Independent Country Programme Evaluation: Angola

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Title Independent Country Programme Evaluation: Angola
Atlas Project Number:
Evaluation Plan: 2018-2021, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Overdue
Planned End Date: 12/2018
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
  • 2. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
  • 3. Output 2.1.2 Capacities developed for progressive expansion of inclusive social protection systems
  • 4. Output 2.3.1 Data and risk-informed development policies, plans, systems and financing incorporate integrated and gender-responsive solutions to reduce disaster risks, enable climate change adaptation and mitigation, and prevent risk of conflict
Evaluation Budget(US $): 100,000
Source of Funding:
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
GEF Evaluation: No
Key Stakeholders:
Countries: ANGOLA
Lessons
Findings
Recommendations
1

As the country progresses to middle-income status, UNDP should renew its visibility and relevance and better leverage its comparative advantage as a broker and an integrator of efforts in Angola to implement the 2030 Agenda for Sustainable Development.

 UNDP has the challenge and the opportunity to better capitalize on its strategic position and make more significant and sustainable contributions to Angola’s development challenges by promoting more of ‘whole of government’ and ‘whole of society’ approaches, increasing the provision of knowledge services and policy advice, especially through South-South and triangular cooperation, and actively diversifying its partnerships with other UN agencies and IFIs, and those who have a voice in the country through joint programmes.

2

UNDP should develop a long-term vision and clear theories of change ensuring integration among thematic areas, to better build synergies, avoid piecemeal initiatives and ensure the achievement of more significant and sustainable results. UNDP should be less ambitious and more realistic and focused in accordance with its limited resources, looking for synergies across thematic areas and partnerships with strategic partners that can add to UNDP’s resources and ensure continuation of efforts and sustainability of results. It should particularly aim to systematically integrate youth, gender and green jobs creation in all areas of the programme. In the area of environmental sustainability, for example, UNDP should link improvement of protected areas management and on energy and climate change projects with green jobs creation and youth employability to promote economic diversification and decrease rural migration. The small-scale livelihood support initiatives should be avoided unless properly integrated with natural resources management and other areas, bringing adequate partners.

3

UNDP should develop staffing capacities to increasingly focus its efforts on upstream interventions where UNDP may have a clearer added value given its decreasing core regular resources. Downstream interventions should be more limited to innovative pilot projects with adequate risk mitigation and exit strategies aligned with committed national partnerships to ensure improved chances for sustainability. Given its limited core regular resources, it will be important for UNDP to focus on policy advice and analysis strategically tailored to the national context. UNDP should support areas where it can make the most difference and withdraw from areas where other development partners or national institutions are better positioned with more significant human and financial resources, such as extractive industries and mining. Downstream efforts must be more selective and have clear and monitored sustainability strategies.

4

UNDP should develop a human resources strategy to better address the needs and challenges of the programme and agencies services and reassess the resource mobilization strategy of the office to diversify its sources of funds more effectively. Given its decreasing core regular resources and dependence on vertical funds, UNDP needs to augment its staffing and improve its current capacities to better engage with the private sector, IFIs and government cost-sharing as a source of co-financing.

5

UNDP should also address the lack of staff capacities and incentives to adequately integrate gender with proper strategic thinking on how to bring about change in equality and women’s empowerment. Capacities for better gender analyses are needed to more adequately identify and address the specific needs of different genders and particular groups such as youth, which should be integrated across all outcomes.

1. Recommendation:

As the country progresses to middle-income status, UNDP should renew its visibility and relevance and better leverage its comparative advantage as a broker and an integrator of efforts in Angola to implement the 2030 Agenda for Sustainable Development.

 UNDP has the challenge and the opportunity to better capitalize on its strategic position and make more significant and sustainable contributions to Angola’s development challenges by promoting more of ‘whole of government’ and ‘whole of society’ approaches, increasing the provision of knowledge services and policy advice, especially through South-South and triangular cooperation, and actively diversifying its partnerships with other UN agencies and IFIs, and those who have a voice in the country through joint programmes.

Management Response: [Added: 2018/12/12] [Last Updated: 2018/12/18]

Partially agreed.

The eighteen findings of the Independent Country Office Evaluation provide a range of examples of UNDP Angola relevance and leveraging of its comparative advantage with very limited core resources in a middle-income country. The fact that the Government of Angola, non-state actors and funding partners have pointed at UNDP to manage significant resources of vertical funds, amounting to more than ten times the value of core resources, also speaks to the value addition seen on the side of the Government and partners.

