Updated: 2018/05/10]

La gerencia está de acuerdo con esta recomendación. Solo añadir que, con el estatuto del país, contribuyente neto (Net contribuiting country, NCC, por sus siglas en inglés), y la consecuente presencia física diferenciada del PNUD en el país, habría que tener en cuenta la capacidad de la organización para reclutar personal técnico en el marco de los proyectos. Además, con la mayor contribución aportada por la contraparte con condiciones estrictas y la crisis económica, no quedan fondos para contratar dicho personal como la ERD recomienda.

La gerencia está buscando medios para movilizar recursos de otros socios, incluso de los fondos mundiales, el sector privado y otras agencias multilaterales y bilaterales a fin de mejorar la eficiencia programática en, por lo menos, una de las dos áreas temáticas en las que se debería enfocar el PNUD. En el marco de las nuevas áreas identificadas (empleo juvenil, medio ambiente, ODS, diversificación económica, protección social, etc.), la Oficina espera movilizar fondos para reclutar expertos que logren conceptualizar e implementar intervenciones sustantivas.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Movilizar recursos en los programas en curso a través del coste directo en los proyectos (DPC, por sus siglas en inglés). 2. Identificar y reclutar la capacidad técnica local e internacional para las áreas emergentes.
[Added: 2018/05/10] [Last Updated: 2021/03/31]
Gerencia 2021/12 Completed El equipo del piais se ha reforzado con el reclutamiento adicional de: (i) una especialista de M&E; (ii) Especialista de Adquisiciones ; (iii) economista nacional; (iv) gerente de proyecto/economías azul y verde . History
9. Recommendation:

Recommendation 1. Reduce and concentrate the number of thematic areas, integrating UNDP’s interventions for the next programmatic cycle into two main portfolios: on the one hand merging the current areas of poverty and the environment – which have clear, significant links to the country’s socio-economic context – and on the other, strengthening the substantial work carried out to promote democratic governance. The portfolio should also include the focuses on gender and human rights across the board in both the portfolios, upon which we suggest that the next UNDP programme should focus.

Management Response: [Added: 2021/01/20] [Last Updated: 2021/01/20]

Key Actions:

10. Recommendation:

Recommendation 2. The office should make efforts to take up actions to ensure greater programmatic presence, above all outside the island of Bioko, and these should include synergies with actions that other UNS agencies are implementing in the continental part of the country. To this end, it is necessary to be creative and find a way for UNDP to have some kind of physical presence at least in Bata to foster work in favour of the environment, and to promote the fight against poverty and inequality in the continental zone and in rural areas, possibly and desirably in a context of cooperation with other UNS agencies.

Management Response: [Added: 2021/01/20] [Last Updated: 2021/01/20]

Key Actions:

11. Recommendation:

Recommendation 3. Improve and make inter-agency coordination more effective in terms of the quality and quantity of interventions, inspiring collaboration among UNS agencies to promote coordinated work that capitalizes on the achievements made and projects a stronger, unified voice on relevant issues. This will pro-vide UNDP with renewed leadership that will lend greater coherence and weight to UNS’s position compared to the other actors and will ensure UNDP has a privileged place in discussions with the Government. UNDP must call for reactivation in the UNCT of the different inter-agency committees and work panels and promote more, better joint interventions on the ground. Together, the UNS agencies present in the country could have greater specific weight, which is necessary to achieve much more and do so more efficiently, above all in substantial areas that are still the basis for their presence in the country. Moreover, UNDP should call for and contribute to greater continuity and formality for the coordination specialist post, which is important to promote inter-agency work and follow up on the agreements achieved at the UNCT level.

Management Response: [Added: 2021/01/20] [Last Updated: 2021/01/20]

Key Actions:

12. Recommendation:

Recommendation 4.UNDP has to be committed only to implementing the projects and activities that exist in appropriate conditions to make contributions in terms of development results, or which have a high probability of having an impact in terms of real, tangible changes in the main challenges for development prioritized at a national level (promotion and guarantee of human rights, environmental sustainability, economic promotion and diversification, the fight against corruption, promotion of the SDGs and youth employment, among the most commonly requested by the counterparts at all levels). Indeed, as there is an interest from the Government in promoting South-South cooperation, this modality might be an additional opportunity for UNDP in assisting in identifying and systematizing initiatives and in facilitating various useful exchange experiences.

Management Response: [Added: 2021/01/20] [Last Updated: 2021/01/20]

Key Actions:

13. Recommendation:

Recommendation 5. UNDP must foster a new way of associating with the national authorities that includes social dialogue with all the national development partners and makes them participants in designing and implementing the new country programme. This could include the principles of UNS’s Global Compact in areas such as anti-corruption, human rights, the environment and actions promoting inclusion of the principles of transparency and impartiality from the privileged strategic position that UNDP must maintain. These actions could continue to include areas of opportunity such as support in matters of procurement offered by UNDP, which play an essential role in the office’s financial sustainability. Nonetheless, these activities should no longer be seen as an end in themselves, but should be addressed as opportunities to begin broader, more substantial actions aimed at having an impact on institutional transformations, and which should be directly connected to sustainable, measurable and measured results.

Management Response: [Added: 2021/01/20] [Last Updated: 2021/01/20]

Key Actions:

14. Recommendation:

Recommendation 6. Improve the evaluability of the interventions and the quality of the data and information, and carry out projects with outputs and activities that are logically interconnected and linked to the changes expected in terms of outcome, which have quality goals and indicators, and which contribute substantially to the country’s development. In order to improve the monitoring and quality of the interventions, it is imperative that the principles of RMB are incorporated, as well as results-based budgeting in designing, formulating, monitoring and evaluating them. In this context, the restriction in terms of mobility, above all in the continental part (for which authorization from the Government is necessary), means that not only the implementation but also the monitoring of the programme are not always ideal or suited to the level of budgetary effort approved by the Government. It is necessary to detect in time the impacts and perceptions of the programme on the ground to understand them in greater depth and enable UNDP and its counterparts to make the necessary adjustments in a suit-able manner

Management Response: [Added: 2021/01/20] [Last Updated: 2021/01/20]

Key Actions:

15. Recommendation:

Recommendation 7. Establish a comprehensive communications strategy to improve the image of UNDP, which lays down the bases to disseminate information about the potential and added value that UNDP can give as an ally for the country’s development, and launch mechanisms based on accountability and promote transparency to help interaction with the national authorities. The office must also make a commitment to improving the institution’s visibility on the ground and maximizing the use of information and communication technologies. In addi-tion, supervisory missions should be carried out more often, above all in the continental part, as well as promoting external assessments to eval-uate and justify the conditions for implementing the programmatic portfolio.

Management Response: [Added: 2021/01/20] [Last Updated: 2021/01/20]

Key Actions:

16. Recommendation:

Recommendation 8. It will be necessary to hire technical staff in the context of projects to improve programmatic efficiency in at least one of the two thematic areas upon which UNDP should focus. Furthermore, it is necessary toidentify experts able to conceptualize attrac-tive interventions for the counterparts based on government priorities, which is imperative to promote substantial interventions. Finally, the transfer of some operative responsibilities, currently assumed by UNDP, to more efficient governmental counterparts should be fostered, with the aim of promoting the development of technical capacities for national institutions

Management Response: [Added: 2021/01/20] [Last Updated: 2021/01/20]

Key Actions:

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org