 To continuously increase visibility, relevance and leverage comparative advantage, UNDP will aim to increase the provision of knowledge services and policy advice through its partnerships with Angola academia, with the National Institute of Statistics as well as through South-South/triangular cooperation. UNDP will work in enhancing its network with IFIs as well as with other UN agencies to achieve the expected results.

Through the principles established in UNDP’s Strategic Plan 2018-2021, the establishment of country platforms on the SDGs will address the need to have more ‘whole-of-government’ and ‘whole-of-society’ approaches. UNDP will continue assisting the Government with the implementation of the $475 million Droughts Recovery Framework (DRF) 2018-2022, an innovative investment platform for resilience, through strategic partnering, as well as programming and implementation support.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Signing of MOU with Angolan National Universities and National Institute of Statistics to develop knowledge
[Added: 2018/12/18] [Last Updated: 2019/01/11]
Economics Unit, Sustainable Development Unit, Senior Management 2018/12 Completed Two MOU with universities pending. Expected by the end of December 2018, products that feed policy advice.
1.2. Enhance UNDP engagement in substantive policy dialogues with different partners (the Government, CSOs, academia, private sector, international cooperation).
[Added: 2018/12/18] [Last Updated: 2019/01/11]
Economics Unit, Sustainable Development Unit, Senior Management 2018/12 Completed Ongoing actions to have substantive dialogue about inequality in Africa and key recommendations. Ongoing dialogues and work with INE and academia for preparing a series of presentations and dialogues around the SDGs in general and SDGs 1, 10, 13-15, 16 in particular.
1.3. In-depth review of possibilities of enhancing partnerships with Directorate of Economy of the Ministry of Economy, Ministry of Labour, among others, and UNDP partnership.
[Added: 2018/12/18] [Last Updated: 2019/01/11]
Economics Unit, Sustainable Development Unit, Senior Management 2019/06 Initiated First internal dialogues have taken place.
1.4. Support mobilization of resources for full implementation of DRF.
[Added: 2018/12/18] [Last Updated: 2019/01/11]
Programme Management Team of the country office 2019/06 Initiated 22 percent financed (18 percent grant, 2 percent loan, and 2 percent state budget).
2. Recommendation:

UNDP should develop a long-term vision and clear theories of change ensuring integration among thematic areas, to better build synergies, avoid piecemeal initiatives and ensure the achievement of more significant and sustainable results. UNDP should be less ambitious and more realistic and focused in accordance with its limited resources, looking for synergies across thematic areas and partnerships with strategic partners that can add to UNDP’s resources and ensure continuation of efforts and sustainability of results. It should particularly aim to systematically integrate youth, gender and green jobs creation in all areas of the programme. In the area of environmental sustainability, for example, UNDP should link improvement of protected areas management and on energy and climate change projects with green jobs creation and youth employability to promote economic diversification and decrease rural migration. The small-scale livelihood support initiatives should be avoided unless properly integrated with natural resources management and other areas, bringing adequate partners.

Management Response: [Added: 2018/12/12] [Last Updated: 2018/12/19]

 Agreed.

For the next CPD cycle (2019-2023), UNDP will adopt a theory of change in line with the national challenges and priorities expressed in the National Development Plan (2018-2022) and in UNPAF (2019-2022) that will promote a nexus between the areas of inclusive growth, governance and environment and resilience. Drawing on its global reach, convening experience and partnerships with the Government, United Nations organizations, the private sector, civil society and local communities, UNDP will provide policy, technical and implementation support to address these interrelated dimensions in a coherent and sustainable manner.

Given that UNDP Angola is embarking on a new programme cycle, under development in 2018/2019, the country office will first observe key recommendation from UN assessment on country prioritization of agenda for Angola and development finance landscape in Angola to further understand how the United Nations’ next cycle of engagement in Angola could best be financed and implemented. This analysis will help to better contextualize and situate the country office’s resource mobilization, thematic focus and foster strategic partnerships in a broader implementation framework, considering diversified means of generating finance (Government and IFIs), adapt UNDP’s business model to today’s country’s needs and by maximizing the efficiency of the UNDP core resources. For example, GEF funding will represent a catalytic investment to leverage national resources for the replication of transformative outcomes, with crucial linkages with private sector development on renewable energy technology project and with governance on illegal wild trade projects. The results of this nexus intervention will reinforce the strategic, lead-agency engagement of UNDP in the areas of governance, equitable economic growth and sustainable development.

Responding further to the recommendation for strengthening focus on, and integration of, youth, gender and green jobs, UNDP is initiating a study on supply-demand of skills aimed at supping youth employment, including green jobs, within the framework of the Resilience Plan for the 1.2 million people affected by the impact of El Nino.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Conduct theory of change training for all staff.
[Added: 2018/12/19]
Country office 2018/05 Completed
2.2. Develop a theory of change for programmatic areas interventions in the next CPD and UNDAF.
[Added: 2018/12/19] [Last Updated: 2019/01/11]
Programme Management Team of the country office. 2018/10 Completed
2.3. Implement capacity-building activities for newly recruited or assigned rangers and support them with equipment and infrastructure as a measure of green job creation.
[Added: 2018/12/19]
Programme Management Team of the country office 2019/12 Not Initiated a) Capacity-building and equipment for rangers is an output of GEF5 expansion project.
2.4 CO prioritization workshop with key stakeholders held.
[Added: 2018/12/19] [Last Updated: 2019/01/11]
Programme Management Team of the country office 2019/02 Initiated The project design is in progress and will be finalized by the end of 2018/ early 2019.
2.5. Include capacity-building of technicians in renewable energy technology in GEF6 Renewable Energy project, and integrate GEF projects in broader UNDP interventions including private sector development, green jobs and livelihood development.
[Added: 2018/12/19] [Last Updated: 2019/01/11]
Programme Management Team of the country office 2019/06 Initiated b) Capacity-building for technicians in RE is already a component of the GEF6 RE project.
2.6. UNDP partnership with ILO and national partners for study on labour demand and supply within the framework of the Resilience Plan, with key finding and specific recommendations.
[Added: 2018/12/19]
Sustainable Development Unit, Economics Unit, Senior Management 2019/07 Initiated UNDP highly interested in empowering Mandumen University as driver and coordinator of the study.
3. Recommendation:

UNDP should develop staffing capacities to increasingly focus its efforts on upstream interventions where UNDP may have a clearer added value given its decreasing core regular resources. Downstream interventions should be more limited to innovative pilot projects with adequate risk mitigation and exit strategies aligned with committed national partnerships to ensure improved chances for sustainability. Given its limited core regular resources, it will be important for UNDP to focus on policy advice and analysis strategically tailored to the national context. UNDP should support areas where it can make the most difference and withdraw from areas where other development partners or national institutions are better positioned with more significant human and financial resources, such as extractive industries and mining. Downstream efforts must be more selective and have clear and monitored sustainability strategies.

Management Response: [Added: 2018/12/12] [Last Updated: 2018/12/19]

Agreed.

The current programme of UNDP Angola is predominantly policy-oriented, and the country office programme staff and professional project staff are mainly engaged in upstream activities. 2017 and 2018 learning activities, including e.g. the bi-weekly Thursday@Three learning sessions, have focused on capacity for policy functions.

Reflecting the recommendation, the UNDP country office will further support Angola in dealing with the development challenges identified in the National Development Plan 2018-2022. The UNDP country strategy for managing human resources will be elaborated through a process of feedback from sta? through consultations (including with the Sta? Council), and network discussions that is truly owned by the sta?, provide a better work–life balance, and responds to individual career development, CO talent management, reassignment processes and provisions for sta? training and retooling. Increased emphasis will be given to ensure fewer, more focused projects.

Assistance from the UNDP regional bureau and other country offices will be key to helping the Angola country office learn from the experiences of other countries that have recently graduated from the LDC status.

 This will require preparing the country office for even more upstream policy work and gradually scaling up government financing, private sector and other innovative co-financing (such as implementation of World Bank/African Development Bank and IFAD loans) for downstream work. With focus interdependence and integration of issues and projects UNDP country presence and capacities are more effective when tailored to the needs of the country Service lines about recognizing the diversity of the UNDP funding streams and management requirements. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Establish policy role a core element of learning plan for 2018 and 2019 with strategy based on feedback of needs of staff.
[Added: 2018/12/19]
HR, Management Team of the country office 2019/12 Initiated In 2018 conduct staff survey on key skills and competence needed to perform their work.
3.2 Evaluation of the actual learning planning.
[Added: 2018/12/19] [Last Updated: 2019/01/11]
HR, Management Team of the country office 2019/06 Initiated
3.3 Establish clear country strategy for managing human resources that could capture and absorb well-qualified and promising talents from UNDP internship programme for young graduates.
[Added: 2018/12/19]
HR, Management Team of the country office 2019/12 Initiated 2019 Talent Sourcing is about attracting and retaining talented people committed to the values of the organization from the internship programme.
4. Recommendation:

UNDP should develop a human resources strategy to better address the needs and challenges of the programme and agencies services and reassess the resource mobilization strategy of the office to diversify its sources of funds more effectively. Given its decreasing core regular resources and dependence on vertical funds, UNDP needs to augment its staffing and improve its current capacities to better engage with the private sector, IFIs and government cost-sharing as a source of co-financing.

Management Response: [Added: 2018/12/12] [Last Updated: 2018/12/19]

Agreed.

UNDP Angola entered the first Government financing agreement in 2016 and has in the period 2016-2018 signed and implemented a number of agreements with IFIs. As part of the Collaborative Partnership and Resource Mobilization Strategy, an Action Plan for increasing Government Cost-Sharing/Direct Financing has been established, based on experience with the Ministry of Health. With regard to the IFIs, new opportunities are being sought that will scale-up UNDP’s experience of support to agri-business and value chain development as well support to environmental protection which are of specific interest to the Government, IFIs and UNDP. Human resources are continuously being invested to make this transformation happen.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. CO IFI and partnership development strategy and Action Plan developed and approved.
[Added: 2018/12/19] [Last Updated: 2019/01/11]
Programme Management Team of the country office 2019/02 Initiated The project design is in progress and will be finalized by the end of 2018.
4.2. Review with IFIs and other cooperation partners their prospect research pipeline to determine, according to the UNDP mandate in which UNDP could engage as substantive partner.
[Added: 2018/12/19]
Economics Unit, Sustainable Development Unit, Senior Management 2018/09 Completed To start revision now in September 2018-onward.
4.3. New agreement with the Ministry of Health to be signed for the 2018-2022 period.
[Added: 2018/12/19] [Last Updated: 2019/01/11]
Programme Management Team of the country office 2018/11 Completed
4.4. Implementation and follow-up of RM Strategy.
[Added: 2018/12/19] [Last Updated: 2019/01/11]
Programme Management Team of the country office 2019/07 Initiated
5. Recommendation:

UNDP should also address the lack of staff capacities and incentives to adequately integrate gender with proper strategic thinking on how to bring about change in equality and women’s empowerment. Capacities for better gender analyses are needed to more adequately identify and address the specific needs of different genders and particular groups such as youth, which should be integrated across all outcomes.

Management Response: [Added: 2018/12/12] [Last Updated: 2018/12/19]

UNDP is committed to addressing the gender-related development challenges facing Angola by continuing the strong gender mainstreaming focus in UNDP’s environment and livelihoods work, in the health sector in relation particularly to HIV and AIDS and other associated diseases, and on upstream policy interventions and advice to the Government, while at the same time continuing capacity development on women’s equality and empowerment including the performance against gender markers. These engagements will be supported by improving gender awareness in programming of the internal UNDP staff, improving the specialized competences of the Gender Officer through involvement in UNDP institutional and other gender trainings and by strengthening the country office’s analytical work on cross-cutting gender issues and policy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. Improve gender mainstreaming in programming in the next CPD cycle.
[Added: 2018/12/19]
Programme Management Team of the country office 2019/12 Not Initiated
5.2. Continue upstream policy support and advice, and downstream gender empowerment interventions.
[Added: 2018/12/19]
Programme Management Team of the country office 2020/12 Not Initiated
5.3 Accelerate support to sex disaggregated data and gender statistics to strengthen linkages between gender equality, women’s empowerment and development policy and programmes.
[Added: 2018/12/19]
Programme Management Team of the country office 2020/12 Not Initiated
5.4 Ensure that office Gender Strategy and an Action Plan are in place and aligned with the next CPD cycle.
[Added: 2018/12/19]
Programme Management Team of the country office 2019/12 Not Initiated

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